Decades of research across social psychology, behavioral economics, and neuroscience support another path—starting with behavior. Instead, they often infer what they believe by observing their own behavior, especially in situations where their beliefs are weak, ambiguous, or evolving (Bem, 1972). What looks like unwillingness to change beliefs may actually be uncertainty that will resolve only through experience. Across multiple large-scale field experiments, Paluck has shown that changing people’s perceptions of social norms—what they see as acceptable behavior—can lead to meaningful behavior change, even when private beliefs remain unchanged (Paluck, 2009; Paluck & Shepherd, 2012). Shortening meeting defaults, requiring agendas, embedding reflection into workflows, or standardizing decision documentation all change behavior without requiring ideological buy-in (Thaler & Sunstein, 2008).