CASE – behavioural objectives

Task objectives describe an output to deliver. Behavioural objectives describe what a person needs to do differently in observable terms. CASE helps a manager move from a vague judgement—such as “be more professional”—to a fair agreement about the relevant context, the required action, the applicable standard and the way progress will be evaluated.

When to use it

Use CASE after timely, direct feedback has not resolved an important behavioural concern, or when clarity and documentation are necessary from the outset. Appropriate situations include repeated lateness, avoidable interruptions, disrespectful communication, failure to follow an agreed process or another behaviour that the individual can reasonably change.

Do not use it to diagnose personality, punish someone for raising a concern, or impose a standard that has not been communicated consistently. Performance, conduct, disability, health and workplace-adjustment issues may require different processes; consult the relevant HR policy before creating a formal record.

Origins

CASE is a management-development mnemonic for converting a behavioural concern into an observable agreement: Context, Action, Standards and Evaluation. David Cotton presented the model in Key Management Development Models (twenty fifteen). Its logic belongs to the longer tradition of behavioural objectives associated with Ralph Tyler, Benjamin Bloom and Robert Mager. Educational models specify observable behaviour, the conditions under which it should occur and the criteria for acceptable performance; CASE adapts that discipline to a workplace conversation and adds explicit follow-up.

What it is

Context:

What happened, and what has the manager directly observed? The description should identify relevant occasions, effects and circumstances without assigning motives.

Action:

What will the individual do differently? The action should be within the person’s control and clear enough for both parties to recognise.

Standards:

Which role expectation, policy, team agreement or organisational value applies? The standard must be legitimate, relevant and consistently applied.

Evaluation:

How and when will progress be reviewed? This includes the evidence, review period, support available and next conversation.

CASE differs from a conventional SMART objective because it begins with evidence about behaviour and explicitly connects the required change to an established standard. It is not a disciplinary process by itself; it is a way to make a behavioural agreement precise.

How to use it