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Switch How to Change Things When Change is Hard by Chip Heath & Dan Heath

Switch How to Change Things When Change is Hard by Chip Heath & Dan Heath. chief. Two Parts of the Same Brain. Emotional part This part is instinctive and feels pain and pleasure Rational part This part is reflective, conscious, deliberative and analytical These two parts are always active

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Switch How to Change Things When Change is Hard by Chip Heath & Dan Heath

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  1. SwitchHow to Change Things When Change is HardbyChip Heath & Dan Heath

  2. chief

  3. Two Parts of the Same Brain • Emotional part • This part is instinctive and feels pain and pleasure • Rational part • This part is reflective, conscious, deliberative and analytical • These two parts are always active • The rational side may want to wake up at 5:45 am, allowing plenty of time for a quick jog • The emotional side may enjoy snoozing in a warm cocoon of sheets and blankets and want a few more minutes of sleep

  4. The Elephant and the Rider • Elephant • Emotion • Rider • Reason

  5. The Elephant and the Rider • Everyone in your workforce is both a Rider and an Elephant • Direct the Rider (rational) • Motivate the Elephant (emotional)

  6. What Gets in the Way? • When change fails it is usually caused by the elephant • The elephant is much stronger than the rider, but it is lazy and prefers immediate gratification over delayed gratification • The rider may want to avoid candy today to be slimmer tomorrow – the elephant wants the candy today

  7. Three Necessary Conditions for Change • To change someone’s behavior, you’ve got to change that person’s situation • Movie goers were given free buckets of popcorn, half medium size & half large (both more than they could eat) • The ones given the large buckets ate more than those given the medium buckets • One conclusion might be that half the movie goers had an over eating problem that needed to be addressed • The solution to changing their behavior is to change their situation – give them smaller buckets of popcorn • One weight loss expert recommends storing your dinner plates and using your salad plates

  8. Three Necessary Conditions for Change • Emotional conviction • Self control is an exhaustible resource • What looks like laziness is often exhaustion(the Rider wears out trying to control the Elephant) • People simply run out of will power • Rational direction • If you want people to change you must provide crystal-clear direction • Rather than tell someone to eat healthier, tell them, “buy 1% milk”

  9. Three-Part Framework for Change • Direct the Rider • Provide crystal-clear direction • What looks like resistance is often a lack of clarity • Motivate the Elephant • You probably have more Elephants than Riders • Elephants need emotional reasons to change • What looks like laziness is often exhaustion • Shape the Path (change the situation) • Workflows, systems, habits Examples?

  10. Direct the Rider • Find the bright spots • Investigate what’s working and being done right(Where are you succeeding now, or where have you succeeded before?) • Script the critical moves – be clear about how people should act • Don’t think big picture, think in terms of specific behaviors (1% milk)

  11. Direct the Rider • Point to the destination • Communicate where you want to go and why it is worth it • Feelings, not Metrics • Move from “process” to “outcome • Does it pass the Champagne Test?

  12. 2014 2015 O’Neil & Associates Miamisburg OH Dunham’s Athleisure Waterford MI Accurate Lubricants & Metalworking Fluids Dayton OH Lake Forest IL Baytree National Bank & Trust Finesse Cuisine Chicago IL Heath OH Cardware International Chief Executive Boards International Greenville SC Naperville IL Spectrum Technologies Mokena IL Assured Corporation Richard Geib & Associates New Philadelphia OH Direct the Rider

  13. Motivate the Elephant • Find the feeling • A manager found out that his company bought over 400 different kinds of gloves (Cost = $3.50 to $17)Rather than put this data in a PowerPoint, he stacked the gloves on a conference table

  14. Implement Small Solutions • Big problems are rarely solved by big solutions • Malnutrition can be caused by poor sanitation, universal poverty, polluted water and ignorance

  15. Implement Small Solutions • Big problems are rarely solved by big solutions • Malnutrition can be caused by poor sanitation, universal poverty, polluted water and ignorance • To address all these problems would be very daunting • Idea: Find mothers who provide good nutrition and use them to teach others

  16. TBU • Many things we know are “true but useless” • To know the economy is in a recession may be true, but it is not very useful for the average business person • What are other examples of facts that are true but not useful? • Do you spend a lot of time thinking about TBU’s rather than useful information?

  17. Build in Early Successes • A car wash gave half of their customers a loyalty card that required 8 stamps to get a free car wash • The other half of the customers got a loyalty card that required 10 stamps, but the first two were already stamped • All needed 8 stamps for a free car wash, yet • 19% of the 8-stamp customers earned a free wash • 34% of the 10-stamp customers earned a free wash

  18. Motivate the Elephant • Shrink the Change • Go for small wins • Dave Ramsey’s “baby steps” • Think “ones” • Short term (hours or days, not months) • Put two stamps on their cards • Avoid talking about TBUs

  19. Motivate the Elephant • Grow your People • Cultivate a sense of identity (with the change) • Expect failure enroute • Instill a growth mindset vs. fixed mindset • Fixed: “Abilities are basically static” • Growth: “Abilities are like muscles – they improve with exercise” • In business, we tend to Plan and then Execute • Practice is seen as failure

  20. Shape the Path • Tweak the Environment • Provide smaller plates • Automate systems • Prevent injuries • Identify & remove bottlenecks

  21. Shape the Path • Build Habits • Action Triggers • Piggyback on an old habit • Use check lists

  22. Shape the Path Rally the Herd • Social Pressure – If you have a majority, publicize that – if not, don’t • Design a “free space” – a place to work on the intended change • Define work on the change as “real work”, not a spare time activity • Spotlight early signs of success

  23. SwitchHow to Change Things When Change is HardbyChip Heath & Dan Heath

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