Switch – how
to change things when change is hard
By Chip Heath and Dan Heath
1.
Three
Surprises about Change
- Ex.
Movie popcorn study on mindless eating
- What looks like a people problem is often a
situation problem. i.e. changing people’s popcorn size (situation, easy)
instead of convincing people to think differently (people, difficult)
- People
resist change. But people also welcome change, think marriages and babies.
- Also
got to influence the heart and the mind to change an individual’s behaviour
- Problem
is the heart and the mind disagree
- “The
Happiness Hypothesis” by Jonathan Haidt says that our emotional side is an Elephant, and our rational side is the Rider. The Rider holds the reins and seems to be
directing the Elephant, but the Rider is small relative to the Elephant. When the Rider and Elephant disagree, the
Rider will lose.
- Ex
of Elephant overrides the Rider… overeaten, slept in, tried quit smoking and
drinking, said something angry and regret it
- The
weakness of Elephant is that it’s lazy and skittish and considers the
short-term pay off (ice cream cone) vs the long term (being thin). When change
efforts fails, usually because of the Elephant.
The strength of the Elephant is its emotion – the sympathy, love,
compassion. And it’s the Elephant the
one who gets things done.
- The
Rider’s strength is in its rational long term thinking, the Planner. Its weakness is that it can get tiring,
overanalyze and overthink things. Ex.
agonize for 20 min to think about dinner
- If
you want change, you have to appeal to both.
Rider provides planning and direction and the Elephant provide energy.
- Self-control
and self-supervision exhaust energy. Not
just smokes, cookies, alcohol, but also the careful wording of a negative
feedback
- During
change, people often try to change a behaviour that has been automatic, a
change would require careful supervision by the Rider
- What looks like laziness, is actually
exhaustion Ex. cookies vs radish study. Engage people’s emotional side
- What looks like resistance is often a lack
of clarity Ex. 1% milk campaign. Provide crystal-clear direction.
- Direct the Rider, Motivate the Elephant,
and Shape the Path
- These
three are not mutually exclusive of each other, to help make change EASIER (not
easy), you are best to tap on all three areas
- Ex.
100,000 lives campaign with 6 detail steps to improve hospital process with a
specific deadline goals
Direct the Rider
2.
Find
the Bright Spots
- Bright spots – look internally the successful efforts and stories. Ask the question what makes this work?
- Ex.
Jerry Sternin working for Save the Children in Vietnam to fight malnutrition
- Rider’s
weakness to overanalyze and spin his wheels “Analysis Paralysis”. His
analysis is often directed to the problem rather than at bright spots.
- For
example, malnutrition is a complicated problem to change due to the inherent
problem of ignorance, poverty, and sanitation. But a simple change in cooking
manner, can help the Viet kids become more healthy (bright spots)
- Ex.
John Murphy – solution-focused brief therapy
- Traditional
psychologist is classical psychotherapy and helps you explore your problem.
What are its roots? Does it trace back to something in your childhood?
- Solutions-focused
therapists don’t care about the archaeology, but how to solve the problem at hand. They ask questions that prompt you to think
when the last time something was working for you were. And then go deeper and more specific about
how that something working makes you feel, how did you behave, what was
happening? Ex. Bobby with teacher greeting
him with a smile and giving him manageable work to do. Ex. marriage counselling focuses on when he
did something that makes you feel good.
- They
look for “exceptions” and “things
that work”, learn and recognize them to understand them to make the necessary
change
- Ask “What’s working and how can we do more
of it?” Rider often asks “What’s
broken and how do we fix it?”
- Small
adjustments can have big impact on a big problem ex. malnutrition in Vietnam
- There
is an asymmetry between the scale of the problem and the scale of the solution
- Big
problem are rarely solved with commensurately big solutions. Instead, they are
often solved by a sequence of small solution over time
- Problem
seeking mindset of a Rider is a weakness.
We also often have a predilection for the negative. “Bad is stronger than good”. People remember bad events and spent more
time analyzing what’s wrong.
