Research Reports

Systemic Factors Influencing Risk Aversion: Diagnosing Behaviors and Tailoring Interventions for Lasting Transformation

PUBLIC RELEASE
February 2025

COMPLETED
July 2024

AUTHORS: Dr. Mike Rayo, Dr. Amanda Girth, Dr. Laura Maguire
THE OHIO STATE UNIVERSITY

An AIRC research team from The Ohio State University collaborated with the Air Force Installation Contracting Center for Phase II work on the Systemic Factors Influencing Risk Aversion: Diagnosing Behaviors and Tailoring Interventions for Lasting Transformation project. They focused on three objectives: validating and elaborating on the model of systemic pressures facing the acquisition workforce that impede innovative behaviors; assisting AFICC in identifying and assessing innovations with scalability; and building capacity within AFICC to support a culture of innovation.

As a part of these objectives, the research team conducted interviews using the Systemic Contributors and Adaptations Diagramming (SCAD) technique. Data from the SCAD interviews continued to both confirm and elaborate on the model of system attributes and pressures that was developed in Phase I, which indicate barriers and facilitators to innovation. The research team also used the practical, evidence-based IMPActS workshop to design and revise interventions that address system attributes found critical to enabling successful innovative behaviors.

During Phase II, the research team trained two program leads through formal training courses and weekly coaching calls, worked with three innovators to assess and develop their ideas for broader adoption, and facilitated eight panelists to provide their subject matter expertise in assessing the intervention ideas.

The team developed a series of program materials to sustain the program after the project ended. These materials include: a) marketing materials to raise awareness, b) instructional materials to support training a cohort of ‘Innovation Advocates’, c) templates and tools to aid in conducting interviews and analysis, and d) instructional materials and a facilitation guide for IMPActS workshop facilitators.

Findings suggest strongly that external efforts (e.g., training, coaching, research) to support novel programs like the AFICC Innovation Alliance must be synchronized with the availability of an internal program leader that is sufficiently motivated intrinsically (i.e., possessing a strong internal drive towards innovation) and extrinsically (e.g., aligned incentives, leadership direction), be at the right level of the organization to have sufficient understanding and connection to the relevant front line work, and sufficient latitude to make change.