The discontinuity effect

3 min read · January 10, 2025
New Power Labs

At the start of every year, like many, I embrace a set of resolutions and updates to my habits. And…they don’t always stick.

Bas Verplanken, a social psychology professor at the University of Bath, introduced the "habit discontinuity hypothesis." Verplanken argues that habits are deeply rooted in specific environmental cues and contexts, and when these contexts shift, it creates a natural disruption in our habitual behaviours. These moments that disrupt habitual behaviors, create a "window of opportunity" for adopting new ones. 

Transitions such as moving, changing jobs, or retiring temporarily suspend old habits, prompting individuals to reconsider their automatic behaviours and become more open to new information and alternatives. Verplanken points out that New Year's resolutions often fail because they lack a true discontinuity - changing from December 31st to January 1st is not a dramatic discontinuity. 

In a larger context, discontinuities can manifest as significant societal events—for example, the murder of George Floyd on May 25, 2020. This tragic event amplified awareness of police brutality, ignited a global movement against systemic racism, and spurred billions in pledges toward racial equity initiatives.

Sustaining momentum beyond these disruptions is challenging. We know it's been challenging for much of the work focused on equity. Verplanken observed that the discontinuity effect often fades within three months if old contextual cues remain. 

This understanding of the discontinuity effect has implications for those working to interrupt behaviors and systems that limit capital to underfunded leaders and communities. To sustain momentum beyond these disruptions, reseach notes that we need to leverage smaller, everyday transitions. We can capitalize on changes in leadership, team structures, or strategic priorities to introduce and reinforce new practices. Organizations can embed new habits in policies and practices to create the infrastructure needed to outlast the initial surge of change. Success is linked to how we address the habit architecture and create supportive environments to facilitate long-term maintenance of new habits. Research also suggests using a comprehensive '360° approach' that addresses attitudes, norms, and infrastructure simultaneously. The key is to use the discontinuity as an opportunity to disrupt old habits, while simultaneously building a comprehensive system of support for the new desired behaviors.

Is there a genuine discontinuity you can create or capitalize on in the coming year? How might you design your environment to support and sustain these changes beyond the initial transition period?

Narinder

New Power Labs

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