- Imagine
your child with 4 A’s, 2 B’s, and 1 F’s.
As a parent you focus on the F and start to plan to have a tutor.
- We
need to focus on solution , switch to looking for successful patterns, flashes
of success
3.
Script
the Critical Moves
- Decision Paralysis – more options, even
good ones, can freeze us and make us retreat to the default, steady, known
plan, which is often the status quo and this stagnates change
- Decisions
are the rider’s turf, and because they require careful supervision and
self-control the Rider becomes exhausted
- Ex.
6 jams vs 24 jams ; medical decision of one drug and surgery vs two drugs and
surgery
- Ex.
business sources of decision paralysis – growing revenue quickly vs maximizing
profitability, perfect products vs efficiency
- For
most routines, we operate on auto-pilot where most of the decisions have
already been made. But in times of
change, autopilot doesn’t work anymore. And every detail requires decision and
choice which creates uncertainty.
- Ambiguity also leads to decision paralysis. The rider is directing the elephant on a new
path, but the elephant resist because of the unfamiliarity
- Many
leaders pride themselves in setting high level direction and stay out of the
details. But the hardest part of change
– the paralyzing part – is precisely in the details
- What looks like resistance is often a lack
of clarity. Ex. 1% milk campaign
- To
make a switch, you need to script the critical moves
- Ex.
of Brazilian railroad company turnaround with 4 specific rules with regards to
saving money and utilizing resources. Unblock revenue, minimize upfront cash,
faster is better than best, use what you’ve got.
- Change
begins at the level of individual decisions and behaviours
- Of
course you can’t predict and script out every move. Script critical moves
- A
failing example – the food pyramid. The
hierarchy is confusing. Oz and grams are
difficult to understand.
- How to script the critical moves, to
translate aspirations into actions
- Specific, concrete, critical behavioural
goals
- Ex.
train abusive parents to be patient and accepting
- Ex.
Howard, South Dakota a dying town rally up to spend locally, to increase tax,
to increase infrastructure changes
- All
starts with a specific action. We have
seen this asymmetry of a large problem eventually solved by a small solution
- Clarity
dissolves resistance
4.
Point to the Destination
- Ex.
Teacher to finish grade 1 class with grade 3 level
- A
specific goal of pushing grade 1 comprehension by 50% or class average by 1.5 etc.
etc. are only useful to a teacher’s planning, but are not effective in lighting
a fire in the hearts of first graders. Instead create a culture of learning,
and the grade 3 goal was specifically picked that the first graders actually
have a chance in succeeding
- Destination postcard – a vivid picture
from the near-term future that shows what could be possible. Answers the question: Where are we headed in the end? What’s the destination?
- Ex.
UCSF breast cancer facility – started a revolutionary compilation of different
departments in the same building to ensure speediness of breast cancer
diagnostic results
- 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. Rider will
obsess which way to move, whether it’s necessary to move at all. You can redirect the Rider’s energy to help
you navigate toward the destination – by giving it a gut-smacking goal
- Setting
SMART goals in organizations (Specific, Measureable, Actionable,
Relevant, and Timely), but SMART goals are only good for steady-states situations because they presume the emotion, they don’t generate it
- In
times of change, we need to make emotional
goals (not financial ones)
- Effect
visions express values that allow employee to identify with organization, and
not just increase 15% return on equity
- Destination
postcards gives inspiration
- What if your team isn’t inspired? Or what
if, the team is secretly resistant to the vision?
- Enemy – rationalization. Ex. dieting, I
did eat that salad last Thursday and this ice cream is ok. A big-picture goal
like “be healthier” is imprecise and ambiguous and makes wiggle room for the
Elephant to rationalize failure. Even
setting a goal that states we will increase revenue by 14.5%, but when you
achieve 12.3% you can still rationalize that in this climate we did well
- Set prescriptive, black and white goals. No more wine, no more Cheetos – but these are
very uninspiring
- Ex.
oil explorers. No dry holes. None. No bullshit, no wiggle room. Improves
“learning” to not drill any dry holes
- If you worry about inaction on your team or
silent resistance, black and white goals may be the solution. But many
goals don’t have to be so unyielding
- Marry your long-term goal with short term
critical moves. Vision with
behavioural level execution. Back your
destination postcard with behavioural script.
