Gaps (Intention–Behaviour and Behaviour–Perception)
Introduction
- The intention–behaviour gap is about the difference between plans and actions.
- The behaviour–perception gap is about the difference between actions and how they’re seen by others.
1. Intention–Behaviour Gap
The intention–behaviour gap refers to the mismatch between what people intend to do and what they actually do. Even when individuals have the motivation and a positive attitude toward change, their behaviour may not follow through.
Why it happens
- Habits and routines override good intentions.
- Cognitive overload results in people intending to act differently but daily pressures push them back to old ways.
- Lack of capability or resources exist despite good intentions; with execution and implementation feels too hard.
- Short-term comfort vs. long-term gain results in people choosing immediate ease over intended future uncertain benefits.
In Change Management
- Employees may intend to use a new system but revert to the old one under deadline pressure.
- Leaders may intend to model new behaviours but unconsciously slip into old habits.
Application: Change leaders must bridge this gap with:
- Reminders and nudges (making the new behaviour easier than the old).
- Skills training and support.
- Micro-goals and reinforcement to turn intention into habit.
2. Behaviour–Perception Gap
The behaviour–perception gap is the mismatch between what someone does and how others perceive it. A person may believe their behaviour is supportive of change, but others interpret it differently.
Why it happens
- Ambiguity in communication results in words or actions being open to interpretation.
- Selective perception results in people noticing behaviours that fit their expectations or fears.
- Mismatch of intent vs. impact results in “I thought I was being clear” vs. “They sounded threatening”.
In Change Management
- A leader thinks they are showing confidence by being firm; however, employees perceive them as authoritarian.
- Employees think they are raising valid concerns; however, leaders perceive it as resistance.
- A manager believes they’re delegating; however, staff perceives it as disengagement.
Application: Change leaders must bridge this gap with:
- Active feedback loops (“What did you hear me say?”).
- Transparent explanations of intent (“I want to be clear this isn’t about blame, it’s about improvement”).
- Checking alignment between intended message and received perception.
(main source: James Clear, 2018)