I care deeply about good writing – the kind that feels clear without being simplistic, thoughtful without being heavy, and creative without trying too hard. Strong copy builds credibility, captures attention and helps people make sense of complex ideas. It shapes how organisations show up and how messages are received.
But over time, one thing has become increasingly clear: good copy on its own doesn’t necessarily change behaviour.
For organisations trying to embed new ways of working, strengthen culture or encourage better decisions, that distinction is important. Because understanding something isn’t the same as acting on it.
Most communications are designed around awareness. We assume that once people know what’s expected, they’ll follow through.
In reality, behaviour is influenced by far more than information. It’s shaped by confidence, habits, time pressures, social norms, competing priorities and the environments people operate in every day.
At MacMartin, one of the frameworks that underpins our approach is COM-B. It explains how behaviour depends on three interacting conditions:
In simple terms, people need to know how to do something, feel able to do it within their context, and believe it’s worthwhile.
When I’m writing, I’m thinking about those conditions as much as tone or structure. If messaging focuses purely on motivation, urging people to care more or prioritise differently, it can feel compelling in the moment but still fail to shift what actually happens next.
Clarity reduces cognitive effort, which makes it easier for people to process information. Creativity helps messages stand out and feel engaging. Both are essential.
But behaviour also requires friction to be reduced and uncertainty to be addressed.
Take a simple example. Saying, “Encourage open conversations in your team,” sounds positive and well-intentioned, but it leaves room for interpretation. Compare that with, “In your next team meeting, begin by asking, ‘What’s one challenge we’ve faced this week?’ and allow space for honest responses.”
The second version doesn’t just express a value – it makes the first step clearer and more achievable. Specificity builds capability. It turns abstract intention into something tangible.
When behaviour doesn’t change, it’s rarely because people don’t care.
More often, they’re:
Thoughtful copy can help address those barriers. It can show that peers are already adopting the behaviour, highlight leaders who are modelling it, break actions into manageable steps, or provide prompts that fit naturally into existing routines.
These approaches aren’t about manipulation. They’re grounded in evidence-based behaviour change techniques that make action feel more possible and less overwhelming. When applied responsibly, they help organisations align intention with reality.
This perspective shifts copywriting from being purely about persuasion to being about design.
The question becomes less about how to make something sound impressive, and more about what behaviour we’re trying to influence – and what might be standing in the way. That shift changes the craft. It encourages writing that is practical as well as polished, purposeful as well as persuasive.
Creativity still matters enormously. Storytelling, tone and emotional resonance all shape how messages land. But when they are anchored to a clearly defined behaviour and informed by behavioural insight, they do more than sound good – they support meaningful action.
Organisations today operate in environments saturated with information and competing priorities. Attention is limited. Change fatigue is real.
In that context, good writing is only the starting point.
Behaviourally informed copy goes a step further. It doesn’t just communicate clearly – it considers what will actually help someone do something differently. And ultimately, that’s what makes words work.
Looking to encorporate behaviour science into your marketing?