Switch: How to Change Things When Change Is Hard by Chip Heath Download (read online) free eBook .pdf.epub.kindle

Switch: How to Change Things When Change Is Hard

Why is it so hard to make lasting changes in our companies, in our communities, and in our own lives?

The primary obstacle is a conflict that’s built into our brains, say Chip and Dan Heath, authors of the critically acclaimed bestseller Made to Stick. Psychologists have discovered that our minds are ruled by two different systems—the rational mind and the emotional mind—th

The primary obstacle is a conflict that’s built into our brains, say Chip and Dan Heath, authors of the critically acclaimed bestseller Made to Stick. Psychologists have discovered that our minds are ruled by two different systems—the rational mind and the emotional mind—that compete for control. The rational mind wants a great beach body; the emotional mind wants that Oreo cookie. The rational mind wants to change something at work; the emotional mind loves the comfort of the existing routine. This tension can doom a change effort—but if it is overcome, change can come quickly.

In Switch, the Heaths show how everyday people—employees and managers, parents and nurses—have united both minds and, as a result, achieved dramatic results:  

●      The lowly medical interns who managed to defeat an entrenched, decades-old medical practice that was endangering patients.

●      The home-organizing guru who developed a simple technique for overcoming the dread of housekeeping.

●      The manager who transformed a lackadaisical customer-support team into service zealots by removing a standard tool of customer service
            
In a compelling, story-driven narrative, the Heaths bring together decades of counterintuitive research in psychology, sociology, and other fields to shed new light on how we can effect transformative change. Switch shows that successful changes follow a pattern, a pattern you can use to make the changes that matter to you, whether your interest is in changing the world or changing your waistline.

From the Hardcover edition.
…more


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    Kerrilee

    Nov 22, 2010

    rated it
    it was amazing

     · 
    review of another edition

    Shelves:
    2010

    I’ll be interested to see if this book is still relevant in 10 years, as the influence of books like this often come and go. In the meantime, though, my brain just won’t stop incorporating elements from it into how I’m thinking about current events in my life.
    I was already inclined to believe the validity of the structure that the Heaths outline because I’ve practiced some of it already without using the same words–most especially Shaping the Path, as I give a lot of thought to the environment


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    Trevor

    I really quite enjoyed this book. It was one of those books that had me talking to people about it before I finish reading it. In fact, if any of my M Teach friends are reading this – you probably want to get your hands on a copy of it, as it has some really interesting things to say about how to motivate students.

    I’ve read another of their books – Made to Stick: Why Some Ideas Survive and Others Die – which was also particularly good and based on an idea in Gladwell’s book The Tipping Point. I

    I’ve read another of their books – Made to Stick: Why Some Ideas Survive and Others Die – which was also particularly good and based on an idea in Gladwell’s book The Tipping Point. I thought when I read that book that it also had many things to tell people who want to teach. Essentially, they get all of the more recent research in psychology and behavioural economics and give interesting case studies that illuminate the importance of these studies. They also fit them into fairly easy to understand structures and metaphors and I think this forms the most interesting part of their work.

    They base much of this book around a metaphor from a book called The Happiness Hypothesis: Finding Modern Truth in Ancient Wisdom. That metaphor is of the elephant and the rider. The idea being much the same as Plato’s metaphor of the charioteer from The Republic (yes, some of this stuff has been vexing thinkers for quite some time). To be honest, I prefer the elephant metaphor to that of the two horses and a rider that Plato develops.

    The elephant is our emotional selves and the rider our rational self. Ever wondered why you can know that it makes sense to give up smoking and yet still not give up? To Plato that just means that you don’t really know – you simply would never do anything bad if you truly knew you were doing a bad thing. This has always been the bit of Plato that has sounded like nonsense to me. As a lapsed smoker for years, while I smoked, I knew and was ashamed of the fact that I smoked. I hated the idea that I was doing something that was so clearly stupid and self-destructive and would have done everything in my power to hide the fact that I smoked. But that didn’t mean I could give up. Giving up smoking was utterly impossible. My rider was utterly convincedI needed to stop, it was just that my elephant had a hell of a lot more will-power than my rider. Think of a rider on an elephant – he needs to exert a lot of will power to keep the elephant doing what he wants it to do, and that drains the rider to the point where he needs to sleep. But the elephant just keeps plodding on, knowing that eventually you will need to sleep, you will need to think about something else and when you do he will go in the direction he was planning to go all along.