- Don’t
need to anticipate every turn and destination.
Trust the process
- When you are the beginning, don’t obsess
about the middle, because the middle is going to look different once you get
there.
- Just look for a strong beginning and a
strong ending and get moving.
- Ex.
football coaches. Investing I.I.
analysis in Wall street, ready when the Amgen situation shows up
- Rider
is visionary, long-term goals, willing to make short-term sacrifices but has
limited reserves in strength, paralysis in the face of ambiguity and choice,
relentless focus on problems rather than solutions
- Follow
the bright spots. Don’t obsess about
failures, look to investigate and clone successes.
- Give
direction to the Rider – both a start and a finish. Send him a destination postcard and script
the critical moves.
Motivate the Elephant
5.
Find
the Feeling
- Ex.
Target fashion discounter by Robyn Waters changed Target’s purchase from take
clothes that are popular last year and take it to Asia to knock it off to
purchasing clothes that is popular this year.
She showed the execs trendy colourful clothing matching the latest apple
iPod products, m&ms, and bought a sample to test the waters
- The
core of the matter is always about changing the behaviour of people, and by
speaking to people’s feelings
- When change works, it’s because leaders are
speaking to the Elephant as well as to the Riders
- Kotter
and Cohen states that most people think change happens in Analyze-Think-Change. This
sequence works best when the parameters are known, assumptions are minimal, and
the future is not fuzzy.
- Big
changes are when parameters aren’t well understood, the future is fuzzy, and
uncertainty hinders the Elephant. Big
changes take the sequence of See-Feel-Change.
- The
challenge is then to distinguish who people don’t support your change. Is it because they don’t understand or is it
because they are not enthused? The
answer isn’t always obvious even to experts
- Ex.
Hope Lab designed a video game for teenagers battling cancer. Even teenagers only played the video game one
or two levels have similar results in taking their medications as teenagers who
completed the video game. The idea is
that, this appeals to IDENTITY
- Identity – if I do this action, I am
this kind of person. Ex. If I support
the environment, I am this kind of caring human being.
- There is a difference in understanding the
problem and knowing how to act and being motivated to act. Appealing to the
Rider vs Appealing to the Elephant
- We
are lousy self-evaluators, because we are subject to positive illusions (believing we are better than the average joe)
- How
do you correct or dispel people’s positive illusions without raining
negativity?
- Ex.
Accounting Manager of a non-profit very stern on rules and on time, until he
first-hand saw how the social workers are trying to make ends meet
- Emotions motivate Elephant. In fighting
for change, we’ve got to find the feeling.
- It
has been suggested to create a sense of fear or anxiety or doom. People are reluctant to change habits when it
has been successful in the past, make your team that they are facing to have no
choice but to act. Ex. hitting rock bottom before things get better
- BUT
negative emotions are designed to
motivate specific actions, avoid risks and confront problems. “narrowing
effect”
- Positive emotions are better at cultivating
creativity, flexibility, higher level problems. “broaden and build” to explore,
discover, invent
- Most
big problems we encounter in organizations or society are ambiguous and
evolving, they don’t look like burning platform situations, we need to
encourage open mind, creativity, and hope
6.
Shrink
the Change
- Ex.
hotel maids are good exercisers. Car
wash loyalty cards started with 2 stamps out of 10 or to get 8 stamps. The goal was the same for both groups, but
one feels like they have a head-start.
People find it more motivating to be partly finished with a longer
journey than to be a starting gate of a shorter one.
