{"id":147351,"date":"2026-04-09T09:00:07","date_gmt":"2026-04-09T13:00:07","guid":{"rendered":"https:\/\/trainingindustry.com\/?post_type=magazine&p=147351"},"modified":"2026-06-01T13:27:24","modified_gmt":"2026-06-01T17:27:24","slug":"culture-isnt-a-program-how-leaders-create-lasting-behavior-change","status":"publish","type":"magazine","link":"https:\/\/trainingindustry.com\/magazine\/spring-2026\/culture-isnt-a-program-how-leaders-create-lasting-behavior-change\/","title":{"rendered":"Culture Isn\u2019t a Program: How Leaders Create Lasting Behavior Change"},"author":52,"featured_media":147709,"template":"","tags":[3054,223,2602],"class_list":["post-147351","magazine","type-magazine","status-publish","has-post-thumbnail","hentry","tag-business-strategy","tag-change-management","tag-employee-engagement","global_topic_tax-leadership","global_topic_tax-strategy-alignment-and-planning","magazine_issue_tax-spring-2026","magazine_article_type_tax-feature"],"acf":{"sponsored":false,"gated":false,"gated_content_type":"","file_attachment":null,"gated_content":"","form_instruction_header":"To access the full article, please fill out the form below:","pardot_html_embed":"","author_override":true,"author_name":"Darren Bridgett","author_image":"","author_bio":"Darren Bridgett serves as chief learning architect at Learnit<\/a>, leading the design of live training for organizations navigating rapid change. His work focuses on scalable leadership behaviors \u2014 coaching, feedback, collaboration \u2014 and the operating systems that reinforce them.","excerpt":"Discover why culture change fails and how organizations can embed human-centered practices to create lasting impact.","main_content":"Decades before winning his Nobel prize, the psychologist Daniel Kahneman found himself in a room of tough, grizzled Israeli Air Force flight instructors arguing for the benefits of positive reinforcement. He explained how praise for the cadet\u2019s successes would improve their skills development more than punishment for their failures. Predictably, the instructors pushed back. Years of experience had taught them that screaming into a pilot\u2019s earphones did the trick nicely. Praise? Not so much.\r\n\r\nAfter a moment\u2019s reflection, Kahneman saw the error. This was merely regression to the mean. The pilot\u2019s unusually bad performance would naturally drift back to their baseline on the next attempt. It wasn\u2019t the yelling; it was math. What looked like causation to the instructor was just a random process.\r\n\r\nThat clash between research-backed insight and lived experience plays out in organizations every day. We\u2019ve gathered mountains of well-researched and reproducible evidence about what helps people learn, collaborate and lead more effectively. And over time, those insights have helped push work in a more human-centered direction: one that emphasizes meaning, trust and psychological safety. And while few would question whether these soft skills matter, many do wonder whether they produce tangible business results.\r\n\r\nSo, who\u2019s right? Kahneman or the flight instructors?\r\n
\r\n\"Download\r\n<\/a><\/div>\r\n

The Shift to a Human-Centered Workplace<\/h2>\r\nThe shift toward a more human-centered workplace isn\u2019t new. It\u2019s had a place in executive conversations since at least the 1920s, when Taylorism began to lose its intellectual grip in management circles. Jump to the late 1990s and early 2000s, and ideas like emotional intelligence and strengths-based development went mainstream. By the mid-2010s, Google\u2019s Project Aristotle helped popularize psychological safety, and culture increasingly moved from an HR issue to a CEO-level strategic concern.\r\n\r\nGiven the many years and dollars invested, we can imagine that this shift to a more human-centered workplace has produced statistically better business outcomes. Unfortunately, that is not the clear case.\r\n\r\nFor example, between the 1950s and early 1970s, labor productivity in the U.S. grew 2-3% per year<\/a>. Since then, despite massive investment in leadership development and workplace culture, productivity growth in most advanced economies has slowed to below 1%<\/a>. While worker satisfaction is difficult to benchmark, a 2024 Gallup report showed U.S. employee engagement to be at a 10-year low<\/a>.\r\n\r\nIn theory, empowering, respecting and supporting workers works. In practice, generating evident business outcomes has not yet produced a definitive answer.\r\n

What Successful Culture Change Looks Like in Practice<\/h2>\r\nFortunately, there are places where the shift toward human-centered workplaces has succeeded.\r\n\r\nWhen Google studied what made managers effective, technical skills weren\u2019t the top predictor. The best managers coached, empowered, communicated clearly and showed genuine interest in people\u2019s well-being. When Google scaled those behaviors across the company, they saw significant gains in retention, performance and satisfaction.\r\n\r\nAt Microsoft, Satya Nadella steered the company culture away from internal competition and toward growth, collaboration and empathy. This cultural shift coincided with smarter, faster innovation, which fueled their $3 trillion market cap turnaround.\r\n\r\nThese aren\u2019t isolated examples. Many well-known companies have realized tangible, financial gains from inculcating human-centered approaches. So, the real story is not that human-centered culture doesn\u2019t ever work, but that it doesn\u2019t always guarantee success.\r\n