    They discuss an interesting study where people were asked to sit in a room alone with a plate of freshly cooked biscuits. They were then asked to do some boring maths and the people who were not allowed to eat the biscuits did fewer maths problems and for less time then those who could eat the biscuits. The point being that we have a limited amount of ‘will-power’ and it is easily used up. This seems to me to be an incredibly important thing to know about ourselves.

    For years I tried to give up smoking, but then I would have a drink or be at a party or something awful would happen during the day or I would just be sitting around with no particular excuse at all and suddenly I would think, ‘oh God, I would kill for a cigarette’ and then I would be smoking again and that would be that. I have only been able to stay off cigarettes by learning to despise them. Now I hate the smell of them, I hate the taste of them, I hate just about everything about them. Revulsion is an elephant, rather than rider, concern and so I’ve used that to negate the other elephant issues that had been dragging me back to cigarettes previously.

    This book says that if you are going to make any kind of change you need to consider three fundamental conditions – the elephant, the rider and the path – all of these can be manipulated and all of them should be manipulated to make change as easy as possible.

    Directing the rider is very important, as the rider tends to be overly analytical and negative. There was a lovely quote I saw in a New Scientist article once by a mathematician, ‘any problem can be made to look unsolvable’. They offer the best advice I can think of – if you are seeking to make change you should see what is working and then see what you need to do to replicate that. Often people think they need to be the guru with new and surprising insights no one else has ever had. But often the seeds of what needs to change are already spread around, and you just need to tend them.

    The elephant needs careful consideration. However, without getting the elephant on board (so to speak) change is going to be impossible. There is some lovely discussion here about diets and why they often don’t work that explains the elephant problem beautifully. I think the main lesson from a lot of this section for me was to remember that we are social animals and that we want to be seen as that and not stand out. Normalising change was very important.

    Although, really this change the culture theme is the main lesson from their ‘shape the path’ section of the book. There is a lot of nice stuff about how you achieve this. There was an interesting part on drug use in the US military during the Vietnam war, for example, and the fact that when people came home to the US they tended to stop their excessive drug use. That is, the culture of life in US cities simply did not tolerate or sustain heavy drug use in ways that life in Vietnam did. Therefore, if you are seeking to make changes you should look very closely at how you can address the cultural issues that are potentially undermining that change.

    I had heard many of the examples used in this book before – the ten-thousand lives campaign, for example, although it was better explained here – but they did put interesting spins on even the things I had heard about before.

    There is a lot of excellent advice in this book about how to bring about change in both your own life and in your workplace and so on. There are excellent examples of how people have applied the strategies discussed and how these simple changes have made differences in what they have been seeking to achieve. I think the best of this book is that many of the interventions suggested are minimal and yet still highly effective. We tend to want to fix everything at once – but as the authors repeatedly point out, the rider is more than happy to find a thousand reasons to do nothing and to fixate on the ‘true but useless’ facts that tend to undermine change. The point is to find ways to see what can work (which is normally what is already working somewhere) and to replicate that.

    I really liked the metaphor of the rider, elephant and path developed in this book and think, for that alone, this book is worth reading. It is also worth reading for many of the insights it provides in motivating change. This was really well worth the read.

    …more

    Amir

    Jun 09, 2017

    rated it
    it was amazing

     · 
    review of another edition

    Shelves:
    psychology

    Recommended to: Anyone who desires the capability to spark massive, lasting and effective “CHANGE”, from individual and family up to organizational and even nation-wide levels
    I know, it’s cool 😀

    About the book
    It’s definitely among the most perfect books I’ve ever consumed. Author’s have structured it in the following format: Three main parts each one being a critical element of change. Each part then is consisted of submodules i.e. different ways of reaching the corresponding element and each s

    About the book
    It’s definitely among the most perfect books I’ve ever consumed. Author’s have structured it in the following format: Three main parts each one being a critical element of change. Each part then is consisted of submodules i.e. different ways of reaching the corresponding element and each submodule is backed up with numerous real world stories on how the element being discussed is put into practice and how it’s lead into a snowball of change.
    Aw, and this book has also some exercise to put your takeaways into test. 😀
    A remarkable fact about the book which is vivid in the real stories provided throughout the book is the consistency and integrity of the “framework of change” they’re teaching. In each story, they provide you can see all the three elements perfectly at work. So what are these lovely elements?