- One way to motivate action is to make
people feel as though they are already closer to the finish line than they
might have thought
- If you want a reluctant Elephant to get
moving, you need to shrink the changer, lower the bar, divide into smaller,
achievable steps
- Ex.
start cleaning the house 5 minutes a day. It gets you moving. The task seems
less daunting. Starting a task is always worse than continuing it.
- Ex.
attacking debt by organizing debt from smallest amount to largest amount, and
pay off the smallest amount first. Even
though the rational way of losing interest advices us to pay down the largest
amount first, but for people to actually conquer debt is to make them feel good
one small step at a time
- One way to shrink change is to limit the
investment, while the other way is to think of small wins
- Ex.
50 miles tilt the next coffee stop
- Ex.
government increase in credit card limit
- When you engineer early successes, what you
are really doing is engineering hope
- For
weight loss, it’s easy to measure progress.
But what about something more abstract like marriage advice. Therapists
would ask you to rate your experience with a miracle scale from 1 to 10 to help
keep track. The other advantage is to demystify
the journey. Make you see the progress
and path more easily
- Small visible goals that are meaningful and
within immediate reach
- Ex.
elephant resist when task feels too big.
Alcoholics Anonymous ask an alcoholic to not drink “one day at a
time”.
- Small targets lead to small victories, and
small victories often trigger positive spiral of behaviour
- Ex.
marriage counsellor, one morning kiss
7.
Grow
Your People
- Ex.
Conservation of the St Lucia Parrot by helping the St Lucia people identify that
this bird is the pride of our nation, they were the kind of people who protect
their own. Helps eliminate hunting of
the bird and conservation
- He
inspired the people to take pride, to grow the people to be more ready and
motivated to act
- 2
basic model of decision making – consequences
model and identity model
- Consequence model is similar to students of
economics, the cost and benefit of an idea. A rational, analytical approach
- Identity model is who am I? What kind of
situation is this? What would someone like me do in this situation?
- Identity
can be adopted. Like profession, a good parent
- Ex.
quitting nurse, improve sense of pride and loyal and good service
- Ex.
Brasilata – workers are “inventors”
- Ex.
grade 1s are “scholars”
- A
new identity can take root quickly, but living up to it is awfully hard
- Need
to create the expectation of failure
- Fixed mindset vs growth mindset
- People
who have a fixed mindset believe that their abilities are basically
static. Your behaviour is a good
representation of your natural ability. You tend to avoid challenges, because
if you fail, you fear others will your failure as an indication of your true
ability. They feel threatened by negative feedback
- People
who have a growth mindset believe that abilities are like muscles, they can be
built up with practice. You can make
yourself better at tasks. You tend to
accept more challengers despite the risk of failure. You seek out “stretch” assignments at work. More inclined to accept criticism because it
ultimately makes you better.
- A
growth mindset will make you more successful at almost anything
- Parents
should say “I’m proud of how hard you worked on that project” “I could tell you
listen to your coach’s suggestion” instead of “you’re so smart” “you are good
at basketball”
- Can
people with a fixed mindset learn to adopt a growth mindset?
- Ex.
junior high kids. “Everything is hard
before it is easy” and should never give up because they didn’t master it immediately
- Business
world implicitly reject the growth mindset. You plan and you execute. There’s
no learning stage or practice stage. But
to create change you got to act more like a coach and less like a score
keeper.
- “everything can look like a failure in the
middle”
- “Real change, the kind that sticks, is often
three steps forward and two steps back”
- Failure is a necessary part of change,
necessary path of success
- U-shaped curve. One peak labeled “hope”,
and the other peak labeled “confidence” with the negative emotional valley
labeled “insight”
- This
creates expectation of failure. Telling team members not to trust initial
flush of good feeling at the beginning of the project, because next is hardship
and toil and frustration.
- Encourages
us to seek out failure, we will struggle, we will fail, we will be knocked down
– but throughout, we’ll get better, and we will succeed in the end
- Growth mindset buffers against defeatism.
Frames failure as a natural part of the change process.
- Ex. hospital open heart surgery to a minimal
invasive cardiac surgery. Successful
hospitals adopt a learning frame.