Why Culture Change Programs Fail<\/h2>\r\nIn the 1990s, Kodak had over 140,000 employees and more than 80% of the film market. They knew the digital future was coming. They tackled it with bold thinking and bottom-up innovation. They even built one of the earliest digital cameras<\/a>. But the digital shift threatened the company\u2019s core business model and fear shelved innovation. Collaboration happened. Creativity happened. Action didn\u2019t.\r\n\r\nThis story highlights a common misstep. Kodak treated a culture of innovation more like an isolated marketing campaign. Google and Microsoft, by contrast, treated their culture initiatives like infrastructure.\r\n\r\nWhen Google decided to level up their managers, they didn\u2019t just distribute new guidelines. They embedded those guidelines into the very fabric of the company. Change wasn\u2019t isolated; it was reinforced by data, systems and everyday norms. At Microsoft, Satya Nadella\u2019s \u201clearn-it-all\u201d culture became more than a slogan. He reorganized teams under a unified structure, redesigned incentives to reward collaboration and made empathy a leadership requirement.\r\n\r\nThe lesson is that human-driven change is far more durable when integrated into the machinery of the business, from strategy to workflows to incentives to decision rights. Integration is critical. But on its own, it still isn\u2019t enough.\r\n

Why You Can\u2019t Scale Behavior Change Like a Training Program<\/h2>\r\nIn the 1996 movie Multiplicity, Michael Keaton\u2019s character, Doug, clones himself to get more done. The first clone is fine. The second is a little off. By the time the clones start cloning themselves, the result is chaos. The essence of what made Doug, Doug gets lost. That\u2019s exactly what happens when companies try to scale learning and change company culture by copying what worked somewhere else. You can't clone change because change is not a product. It\u2019s a practice.\r\n\r\nIn my role as a facilitator and learning specialist, I see people from learning and development (L&D) practitioners to business leaders productize human skills training every day. That approach treats culture and learning like software code \u2014 something you can deploy across an organization in perfect uniformity. When you treat culture and learning like software, what you clone is a bunch of recursively worse Dougs. The essence gets lost.\r\n\r\nTo be clear, I\u2019m not against models or frameworks. A well-crafted model is essential; however, it should serve as a starting point, not the destination. Models are guides, not destiny.","full_width":false,"content_band":[{"acf_fc_layout":"social_callout","blockquote":"In theory, empowering, respecting and supporting workers works. In practice, generating evident business outcomes has not yet produced a definitive answer."},{"acf_fc_layout":"content_area","wysiwyg":"

Culture, Complexity and Control<\/h2>\r\nWhen working with complicated systems, such as Swiss mechanical watches or computers, you can follow a procedure and expect predictable results. Complex systems, however, such as stock markets, the weather or traffic are not so straightforward. They are adaptive, nonlinear and full of feedback loops.\r\n\r\nCulture is a complex system. That\u2019s why rollouts are so often disappointing. We assume uniform adoption, predictable effects and linear progression when real change tends to spread in small, unplanned ways. Outcomes are as likely to emerge from local interactions, as top-down control.\r\n\r\nA product team, for example, invents a simple, interpersonal rule. When tensions rise, anyone can say \u201cpause,\u201d and everyone takes five silent minutes to reflect and reset. The rule lowers defensiveness and improves decision-making. Word gets out. Other teams adopt it. And what began as a scribbled note on a whiteboard becomes a widespread practice.\r\n\r\nIn one regional office, a director begins hosting short Friday learning huddles. No slides, just storytelling. \u201cHere\u2019s something I learned this week.\u201d Participation grows. Other departments ask to join. One department spins off a monthly cross-functional version. Another turns the idea into a Slack thread. The concept wasn\u2019t rolled out. It rippled out. Not because it was mandated, but because it felt useful.\r\n

How Culture Really Spreads<\/h2>\r\nThe first step is to integrate human-centered practices into the company\u2019s strategy, structure, tools, incentives and decision rights. Not as extras, but as part of how the business runs. That\u2019s non-negotiable. Treat cultural initiatives like infrastructure.\r\n\r\nThe next step is to create the conditions for change. Business leaders and L&D especially should resist the urge to force fit. Empower experimentation and play after the training. Allow change to percolate up from within and over time. Sense what\u2019s working and amplify what spreads.\r\n

Conclusion<\/h2>\r\nThe effort to put human attributes like morale and motivation at the center of work has been underway for decades. Results from a purely business outcome perspective have, at times, been less than kind. But the pattern is clear: Change takes hold when the behaviors organizations want are reinforced by everyday practices, incentives and leadership actions.\r\n\r\nWhen these elements click, change doesn\u2019t just happen. It sticks. It spreads. And when that happens, we all have ample reason not to give up on this human-centered workplace project just yet."},{"acf_fc_layout":"social_callout","blockquote":"Empower experimentation and play after the training. Allow change to percolate up from within and over time."},{"acf_fc_layout":"content_area","wysiwyg":"[hubspot type=\"form\" portal=\"47185625\" id=\"eda5e894-beb8-40c6-b1c2-8827958b0062\" version=\"v4\"]"}],"tice_sponsors":"","custom_dfp_keywords":"","featured_article":true,"feature_type":"portrait","theme":"light","remove_gradient":false,"title_in_image":true,"featured_text_image":147708,"magazine_link":"https:\/\/www.nxtbook.com\/nxtbooks\/trainingindustry\/tiq_spring2026\/index.php#\/p\/38"},"yoast_head":"\nHow Leaders Create Lasting Behavior Change<\/title>\n<meta name=\"description\" content=\"Learn why culture change fails and how to embed human-centered practices to drive lasting business results.\" \/>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/trainingindustry.com\/magazine\/spring-2026\/culture-isnt-a-program-how-leaders-create-lasting-behavior-change\/\" 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