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

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

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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?

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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