Encouraged questions, repeat surgery consecutively to reduce lag times,
and introduce members one at a time to minimize risk to procedure. Failed teams were motivated by perform,
shine, execute perfectly on first few tries. Successful teams focused on
learning
- Failing
is often the best way to learn, early failure is a kind of necessary investment
- Ex.
school changing failure grade to “Not Yet”. Changing the students and teachers
fixed mindset, improve tutorial, and ongoing advisors, transformed their
identity and mindset
- Our
brains and our abilities are like muscles. They can be strengthened with
practice. Strengthen our identities.
- Central
challenge is keeping the Elephant moving forward
- Whereas
the Rider needs direction, the Elephant needs motivation.
- Motivation
comes from a feeling – knowledge isn’t enough to motivate change
- Motivation
also comes from confidence
- The
Elephant has to believe that it is capable of conquering the change – to build
people confidence and shrink the challenge
Shape the Path
8.
Tweak
the Environment
- What looks like a people problem is often a
situation problem
- Ex.
judging a bad driver as a jerk rather than he maybe rushing to appointment or judge
popcorn eater as gluttony
- “Fundamental
Attribution Error” – the deep-rooted tendency to attribute people’s behaviour
to the way they are rather than the situation they are in
- Ex.
marriage counsel of a “stubborn” husband, he isn’t always stubborn, he is often
stubborn when you bring an issue up when the kids are around instead of in
private
- If
you want people to change, you provide clear direction to the Rider, or boost
motivation and determination to the Elephant, or you can simply make the
journey easier
- Ex.
milk at the back of grocery store. Amazon’s 1 click check out. Traffic lanes and lights.
- Ex.
switching to online billing hours instead of paper, people were reluctant
because the software was flawed and made people frustrated, people took the
easier path
- Many
business think in terms of bribe and punishments. They often forget if you change the path you
can change behaviour
- Ex.
How to drive down errors in medication administration? The nurses know what’s
expected of them, not a Rider’s problem.
The nurses have no emotional resistance to do worse, not an Elephant’s
problem. Which means the path, the distractions which can cause mistakes, where
the medication administration area are in the nosiest part of the floor? And doctors
called nurses even when they are in the middle of the task. Bought bright
orange vest to visually tell everyone this nurse is administrating medication
right now. People hated it. But data
showed it worked it dropped errors by 30%.
- Ex.
“sterile cockpit” no conversation outside of flying below 10, 000 ft. IT group
adopt this quiet mornings on specific days of the week. So managers are not
constantly asking for updates or quick helps from colleague that disrupt their
real work
- This
can work on us too. Often environmental tweaks beat self-control every time.
- Ex.
changing the size of the popcorn serving help people eat less. Using small
plates and bowls, portion snacks help eating problems
- Ex.
reshaping office furniture to allow better meeting instead of behind a desk.
- Try outsmarting ourselves. Riders
outsmarting our Elephants. Setting up
coffee to auto brew in the morning. Gym
clothes out before bed.
- Ex.
Working while distracted by emails. Turn
off email notifications, and check emails only a specific time of day. Some
even used an old machine to make it impossible to check emails.
- Ex.
factory machines taking off fingers.
Both Rider and Elephant know how to avoid it. But by shaping the machine operation design
to press 2 buttons to operate the machine “Y” in essence eliminate the
possibility of hurting yourself
- How
to prevent injuries. Use the “Haddon
Matrix” where you think pre-event,
event, post-event possibilities and solutions. Pre-event like ads against
drunk driving, and lights on highways. Event like seatbelts, airbags, big
orange barrels to soften collision.
Post-event like emergency response.
- Ex.
prevent data loss. Build in computer
check ups, nightly backups, cloud sharing
- Ex.
take out voice recording and make employees who hate giving customer service do
great
- Simple tweaks of the path can lead to
dramatic changes
9.
Build
Habits
- Ex.
drug addicts of soldiers after Vietnam War without previous history, and not
related to traumatic and stress events.
