Cover image for Switch : how to change things when change is hard
Title:
Switch : how to change things when change is hard
Author:
Heath, Chip.
Personal Author:
Edition:
1st ed.
Physical Description:
305 p. ; 22 cm.
Summary:
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.
Language:
English
Contents:
Three surprises about change -- Find the bright spots -- Script the critical moves -- Point to the destination -- Find the feeling -- Shrink the change -- Grow your people -- Tweak the environment -- Build habits -- Rally the herd -- Keep the switch going.
Subject Term:
Added Author:
ISBN:
9780385528757
Format :
Book

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Summary

Summary

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 - 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.


Author Notes

Chip Heath, is an American bestselling author, and speaker. He, along with his brother Dan Heath, has co-authored three books, Switch: How to Change Things When Change Is Hard, Made to Stick: Why Some Ideas Survive and Others Die, and Decisive. He is also a columnist for Fast Company magazine. Made to Stick, was named the Best Business Book of the Year, was on the BusinessWeek bestseller list for 24 months, and has been translated into 29 languages. In 2013, his title Decisive made The New York Times Best Seller List.

(Bowker Author Biography)


Reviews 2

Publisher's Weekly Review

The Heath brothers (coauthors of Made to Stick) address motivating employees, family members, and ourselves in their analysis of why we too often fear change. Change is not inherently frightening, but our ability to alter our habits can be complicated by the disjunction between our rational and irrational minds: the self that wants to be swimsuit-season ready and the self that acquiesces to another slice of cake anyway. The trick is to find the balance between our powerful drives and our reason. The authors' lessons are backed up by anecdotes that deal with such things as new methods used to reform abusive parents, the revitalization of a dying South Dakota town, and the rebranding of megastore Target. Through these lively examples, the Heaths speak energetically and encouragingly on how to modify our behaviors and businesses. This clever discussion is an entertaining and educational must-read for executives and for ordinary citizens looking to get out of a rut. (Mar.) (c) Copyright PWxyz, LLC. All rights reserved


Library Journal Review

The Heath brothers (Made To Stick) are back with a manifesto for accepting and fostering necessary changes at both the individual and the corporate level. To make their case, they draw from a broad variety of sources, including behavioral experiments and business case studies. Their informal style makes this an easy-to-read text full of implementable ideas. (LJ 2/1/10) (c) Copyright 2011. Library Journals LLC, a wholly owned subsidiary of Media Source, Inc. No redistribution permitted.


Excerpts

Excerpts

Chapter 1 The Three Surprises About Change 1. One Saturday in 2000, some unsuspecting moviegoers showed up at a suburban theater in Chicago to catch a 1:05 P.M matinee of Mel Gibson's action flick Payback. They were handed a soft drink and a free bucket of popcorn and asked to stick around after the movie to answer a few questions about the concession stand. These movie fans had unwittingly entered a study of irrational eating behavior.1 There was something unusual about the popcorn they received. It was wretched. In fact, it had been carefully engineered to be wretched. It'd been popped five days earlier and was so stale that it squeaked when you ate it. One moviegoer later compared it to Styrofoam packing peanuts, and two others, forgetting that they'd received the popcorn for free, demanded their money back. Some of them got their free popcorn in a medium-sized bucket, and others got a large bucket--the sort of huge tub that looks like it might once have been an above-ground swimming pool. Everybody got their own individual bucket so there'd be no need to share. The researchers responsible for the study were interested in a simple question: Would the people with bigger buckets eat more? Both buckets were designed to be so big that no one could finish their portion. So the actual research question was a bit more specific: Would somebody with a larger inexhaustible supply of popcorn eat more than someone with a smaller inexhaustible supply? The sneaky researchers weighed the buckets before and after the movie, so they were able to measure precisely how much popcorn each person ate. The results were stunning: People with the large buckets ate 53 percent more popcorn than people with the medium size. That's the equivalent of 173 more calories and approximately 21 extra hand-dips into the bucket.2 The author of the study, Brian Wansink, runs the Food and Brand Lab at Cornell University and he described the results in his book Mindless Eating: "We've run other popcorn studies, and the results were always the same, however we tweaked the details. It didn't matter if our moviegoers were in Pennsylvania, Illinois, or Iowa, and it didn't matter what kind of movie was showing; all of our popcorn studies led to the same conclusion. People eat more when you give them a bigger container. Period." No other theory explains the behavior. These people weren't eating for pleasure. (The popcorn was so stale it squeaked!) They weren't driven by a desire to "finish their portion." (Both buckets were too big to finish.) It didn't matter whether they were hungry or full. The equation is unyielding: Bigger container = more eating. Best of all, people refused to believe the results. After the movie, the researchers told the moviegoers about the two bucket sizes and the findings of their past research. The researchers asked, do you think you ate more because of the larger size? The vast majority scoffed at the idea, saying things like, "Things like that don't trick me," or "I'm pretty good at knowing when I'm full." Whoops. 2. Imagine that someone showed you the data from this study but didn't mention the bucket sizes. On your data summary, you'd see how much popcorn each person ate. You could quickly scan the results and see the differences--some people ate a little bit of popcorn, some ate a lot, and some seem determined to test the physical limits of the human stomach. Armed with a data set like that, you would have found it easy to jump to conclusions. Some people in the world are Reasonable Snackers and others are Big Gluttons. A public health expert, studying that data alongside you, would likely get very worried about the Gluttons. We need to motivate these people to adopt healthier snacking behaviors! Let's find ways to show them the health hazards of eating so much! And maybe we should approach state legislators about a Big Bucket Ban! Bu Excerpted from Switch: How to Change Things When Change Is Hard by Chip Heath, Dan Heath All rights reserved by the original copyright owners. Excerpts are provided for display purposes only and may not be reproduced, reprinted or distributed without the written permission of the publisher.

Table of Contents

1 Three Surprises About Changep. 1
Direct the Rider
2 Find the Bright Spotsp. 27
3 Script the Critical Movesp. 49
4 Point to the Destinationp. 73
Motivate the Elephant
5 Find the Feelingp. 101
6 Shrink the Changep. 124
7 Grow Your Peoplep. 149
Shape the Path
8 Tweak the Environmentp. 179
9 Build Habitsp. 203
10 Rally the Herdp. 225
11 Keep the Switch Goingp. 250
How to Make a Switchp. 259
Overcoming Obstaclesp. 261
Next Stepsp. 265
Recommendations for Additional Readingp. 267
Notesp. 269
Acknowledgmentsp. 293
Indexp. 295