On Standards

The purpose of this new standard is to demonstrate how the function of facility management can support the demand organization by aligning occupant behaviors. It is important to first understand the performance objectives of the demand organization, and then the context of the FM organization in supporting those objectives. While not all behaviors can be influenced by the FM team, there are ways facility managers can control or influence the built environment.

First things first

When a facility manager determines a behavioral change is necessary, the first step is to understand if the desired changes fall within the circle of control, or the circle of influence of the FM organization. To understand the circle of control for the FM organization, first determine the core objectives of the demand organization and what decisions are directly within the authority of the FM organization to impact or achieve these objectives. Also, consider the limitations or challenges of the FM organization in achieving it. This will help determine the boundaries of control for the FM organization. Next, consider the culture, and the relationship of the FM organization with top management and other stakeholders. This will form the circle of influence. As the FM organization matures from simply completing technical activity and tasks to becoming a strategic advisor to the demand organization’s top management, the circle of influence and/or control grows.

Once the circles of control and influence are understood, the FM organization can consider its strategy to affect change. the path of least resistance: It is human nature to resist change. Where it is possible, the FM organization should consider affecting change through automation. It is likely these processes are in place already to meet other energy- or cost-saving goals such as:

• Sensor or timer controls for lighting

• Door badging to control access

• Motion sensor plumbing fixtures

• Building automation systems with remote monitoring and control features

Technology provides a means to automate processes and achieved desired behavior without requiring action from the occupant. This is the path of least resistance and the decision to implement these automations are likely within the direct control of the FM organization.

Sneak attack

While this may sound nefarious, there is no diabolical intent behind looking for ways to influence the behaviors of building occupants through social and subconscious queues. Robert Cialdini, a social science researcher and author of “Influence: The Psychology of Persuasion,” explains how people imitate the behaviors we see around us — we take our cues about acceptable behaviors from what others around us are doing. So it follows that people will be louder in noisy environments, litter where strewn trash is already present and deface facilities that are already in disarray.

Facility managers who control their environments also influence the behavior of the occupants in those environments. Once again, there is no need for direct engagement with the occupant to achieve the desired behavior, but instead, the FM organization should be mindful of how the occupants interact with their surroundings and how subtle changes to the environment might influence changes in behavior.

Taking the bull by the horns

Adjusting occupant behavior to support corporate goals and objectives often requires FM participation to be successful. To support these goals, there will be times when the facility manager must directly ask for the change necessary to achieve the desired outcome. Regulatory or voluntary certifications may require workplace behavior changes to be compliant. Core business initiatives such as sustainability goals (waste reduction, recycling programs, reduced hard copy storage, etc.), corporate social responsibility or wellness goals may require facility managers to direct occupant change as well.

Asking for the necessary change will likely require the biggest effort and most amount of time to achieve results. Facility managers must be prepared for resistance. Change is uncomfortable and may cause some to feel threatened or harassed. It is necessary to understand how to motivate others to change, communicate the benefits, develop champions for change and above all, be persistent in achieving the desired behavior.    

Facility managers can manage change initiatives through formal routes such as:

• Direct communication directives

• Policy and procedure development

• Change management initiatives

Influencing change in practice

Here are industry examples to demonstrate how these methods can be applied to support the demand organization’s mission.  

In hospitals, the overarching objective is typically centered around improving the patient experience. While FMs may not always have direct interaction with patients, their function creates many opportunities to impact the patience experience.

AUTOMATION: Controlled door access negates the need for posting signs that note who is authorized to enter a space. Motion sensors can automatically shut off lights or control temperatures in unoccupied rooms. Window shades can automatically adjust to accommodate sun intensity.

INFLUENCE: The facility environment — appearance, noise and odors — can contribute to lowering patient, visitor and staff anxiety. Following Cialdini’s research on social behavior, people will feel more comfortable being loud in a noisy environment with squeaky wheels and loud mechanical noise. Facility managers can intentionally soften the background noise of specific areas or during specific time periods. Initiatives that reduce squeaky wheels, ventilation whistles and misaligned escalators can all have direct benefits for improving the patient experience. The behaviors of hospital occupants can in turn be influenced towards more subdued tones, supporting the mission of an improved patient experience during their stay.

For parks and recreation sites, the core objective may be to connect visitors with the outdoors.

AUTOMATION: Automated technology may include off-trail sensors, audio tours or other technological solutions that shape how visitors use the recreation space.

INFLUENCE: As Cialdini concludes from his multiple studies on human behavior, people will do what they feel is expected of them. The mindful placement of trash and recycling bins can influence visitors to dispose of unwanted items in a controlled manner that supports the overall mission. If trash is consistently disposed of in receptacles, then people will continue to follow the standard set by others depositing trash in the appropriate place. DIRECTED

CHANGE: Policies that mandate cell-free zones or pet-restricted areas may be a way to mandate behavior that supports the mission to allow visitors to connect better with nature.

Airports strive to improve the passenger experience wherever possible. Restrooms are one of the most memorable spaces that influence the perception of the passenger experience at airports. Messy facilities, odors and long lines can leave a poor perception of an otherwise fully functional facility. An impactful way for the FM team to support the organizational mission of the airport is to look at how they can make the restroom a better experience for passengers.

AUTOMATION: Automated technology may be used to alert staff when paper supplies run low or water is detected on floors.

INFLUENCE: Clean begets clean as an indirect influence. Maintaining a clean environment in restrooms will set the behavioral expectation and prompt passengers to maintain a cleaner environment while also improving their own experience.

DIRECTED CHANGE: Sights, sounds and smells all contribute to our overall experience of places. Granted, not all passengers will observe the cues and perform the expected behavior, but without the expectation being set, the chances are far less. It is within the purview of the facility manager to set the expectation and behavioral standards through service levels, conditions and monitoring. Facility managers should communicate frequencies for levels of service for restroom cleaning cycles.

All in a day's work

The “broken windows theory,” first introduced by social scientist Wilson and Kelling in 1982, notes that one broken window signals approval for more broken windows; graffiti leads to more graffiti; and litter leads to more litter. Occupants begin to pick up their cues for how to interact with their environment from what they are surrounded with, and facility management are integral to establishing the expected standards of behavior.   Regardless of the method used to influence behavior, benchmarking, monitoring, measuring and continuous improvement should be an integral part of the program. Celebrating achieved behavior milestones can maintain momentum and enthusiasm for the building occupants and the FM organization while communicating the benefits of the changes.