How we change what others think, feel, believe and do
Reorganize. Change the shape of the organization in ways that force behavioral change.
Break up ineffective teams. Put moves and shakers in charge. Flatten the organization to stop micromanagement. Create self-managed teams to get people to take responsibility.
When doing this design work, think carefully about what behaviors it might create that are not so desirable. A good way of managing this is to create interlocking feedback systems to prevent deviation from desired behavior.
Also think about whether you make changes all in one go or do this with a phased approach. Remember that each change must be complete enough to cause desired change at that time. With a phased approach, you can shift behavior one designed step at a time.
A car manufacturer breaks work into separate units and gives them to teams. It then publicizes the quality of the work of all teams. Teams compete to have the best quality and, of course, overall quality goes up!!
Just as function follows form, so also will changing the shape of the organization will change how people behave.
Groups that can cohere into separate units are likely to become very internally motivated. Motivation is good, but the internal facing may be away from the organization, so you must ensure that group goals are aligned, for example by regular external communications.
Individuals who are not in close groups will seek to bond with something and may be more susceptible to allying themselves with the organization.
If you give people and groups work to do that they cannot do alone, they will be forced to work with others. If you give them responsibility a complete area, they will increase their sense of ownership and work harder to complete this work.
If people feel overloaded, they are likely to become demotivated and give up. They will also blame poor performance on the organization. This may well be a valid finger if they have been given too much.