Chip Heath And Dan Heath Pdf
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Start growing! Boost your life and career with the best book summaries. His brother, Chip Heath , is a professor at the Stanford Graduate School of Business, where he teaches business strategy and organizations. The results are simple enough to remember and still flexible enough to use in many different situations family, work, community, and otherwise.
Made To Stick PDF
Pick up the key ideas in the book with this quick summary. Changing our behavior is not always easy, as anyone who has resolved to quit smoking, eat healthier or start running in the mornings will know. So what is it that can make change so difficult? An excellent analogy for examining behavioral change is that of an elephant and its rider trying to follow a certain path.
The elephant, being a powerful, stubborn creature, represents the emotional side of people, looking for a quick payoff rather than long-term benefits. Finally, the path represents the situation in which the change is to take place. Consider a situation where you want to get up at in the morning to go jogging.
Your inner rider has rationally analyzed the situation and thinks this is good for you. But what happens when the alarm actually goes off in the morning? But what about the situational factors that help or hinder your noble quest? On the other hand, the smell of freshly brewed coffee just might. All three components influence whether change will be successful, whether progress along the path is made. From changing your own diet to influencing others' behavior, your success will depend on your ability to direct the rider , motivate the elephant and shape the path.
Implementing change is like riding an elephant: choose a direction, give your elephant some peanuts and stick to an easy path. Your inner rider is a terrific thinker and planner. Unfortunately, he is also prone to spinning his wheels: overanalyzing every aspect of a potential change without actually doing anything. Worse still, his analysis is totally problem-focused, obsessing over all the difficulties ahead. But endless analysis of the obstacles in your way gets you nowhere; you must give the rider a clear direction to go in so he can put his planning and rational thinking to good use.
Instead of looking at the problems, find and focus on the so-called bright spots : specific situations or areas where change has already succeeded. Then figure out how change was achieved and leverage these lessons to make the change more widespread. Rather than tackling the myriad and near-unsolvable causes of malnutrition poverty, poor sanitation etc. He found that in a small local village with near-universal malnutrition, some children were in fact well-nourished.
Their families had already solved the problem. By observing these families, Sternin discovered that there were small but important differences in the way these children were being fed.
For example, while the children received no more food than in other families, their mothers fed them smaller portions more often. Sternin managed to spread these behaviors to other families, who accepted them more readily because they came from their own community, not from outsiders.
The impact of these small changes was amazing: six months later, 65 percent of the children in the village were better nourished. The bright spots had spread considerably. When faced with a change situation, the rider can easily succumb to something called decision paralysis. Any one of those changes would already help, but the rider ends up doing a lot of analysis and changing nothing. This is a very human tendency. Studies have shown that, somewhat paradoxically, the more choices we have, the less able we are to make a decision.
Too many alternatives just confuse us. The solution is to give the rider clear directions to follow. Ambiguity is the enemy, so you need to provide clear behavioral goals and instructions. Think about the situations that are most crucial for the change and script the critical moves for those situations.
For example, to eat healthier, you probably need to script the critical moves for shopping; what you buy is what you eat. The rider hates making decisions, so clearly script the critical moves needed for a change. When faced with change, the rider will often obsess about which direction to move in, wasting energy by overanalyzing every option. However, you can avoid this analysis paralysis by giving the rider a direction that he can navigate toward.
For example, when first-grade teacher Crystal Jones wanted to motivate her students, she told them that by the end of the year, they would all be honorary third graders: reading, writing, doing math and so forth at a third grade level. This is called a destination postcard , a vivid and attractive picture of the near future. To be most effective, it should appeal to both the rider and the elephant.
Above all else, ensure that you script the critical moves in line with the destination postcard so they work in unison to further the desired change. To stop rationalizing, one solution might be to make the goals black and white, meaning they have no wiggle room. While your inner rider may technically hold the reins of your inner elephant, in a battle of wills, the rider will only be able to command the powerful beast for so long before his strength runs out and the elephant veers off in the wrong direction.
This is why successful changes usually demand motivating the elephant as well. Logical analysis and rational arguments that appeal to the rider are of no help here. Instead, to get the elephant moving in the right direction, a powerful emotion must be triggered.
When Jon Stegner wanted to convince the leaders of the manufacturing company he worked for that their purchasing function was hugely inefficient, he knew he needed to get their attention fast; charts and analysis would not be enough.
So Stegner tailored his presentation to the inner elephants of the management team. This is crazy! The emotion evoked to get the elephant moving can be either positive, like desire, or negative, like fear. Change often seems massive and daunting. To the elephant, a massive change looks like a demoralizing mountain that it is expected to climb, and hence it remains stubbornly still. So how do you get this elephant moving?
