BEHAVIOUR CHANGE TRAINING TO BUILD ADAPTIVE TEAMS
When pressure rises, people don’t stick to plans. They rely on habits.
And in those moments, what people do and how they respond reveal the real starting point for behaviour change training
SIDESTREAM
Why Most Training Doesn’t Change Behaviour?
Traditional programmes often stay on the surface, focusing on what’s easy to deliver and easy to measure.
Here’s how it usually looks:
☑ Slide decks full of familiar models
☑ Quizzes and memory checks that test recall, not behaviour change
☑ Group discussions that stay polite and avoid the real issue
☑ “Fun activities” that lift the mood but change very little
☑ End-of-session surveys that only capture how people felt
It all feels productive in the moment, but none of it addresses the habits that emerge when pressure returns at work.
What Hidden Patterns in Team Responses Become Visible
Through Behaviour Change Training?
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In training, this pattern shows up quickly. The person who steps in first isn’t always the most prepared, just the most used to doing it. When the team sees it play out in a session, they realise they’ve been following rather than working together.
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Behaviour change training makes this silence obvious. A bit of pressure appears, and some people immediately pull back. Seeing it so clearly in the room helps the team understand why real-world discussions often stall.
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During simulations, this becomes easy to spot. It’s not a lack of ability, but hesitation; people wait for a clear signal before moving. Training exposes this openly, and teams realise the issue isn’t competence but the fear of starting.
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Roleplays reveal this pattern fast. The discussion seems long, but when the moment gets close to the actual problem, the direction suddenly shifts. Observing it from the outside helps the team see what they’ve been avoiding.
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In training, this can’t be hidden. Quick nods and soft “yes” responses signal a way to move on, not real agreement. When the team sees it happening live, they understand why decisions often feel empty.
From Awareness to Action Through Behaviour Change Training
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Discussions began to happen genuinely.
Not just nods to end the meeting, but conversations that finally reached the real issue.
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The quiet ones started to join in.
They spoke up because the room felt safer and less judgmental.
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The team felt more connected.
After the meeting, the conversation kept flowing because everyone was finally on the same wavelength.
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Work began to feel lighter.
Fewer impulsive reactions, more thoughtful pauses that helped them move together as a more adaptive team.
What Makes Sidestream’s Behaviour Change Training Different?
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Training is built around the team’s real behaviours and challenges, not generic content. Everything is designed to reflect what actually happens at work, especially when pressure is present, so nothing feels theoretical or irrelevant.
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Teams work through realistic scenarios that surface habits and automatic responses. Change happens through lived experience, not discussion alone, allowing new behaviours to form through doing rather than talking.
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Sidestream uses an award recognised behavioural approach backed by long standing practice. This gives leaders confidence that the method is not experimental, but proven to create meaningful behaviour change.
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Sessions are led by facilitators with experience in corporate environments and military contexts. Teams learn from people who genuinely understand pressure and how behaviour shifts when it matters most.
Who Should Be Involved?
Behaviour change training is designed for leaders, managers, and teams who are directly involved in shaping how people work, communicate, and respond under pressure. It is also relevant for designers, product managers, marketers, and communicators who influence behaviour through the experiences, systems, and messages they create.
About Ben Laumann and Sebastian
Ben Laumann
Ben Laumann works at the intersection of psychology, learning design, and human behaviour at work. His background in organisational psychology and theatre shapes how Sidestream designs behaviour change training that feels grounded, embodied, and closely connected to how people actually behave under pressure.
He holds advanced degrees in psychology, innovation, and organisational studies from University College London and the University of Cambridge, and continues to research organisational behaviour and learning design. Rather than relying on abstract models, Ben Laumann focuses on creating learning environments where behaviour can surface naturally and shift through experience.
Sebastian Flack
Sebastian Flack approaches behaviour change through a systems and pressure-informed lens. His work centres on understanding how people respond when stakes are high and how those responses can be reshaped through experience rather than instruction.
With academic training in social science and management, alongside four years of service in the German Armed Forces, including deployment in Afghanistan, Sebastian Flack brings a grounded perspective to behaviour change work. These experiences inform how he helps organisations recognise behaviour patterns and build more effective ways of working under pressure.
What People Say About the Training?