    The content Authors have identified three major elements required in any environment to initiate and support a lasting and effective change which are:
    I. Directing the Rider: Which deals with the thinking part of human brain
    II. Motivating the Elephant: Which tackles issues regarding our emotional brain
    III. Shaping the path: Which is about the environment, influencing our behavior.
    There’s an analogy used through out the book regarding our rational and emotional part. The part of our brain which makes us human is referred to a rider sitting on an elephant which stands for our huge emotional part. Our limbic brain, our subconscious mind or the emotional part of our brain is so strong and compelling that in terms of strength looks like an elephant to our logical part of the brain (rider).
    Now let’s start with an illuminating quote which in spite of seeming obvious is often neglected:

    All change efforts have something in common: for any thing to change, someone has to start acting differently

    In this vain, my all time favorite teacher, Jim Rohn says:

    If you change, everything will change for you.

    How to change?
    Rider and the Elephant elements
    In essence, if you want to change things, you’ve got to appeal to both rider (logical brain) and elephant (emotional brain). The rider provides planning and direction while the elephant provides energy and motivation. If you reach riders of your team but not the Elephants, members will have understanding without motivation. And i you reach their Elephants but not riders, they’ll have passion without direction. In each case all attempt for change all doomed to failure.

    An strong barrier to change is that the mind and the heart often disagree. What looks like laziness is often exhustion.

    The Situation Element
    Research strongly shows that our environment and situations, drastically influence our behavior. For instance studies shows the bigger our food containers, the more we eat and vice versa. Hence:

    What looks like a people problem is often a situation (path) problem.

    Now let’s see how we can come up with best strategies to direct the rider, motivate the elephant and shape the path.

    I. Directing the Rider:
    1. Find the Bright Spots: To be precise and short, in every terrible situation if you look closely enough, you’ll find people that are getting results. Finding bright spots is identifying the cases, people that are getting results in spite of the bad circumstances and teach others the strategies these bright spots are utilizing.
    This approach in psychology is referred to as Solutions-focused therapy. Focusing on what’s worked so far instead of the “whys” behind problems.
    For instance: a specific product of company sells very low, but meanwhile you see some sales persons having high success rate in selling that very product. You must find out how their techniques and teach them to others.

    In Essence: Instead of asking what’s broken and how we can fix it, ask: What’s working and how we can do more of it.

    2. Script the critical Move: Change is often hard, and ambiguity makes it also terrifying. Any successful change requires a translation of ambiguous goals into concrete behaviors. In short, to make a switch, you need to script the critical moves.
    For instance: Asking someone to eath more healthy is too general, you must define them a precise diet plan to break their resistance.

    In Essence: Clarity dissolves resistance.

    3. Point To The Destination: In short, we want what we might call a destination postcard, a vivid picture from the near-term future that show what could be possible. Having a clear perspective gives feedback to people on ho get lost in analysis.w close they are to their desire objective.

    When you describe a compelling destination, you’re helping to correct one of the rider’s great weaknesses, the tendency to get lost in analysis.

    4. Black & White goals: Destination postcards is effective if they motivate the employees. What if they’re not. In such cases you must define an absolute goal.
    For instance: When planning you’re new year’s resolution, “Being healthier” is ambiguous, instead if you change it to “Gym Every Single Day” or even “No More Cheese Cake”, then you leave no room for rationalization.

    In Essence: When you are at the beginning of a change, don’t obsess about the middle, because the middle is going to look different when you get there; instead, Look for a strong beginning and a strong ending and get moving.

    To Be Continued …
    …more