You need to shrink the change : show the elephant it just needs to climb a small hill first. One solution is to demonstrate to the elephant that progress has already been made. Consider this study: When people were told they needed ten stamps on their car wash loyalty cards to get a free wash, only 19 percent completed their card. Despite the identical effort needed, the second group was more motivated to complete the card, because they felt they had already started the journey.
Hence, to motivate people, emphasize progress already made. This is the approach personal finance guru Dave Ramsey uses to help people out of debt. Contrary to the advice given by many accountants, Ramsey tells his customers to pay off their smallest debts first, because it is far more motivating to eliminate small debts entirely than reduce a larger debt by a fraction.
Small wins create hope that change is possible, and hope is like fuel for the elephant. As more and more milestones are hit and small wins accumulated, the elephant gathers momentum, making the change effort self-sustaining. In , most citizens of St. Lucia parrot. Unfortunately, without their support there was no way to protect the gorgeous turquoise and lime-green bird from extinction.
But year-old Paul Butler was tasked with doing just that. Soon, a groundswell of public support helped pass strict laws that saved the magnificent bird from extinction. This example highlights an important aspect of getting people to embrace change: Is it congruent with their identity , who they perceive themselves to be?
But even if people embrace a new identity, sooner or later they are bound to have difficulty living up to it. How people deal with such adversity is a key factor in successful change.
The response to it should not be to give up but rather to learn from it and grow. Adopt a growth mindset : accept that failure is inevitable but also useful. It teaches you how to improve. Think of your brains and abilities as muscles that are not fixed but can be trained to become more powerful. Studies have shown that a growth mindset helps produce better students, better business ideas and even better heart surgeons!
Grow your people by cultivating a change-friendly identity and adopting a growth mindset to overcome failure. Sometimes, change can succeed even with a confused rider and reluctant elephant. Hence, shaping the path to be a gentle, pleasant downhill stroll can be a great help in making changes. People tend to underestimate the role of situational factors, especially when trying to explain the behavior of others.
This is known as fundamental attribution error : we think the behavior of others derives from the way they are rather than the situation they are in. But actually, situational factors play a huge part in the way we behave.
Research indicates they can be even more powerful in influencing our behavior than innate factors. Next, the students were mailed letters asking them to contribute food to charity. To examine the effect of situational factors, half of them — chosen at random — received a very basic letter asking them to bring food to a well-known spot on campus, while the other half received more detailed instructions specifically requesting a can of beans and providing a map of the exact donation location.
The basic letter yielded mediocre results: only eight percent of the saints donated and not one of the jerks. But in response to the detailed letter, a stunning 25 percent of the jerks donated food: three times more than the saints who got the basic letter! Similarly to advance change, small alterations to the situation can help people change their behavior even if they are not really motivated.
During the Vietnam War, the US government was concerned about rampant drug use among its troops. Some 20 percent of the soldiers developed a serious addiction in Vietnam, and there were concerns about the consequences when they brought their new habits back home.
Astonishingly, however, the government found that one year after returning, only one percent of the veterans were still addicted. Just as the environment in Vietnam had made so many of them addicts, their familiar environment and loved ones back home made them kick the habit. And habits are crucial for change because they are, in essence, behavioral autopilot.
We engage in habits — both positive and negative — without thinking, which means they demand very little effort from the inner rider. But building new habits is not easy, so it is vital to shape the path — the environment — to help you adopt them. One way to achieve this is to set environmental action triggers for your habit: when A happens, you do B.
In effect, this passes control of your behavior to the environment.
Switch Summary and Review
Jan 09, Minutes Buy. Chip Heath is a professor at Stanford Graduate School of Business, teaching courses on strategy and organizations. He has helped… More about Chip Heath. He lives… More about Dan Heath. Find books coming soon in
Posted by Cam Woodsum. Ready to learn the most important takeaways from Switch in less than two minutes? Keep reading! Why This Book Matters: Switch helps us make changes with more ease by getting to know the mind, and its shortcuts, that will help us switch our behavior. In their new book, Switch, they explain this conflict and, more importantly, how to overcome it to create the outcomes you want.
“Teaching that Sticks” is an article written by Chip Heath and Dan Heath, the authors of the book Made to Stick: Why Some Ideas Survive and Others Die.
Made to Stick by Chip Heath and Dan Heath pdf
Pick up the key ideas in the book with this quick summary. Changing our behavior is not always easy, as anyone who has resolved to quit smoking, eat healthier or start running in the mornings will know. So what is it that can make change so difficult? An excellent analogy for examining behavioral change is that of an elephant and its rider trying to follow a certain path. The elephant, being a powerful, stubborn creature, represents the emotional side of people, looking for a quick payoff rather than long-term benefits.
Many sensible strategies fail to drive action because executives formulate them in sweeping, general language. Top executives have had years of immersion in the logic […]. Top executives have had years of immersion in the logic and conventions of business, so when they speak abstractly, they are simply summarizing the wealth of concrete data in their heads.