For those familiar in security operations, these scenarios will be all too familiar:
- Not reporting suspicious behaviour because “someone else will”.
- Ignoring alarms because “it’s probably false again”.
- Not reporting small breaches because “it’s no big deal”.
- Skipping thorough bag checks because “nothing ever happens”.
Above are classic examples on guard failures, repetitively and habitually. As discussed in human errors article, habit is an automatic action that can override conscious action to do something right, or called it as habit intrusion.
While old habits die hard, but change is possible. This article explores how security guards can replace bad habits with new ones to enhance operational efficiency.
Habits are formed through repetitive and continuous behaviour in a specific context, which reinforces mental associations between that context and the behaviour (further reading). In short:
- habits are learned behaviours developed through repetition.
- Habitual actions are effortless and automatic responses to specific conditions (or environmental stimuli).
- This is how the brain optimises efficiency – by conserving time and energy while freeing up cognitive resources.
In neuroscience, habit loop explains how habit is formed and why it persists. The 3 neurological parts of habit loop are:
- Cue: a cue can be an external or internal stimuli that trigger initial habit, and keep it going. It can be the time, locations, events, or individual emotional state, that will trigger the routine actions.
- Routine: routine is the action of the habit itself.
- Reward: reward is the positive outcome(s), or satisfaction of the habit behaviour, where it keeps habit repeating.
Example: Consider a night-shift security guard who skips patrols after midnight. In this case:
- Cue: The late-night time (after midnight)
- Routine: Skipping the scheduled patrol
- Reward: Enjoying the comfort of avoiding physical exertion
Steps to Use Habit Intrusion for Positive Change
Habit loop is a double-edge sword. Bad habits bring negative impact to security operations, while we can use this psychological mechanism to initiate positive change for good habits.
Step 1: Recognizing Bad Habits
Before change could happen, security leader must identify problematic habits among the team members. This can be individual or group behaviours, such as skipping patrol, ignoring security alarms, or not returning keys to original safe box.
Step 2: Disrupting Old Habits and Introducing New Ones
To break undesirable habits, we can disrupt, remove or alter the cue, the routine or the reward. For example, to address skipped patrols, organizations could:
- Optimize patrol routes by eliminating less strategic checkpoints
- Reduce midnight patrol frequency after securing all entry points
- Implement technological solutions like CCTV monitoring and motion sensor alarms
- Conduct random midnight audits to introduce unpredictability
These measures disrupt habitual behaviours by removing predictability and reducing the motivation to skip patrols. The surprise audit element serves as both a deterrent and a habit-breaking mechanism.
Step 3: Cultural Shaping Through Habit Stacking
Habit stacking is a technique to build new habits by adding onto existing ones. This is to integrate new habit into existing routine, leverage on automation behaviour. Example, promoting two-ways communications during daily briefing, will encourage feedback, friendly discussions and keeps vigilance high. Habit stacking promotes shared values and enhances organization culture.
Changing Habits: The 21/90 Rule
Changing established habits is difficult, it requires strong determination and consistent effort. Psychologically, habit change triggers cognitive dissonance—a state of mental discomfort caused by altering familiar behaviours or values. This unease feeling often leads people to revert to old habits for relief, which explains why many struggle to maintain healthy behaviours (e.g., avoiding unhealthy foods) despite knowing better.
The 21/90 rule suggests that:
- Formation Phase (21 days): Consistent repetition is needed to establish a new behaviour.
- Reinforcement Phase (90 days): Continued practice solidifies the habit into a permanent routine.
However, the effectiveness of habit formation is complex and depends heavily on individual determination and environmental factors. The key message of the 21/90 rule is that, lasting habit change requires both initial discipline and sustained reinforcement over time.
In the workplace, cultivating a positive culture begins with strong leadership that actively identifies and eliminates harmful behaviours while promoting beneficial ones. In the end, poor organizational culture often stems from ineffective leadership.
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