A Behavioral Approach to Organizational Change: Reinforcing Those Responsible for Facilitating the Climate and Hence Promoting Diversity

Komaki and colleagues worked with university leaders for two years. They gave deans and department heads frequent praise and feedback tied to climate goals.

The team tracked whether diverse faculty stayed and how people rated the workplace feel. No students or clients were the focus—just the leaders who shape the culture.

Recognition and feedback to leaders improved departmental climate. More diverse faculty remained at the university after the two-year test.

The simple act of noticing and praising leader behavior appeared to keep good teachers from walking away.

Nishimura et al. (1987) ran a similar play in schools. Principals got brief training, then gave prompts and feedback to aides. Student engagement rose across 21 classrooms and held for two years.

Goings et al. (2019) later used feedback, public posting, and small perks to keep classrooms tidy. Same core idea: reinforce the supervisor, staff habits follow.

Wirantana et al. (2020) extends the story to university career centers. They used behavioral skills training instead of praise, yet only one staff member planned to keep it up. Komaki’s lighter touch—spot praise—may be easier to maintain than full BST.

You can shape an entire workplace by reinforcing the people at the top. A quick email, a hallway “thank-you,” or a chart on the wall can keep good staff from quitting. Try picking one inclusive behavior you want your boss to repeat. Praise it on the spot this week and watch the ripple.