Change is a Process, Not a Quick Fix: A Look Inside MIVB

It all started with a wicked problem. These are unstructured issues without a clear solution due to insufficient knowledge, the involvement of multiple stakeholders, and interconnections with other challenges. When smartphones and 4G became widespread in 2014, people suddenly had constant internet access. This created societal pressure to always be available and respond immediately to messages. Unsurprisingly, this also led to widespread smartphone use in traffic—a dangerous combination, as research began to show.

Tackling Smartphone Use in Traffic at MIVB

Bart Van der Herten, then Director of Strategy & Business Transformation at MIVB (the public transport company serving Brussels and its surrounding municipalities), was tasked with addressing safety concerns. Initially, smartphone use among drivers seemed like a minor issue, but it quickly revealed deeper complexities. These included:

• The societal norm of constant availability.

• Outdated regulations.

• Training programs not adapted to digital natives.

• Limited awareness of the dangers of multitasking while driving.

Recognizing the risks, Bart took action in the fall of 2014, positioning MIVB as a pioneer in addressing smartphone distractions among drivers.

Moving Beyond Quick Fixes

Early attempts focused on penalties for rule violations. However, Bart’s observations and external research showed that intrinsic motivation might be more effective. Studies indicated that 20-25% of accidents in Western countries involved driver distraction. Despite lacking internal statistics, Bart’s intuition was clear: tackling this issue could save lives and set an example for society.

In 2016, the real transformation began. A project was established, with Bart as the sponsor and Ilse Verstraete as the change and project manager. Together, they focused on involving drivers and managers through workshops, discussions, and co-creation sessions.

Co-Creation for Sustainable Change

Instead of imposing top-down rules, the team worked closely with drivers. Workshops explored why drivers used their phones and what solutions could help them stop. Practical ideas, like providing cards with depot phone numbers for emergencies, emerged. These measures not only reduced distraction but also fostered trust and collaboration.

Key Factors for Success

Time and Patience

The project’s longevity—from 2016 to its handover to the business in 2021—was exceptional. Cultural and behavioral change requires time, strong leadership, and consistent messaging. Bart compared it to seatbelt adoption, which took decades to become widespread.

Continuous Monitoring and Adjustment

The team regularly monitored progress through on-site observations and data analysis. This allowed them to adjust strategies and maintain focus, preventing regression to old behaviors.

Intrinsic Motivation

Recognizing that drivers worked alone, the initiative prioritized intrinsic motivation. By fostering a sense of purpose and accountability, the team built a foundation for lasting change.

Holistic Approach

The project addressed multiple facets simultaneously: training, communication, management involvement, and creating a just culture where both employees and the employer shared responsibility.

Lessons in Change Management

1. Stakeholder Involvement: Engaging drivers, managers, and top leadership was critical. Workshops, feedback sessions, and collaborative campaigns ensured buy-in.

2. Repetition and Reinforcement: The message was consistently communicated at every opportunity, reinforcing its importance.

3. Psychological Safety: Drivers were encouraged to share their experiences openly, fostering trust and transparency.

Behavioral Change as the Ultimate Challenge

Bart and Ilse demonstrated that behavioral change is one of the most complex aspects of change management. It requires:

• A deep understanding of identity and societal norms.

• Persistent leadership and clear boundaries between acceptable and unacceptable behavior.

• Complementary expertise, combining operational knowledge with human-focused change management.

Conclusion: Change Comes Conversation by Conversation

MIVB’s journey shows that sustainable change doesn’t happen overnight. It’s a process of dialogue, collaboration, and perseverance. Bart summed it up best: “When I see 25 trams pass by, all adhering to the rules, I know we’ve made a difference and prevented traffic casualties.”