The IT group decided to try an experiment—they established “quiet hours” on Tuesday, Thursday, and Friday mornings before noon. The goal was to give coders a sterile cockpit, allowing them to tackle more complex bits of coding without being derailed by periodic interruptions. Even the socially insensitive responded well to the change in the Path. One engineer, previously among the worst interrupters, said, “I always used to worry about my own quiet time and how to get more of it, but this experiment made me think about how I’m impacting others.”

In the end, the group managed to meet its stringent nine-month development goal. And the division VP attributed the success to the sterile cockpit quiet hours: “I do not think we could’ve made the deadline without it,” he said. “This is a new benchmark.”

In these disparate environments—cockpits and hospitals and IT workgroups—the right behaviors did not evolve naturally. Nurses weren’t “naturally” given enough space to work without distraction, and programmers weren’t “naturally” left alone to focus on coding. Instead, leaders had to reshape the environment consciously. With some simple tweaks to the environment, suddenly the right behaviors emerged. It wasn’t the people who changed, it was the situation. What looks like a people problem is often a situation problem.