February 27, 2025 l Manila Bulletin
Newly appointed Transportation Secretary Vince Dizon has suspended the full cashless payment system on expressways, a move that followed the Toll Regulatory Board’s (TRB) mandate that all vehicles must be equipped with radio-frequency identification (RFID) for cashless payment by March 15, under penalty of fines.
Frankly, enforcing this cashless policy on expressways is the only way to shift the behavior of those motorists still stubbornly clinging to cash payment lanes, which, let’s face it, are the root cause of horrendous traffic. Change the environment, and you’ll change the people.
But let’s be real: changing human behavior is never a walk in the park. We all have those comfortable routines, ingrained habits, and thought patterns that, even when they’re not the best options, feel natural. Shifting behavior—whether at home, in society, or within organizations—demands time, meticulous planning, and, crucially, a deep understanding of what truly drives people.
Simply telling someone to change? Forget about it. They change when they feel compelled to—when there’s a compelling reason, when their surroundings nudge them in the right direction, or when they see others succeeding. We see this play out in society all the time. Take smoking, for example. It was ubiquitous a few decades ago, in workplaces, restaurants, even airplanes. People knew it was unhealthy, yet they persisted. It wasn’t until regulations were enforced, public opinion shifted, and non-smokers started pushing back that the real revolution began. As the environment shifted, so did smokers’ behavior.
Businesses? They operate on the same principle. A corporation can’t just preach the virtues of a new system or culture and expect employees to jump on board. People resist change when they don’t see the personal benefit or when they believe the old ways are perfectly adequate. That’s why successful companies don’t just announce changes; they architect the environment to encourage them. Apple, for instance, didn’t just tell employees to “be more creative.” They created workspaces that rewarded creativity, fostered teamwork, and encouraged experimentation.
This holds true for public policy as well. Consider recycling. It’s a no-brainer, but many people won’t consistently do it unless it’s easy and expected. Cities with high recycling rates did more than just raise awareness; they made recycling effortless. They integrated it into daily life, placed recycling bins next to trash cans, and offered financial incentives. Behavior changes organically when people are nudged correctly by their surroundings.
Social influence? It’s huge. We’re wired to mimic others, whether we realize it or not. If most employees are punctual and diligent, new hires will follow suit. Conversely, if tardiness and laziness are the norm, it’s tough to buck the trend. This applies to broader societal issues, too. People adapt their views on gender equality, climate change, or mental health as they observe shifts in the world around them.
Then there’s the personal side of behavior change. We’ve all tried to kick a bad habit or start a good one, only to relapse. That’s because motivation alone is a flimsy foundation. Willpower wanes, and without structure, most efforts fizzle. The trick? Make the change easier than staying put. Want to exercise regularly? Don’t rely on a sudden burst of enthusiasm. Lay out your workout clothes where you can grab them, schedule workouts into your routine, or join a class where others expect you. Small environmental and routine tweaks make a world of difference.
Fear and reward? Powerful motivators. People instinctively avoid pain and chase rewards. Governments use this all the time. Seatbelt laws didn’t just reduce traffic deaths because people suddenly cared more about safety; they changed because they didn’t want to pay fines. In companies, employees don’t just work harder because the boss says so; they do it when clear incentives are on the table, whether it’s a promotion, a bonus, or simple recognition.
However, fear-based change is a shaky long-term strategy. Constant pressure and threats might yield temporary compliance, but they breed resentment. That’s why positive reinforcement often wins out. Starbucks, for instance, cultivated excellent service by praising baristas and offering advancement opportunities, rather than relying on draconian rules.
Change also demands repetition. No one flips a switch overnight. It takes consistent actions, reminders, and reinforcement for something to stick. That’s why schools and organizations use regular training, why public health campaigns hammer home their messages, and why forming a habit takes weeks, not days. The more people do something, the more natural it becomes.
We often delude ourselves into thinking information alone will change behavior, but that’s rarely the case. Even when people acknowledge the dangers of smoking, they keep lighting up. Employees don’t suddenly embrace new procedures just because management claims they’re more efficient.
Whether you’re trying to shift behavior in your own life, within an organization, or across society, the playbook is the same: give people a reason to change, build a system that supports it, and reinforce it until it becomes second nature. Otherwise, we’ll all default to the familiar, even when it’s not the best choice. This is precisely why the intervention of the cashless payment policy is essential to reshape motorist behavior and ease the traffic congestion on our expressways.
***The views expressed herein are his own and do not necessarily reflect the opinion of his office as well as FINEX. For comments, email rey.lugtu@hungryworkhorse.com. Photo is from Pinterest.