Why your most-checked employee performs worst.

1 MINUTE

I have a confession to make: I have a guilty pleasure. I simply love British crime series that are gentle and nice. Think Midsomer Murders (you have to love Barnaby), Father Brown, or Agatha Christie's Miss Marple. I know. It is not exactly gritty stuff, but I love the English countryside setting and solving the puzzles along the way. It got me thinking, though. How do we handle crime in real life, when there are no scones involved? Do we actually believe in second chances? How much of what we call character is really just the situation someone happens to be standing in, and what happens to their performance once we design that situation on purpose?

In searching for the answer, I landed in Norway. For most of the twentieth century, Norway ran prisons much like everyone else, and by the 1980s saw the same result: somewhere between sixty and seventy per cent of released prisoners were back behind bars. The conventional response is to make prison harsher. Norway went the other way. Its prisons, Halden chief among them, are built on the normality principle: life inside should resemble life outside as closely as safety allows. At Halden, opened in 2010 as a maximum-security prison, there are no bars on the windows, guards wear no uniforms and eat with the inmates, and there is a kitchen, a recording studio, and a library. Norway's reoffending rate is now among the lowest in the world, roughly eighteen per cent within two years. The behavioural science here is about identity, and how powerfully a setting assigns it.

People tend to become the person their context tells them they are.

A place that treats someone as a dangerous prisoner, stripped of dignity and choice, quietly confirms exactly that identity, and they leave as that. A place that treats someone as a citizen who happens to be serving time makes a different identity available, and people grow towards it. The behaviour was never fixed in the person. The walls were telling them who to be.

Three practical moves you can use, well beyond prisons:

1. Treat people as the version of them you want, not the one you fear. A new hire treated as untrustworthy, with every step checked and gated, learns to behave as if they cannot be trusted. Extend the identity you want people to grow into.

2. Read the signals your environment is sending. Every space quietly tells people who they are: the locked cabinets, the surveillance, the rules on the wall. Change the signal that contradicts the behaviour you want.

3. Design for who someone is becoming, not only who they are now. Before you tighten control after a mistake, ask whether the tighter regime confirms the very identity you are trying to move someone away from. Often, the braver design is to widen trust, not narrow it.

So maybe the scones, the teatime, and the endless summer markets my beloved series are set in are not just back-drop but a fundamental part of getting people back to a life worth contributing to. Not a guilty pleasure, then, but a little pleasure in being guilty.

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0,5 MINUTE

Speaking of second chances, here is something that sits right next to it: how much we believe in someone. You have probably watched someone flourish under a boss who clearly believed in them, and seen the same person shrink under one who did not. Behavioural science has a name for part of this: the Pygmalion effect.

The expectations we hold of people quietly shape how they actually perform.

The mechanism is subtle: we give people we believe in more attention, more challenging work, more benefit of the doubt, and they grow into it.

It is worth noticing which expectation you are broadcasting. The colleague you have quietly written off picks up on it and obliges; the one you treat as capable tends to become more so. This is not about empty praise. It is about the genuine expectation you carry into the room, because people read it and tend to meet it. Before deciding someone cannot, ask whether your own expectation is part of what is holding them there.