Are We Misdiagnosing Our Most Expensive Problems?

What if your most significant and expensive problems aren't about lacking a fancy new algorithm or a faster server, but about fundamental human behaviours – or the lack thereof?

We build cutting-edge systems, yet the friction persists, or according to our customers, is getting worse!. We automate processes, yet customers still leave frustrated. We implement engagement platforms, yet employees quietly disengage. 

The reason is simple: Technology amplifies existing human dynamics. It doesn't inherently solve deeply ingrained behavioural issues related to trust, intent, fairness, or human connection.

Unmasking the Behavioural Blind Spots

Here are concrete examples illustrating why behavioural problems often outweigh—and underpin—technology challenges:

• The Endless IVR Loop & Repeated Explanations: A Failure of Intent, Not Just Tech.The Tech Myth: "Our IVR needs an upgrade," or "Our CRM isn't integrated."

• The Behavioural Reality: The IVR's behavioural design prioritises cost-cutting over customer patience. The behavioral silo between departments means customers are forced to re-explain their issue multiple times. This isn't a tech failure in isolation; it's a lack of genuine Intent to make the customer's journey effortless, and a failure to build Relational Strength through integrated understanding. The customer feels unvalued, leading to frustration and erosion of Trust. The technology merely exposes and exacerbates these underlying human-centric design flaws.

• Impact: Increased call handling times, agent burnout, higher churn rates due to perceived disrespect for customer time and effort.

Angry Customers Won't Get Off The Phone": A Crisis of Morality & Trust.

• The Tech Myth: "We need better call routing", or "Our agents lack specific tools."

• The Behavioural Reality: Based on decades of observation in contact centres, angry conversations take significantly longer than collaborative ones. When customers feel their Morality (sense of fairness) has been violated, or their Trust broken, they behave differently. They will "meticulously question and challenge every piece of information," engaging in "micro-battles." Their frustration is a manifestation of the impact on their Self due to perceived unfairness or betrayal. Technology cannot fix a broken human perception of integrity.

• Impact: Contact centres "completely flood," leading to cascading impacts on queue times, service levels, agent stress, and staff churn. The cost of argument translates directly into quantifiable operational burdens.

Quiet Quitting": When Neglected Core Values Drive Disengagement.

• The Tech Myth: "We need a new employee engagement platform" or "Better performance management software."

• The Behavioural Reality: "Quiet quitting" isn't a complex, new employee behaviour; it's a simple, observable symptom. Employees scale back effort when their Trust in leadership is eroded, their perception of management's Intent isn't aligned with their well-being, or their sense of Morality/Fairness in the workplace (e.g., compensation, recognition, workload) is compromised. The Relational Strength between the employee and the organisation weakens. This is a behavioural response to unaddressed Core Value deficits.

• Impact: Reduced productivity, stifled innovation, higher hidden costs of disengagement, and increased voluntary turnover (even if they don't explicitly leave immediately).

The "United Breaks Guitars" & Public Image Crises: A Behavioural Catastrophe, Amplified by Tech.

• The Tech Myth: "We need a better social media monitoring tool" or "Stronger PR software."

• The Behavioural Reality: The initial problem was a fundamental breakdown in the company's Intent (to care for customer property) and Morality (acting fairly). The subsequent, tone-deaf responses and lack of immediate accountability were behavioural failures. Technology (social media) didn't create the problem; it merely acted as an accelerant, amplifying the behavioural perception of injustice and poor handling. The Core Value damage was immense.

• Impact: Global reputational crisis, significant brand value erosion, direct financial losses, and long-term customer distrust.

Early Outsourcing Failures: The Cost of Relational Misalignment.

• The Tech Myth: "Our systems weren't compatible," or "We lacked sufficient infrastructure."

• The Behavioural Reality: Early outsourcing in financial services (e.g., to India) often failed due to a critical oversight: the lack of understanding of the cultural context and shared experiences. Agents, unfamiliar with the nuances of UK culture or specific products like credit cards, were at a behavioural disadvantage. This wasn't a system issue; it was a Relational Strength deficit rooted in cultural misalignment and a perceived lack of empathetic Intent.

• Impact: Poor customer reaction, significant brand value degradation, and years spent rebuilding Trust.

The Bottom Line: Invest in Understanding the Human a little more than you currently do

The true cost of friction, churn, and disengagement often stems from unaddressed behavioural dynamics that impact the Self of your customers and colleagues. 

Investing solely in technology without simultaneously understanding and transforming these human elements is akin to pouring water into a leaky bucket without plugging the holes.

It's time to shift our focus and investment. How many behavioural experts do you have on your team compared to technology specialists? The answer might reveal where your biggest opportunities—and your hidden costs—truly lie.