The Expectancy Effect and Behaviour

The ‘expectancy effect’ is when somebody holds a specific belief or opinion about another person that influences the way they behave towards them. This belief may drive interactions that then, in turn, lead the person to engage in behaviour that was expected. In short, we often get what we expect!

The expectancy effect is a self-fulfilling prophecy which can adversely affect our professional relationships as well as impacting the support we offer the individuals in our care.

The expectancy effect in action

So, what can the expectancy effect look like in real life and how could it influence the ways we respond to behaviour?

Let’s take, for example, a supply teacher, new colleague, or agency staff member working at our setting for the first time. They are told to be aware of an individual, because of their behaviour, and informed about past incidents.

It’s now possible that the new member of staff will start thinking about the behaviour they may encounter, and what they may have to do in response. They may start to feel anxious, imagining scenarios and preparing responses in their head before they’ve even met the individual concerned.

When they meet the individual, they may attempt to ‘manage’ their behaviour immediately to show them they’re in control, inadvertently single them out, or simply focus on them to the extent that the individual feels anxious and watched. The resulting behaviours they see reinforce the expectations the member of staff had before meeting the individual.

How do we move away from the expectancy effect?

We need to give those in our care the opportunities to show us who they are without us being unduly influenced by what we may have heard about them from colleagues, parents and carers or other individuals.

Without these opportunities, the people we support can only exist in the framework we have created for them, with no chance of surprising us or dismantling any previously held and inaccurate beliefs.

As effective practitioners, we need to recognise and acknowledge where the expectancy effect might create preconceptions of and assumptions about individuals, and develop ways to foster a positive, open-minded and fair culture for all.

Removing preconceived ideas

One of the first things to consider when avoiding the expectancy effect is to challenge the beliefs and preconceptions that we can all hold about individuals.

Unfortunately, preconceived ideas and labels can become stuck for some of the individuals we support. It is often not a conscious act, but something we are all capable of doing without realising. These beliefs can often be found in reports, plans and other documents.

Staff rooms, in particular, can be where attitudes towards individuals are shared and reinforced. We need to agree rules for our conduct as a staff team, the language we use and how we conduct conversations to ensure that we keep conversations professional.

A strengths-based approach

When we think about individuals, it’s helpful to focus on what they can do, what they enjoy, their interests and hobbies, rather than only thinking about where they need support and the behaviours we may see.

An individual’s support plan should contain a comprehensive profile of them, including their likes, triggers and effective support strategies they prefer. The plan should be a constantly reviewed and annotated to reflect current needs.

Support plans are not the place to evidence historical events and incidents which may influence a decision, but a ‘toolbox’ of how to support the individual now, making them feel safe, supported, and able to thrive in their environment.

Language is powerful

Language is a powerful tool. Just changing the way we say things and the words we use can have an enormous impact on how certain communication is received.

Words like ‘naughty’, ‘kicked off’ and ‘tantrum’ can all be interpreted differently. They are emotive and focus on the behaviour itself, rather than the feelings behind it.

These words can drive fear and uncertainty in our colleagues, and with uncertainty there often comes a desire to achieve control; to take charge of the situation. Thinking about how we share information, pass messages, and provide updates to our colleagues and the third parties involved goes a long way to counter the expectancy effect.

Final thoughts

The individuals we support need to feel safe, understood and supported. To build this level of trust, they must feel respected. Having preconceived ideas about an individual, maybe because of something we have seen previously or heard from somebody else, means that sometimes, we may inadvertently limit opportunities for an individual to be anything other than what we have been told they are.

By actively removing our preconceived ideas and judgements, thinking about how we speak about individuals to our colleagues, and being mindful of how we are projecting ourselves towards an individual, we can challenge our expectations and always offer the best support.

We hope you find this blog helpful. If you’d like to talk to us about your needs when it comes to supporting behaviour in your setting, please get in touch any time.