It was a cultural experience. And what’s more surprising is that after
12 months of the vets returning home, the rates of addict drop drastically. What
happened?
- People are incredibly sensitive to the
environment and the culture – the norms and expectations of the communities
- One
of the ways environment acts on us is by
reinforcing (or deterring) our habits
- Habits
are behavioural autopilot, great to free up resources of the Rider
- Ex.
some successful changes happen with a move to a new location
- But
that is dramatic change in environment.
What are some more practical ways to create a habit? What are the mental groundwork to build a new
habit?
- Action Triggers – ex. I’ll head
straight to the gym right after I drop off Anna at school tomorrow morning. These are quite motivating and creating a
mental plan.
- Imagining
a time and place where you will do something, empower and motivate people to do
what they know they need to do (given the Rider and Elephant are on board)
- Action
triggers pre-decide what you want to do, and pass the control of the behaviour
to the environment, protecting the goals from distractions, bad habits, or
competing goals
- Action
triggers simply have to simple and specific enough to be useful
- The
use of action triggers specifically help with more difficult goals than easy
goals
- Action
triggers creates instant habit. Of course it’s not perfect and it has it draws
back. But it’s a very practical and easy
set up to extend the plan in motion.
- Ex.
creates a meeting habit – small chat before the meeting. Or a stand up meeting.
- The
hard choice for leaders is not how to form habits, but which habits to
encourage
- The
habits need to serve its purpose i.e. advance the mission, and the habit needs
to be easy to embrace
- Ex.
encouraging morning routines and school assembly, principal managed to tame and
calm kids to a ready to learn environment.
Don’t think they are all bad kids.
How can you set up a situation that brings out the good in these people?
- Checklist – a checklist can combines
the tweak the environment and building habits, make behaviour more consistent and
habitual
- Ex.
hospital checklist to prevent IV line infections
- Checklist contain straightforward advice.
Educate people what’s best practice, ironclad. Simple, easy to follow
instructions. It can also help people avoid blind spots in a complex
environment.
- Checklist
also provide a good check against overconfidence.
- Checklist
allows standardization.
- The
environment can help you shape your habits and feel afresh. What else can help? The influence of other people
10. Rally the Herd
- When
the environment is unfamiliar, we observe what other people are doing. Ex.
going to church for the first time. Or going to a fancy dinner.
- But
sometimes in times of change, nobody knows how to behave, and that can lead to
problems. Ex. in emergency situation u want one person to help not 50
- Group
fail to respond as well as individuals.
When ambiguous situations happen, people look to others for cues about
how to interpret the event.
- Ex.
seeing a man suddenly collapsed in a mall.
You would wonder a bunch of different scenarios, but whereas a crowd,
you have two stimuli, the collapse itself and the crowd’s reaction to the
collapse.
- Behaviour is contagious. We imitate the
behaviours of others. The fashion, your partner, investing, even eating habits
- When you are leading an Elephant on an
unfamiliar path, chances are it’s going to follow the herd. How do you create a
herd?
- Publicize the correct behaviour. Ex. Leaving tips for the barista. Most hotel
guests reuse their towels. 80% of employees turn in their time sheet on time. People
will learn to follow their peers.
- What
if the norms are against you?
- Ex.
MSOM journal article takes months for reviews. First he spoke to the Rider by
giving clear suggestions everyone review within 65 days. Then he appealed to
identity. We are operations people, we lead in turnaround time. Third he
defines a clear behaviour; every reviewer had to submit feedback within 5
weeks. And rally the herd by showing an
excel spreadsheet that show the status of every paper submitted.
- Behaviour
is contagious at the individual level, group level, as well as the societal
levels.
- Ex.
the concept of designated driver was set in 1980s, a norm in Scandinavian
countries. He used even fictional, TV
programs to stage the behaviour. He asks just put in 5 seconds into the
plot. Winsten use the power of the Path
to change the public’s behaviour, but he used the power of the Rider and
Elephant to change the network executives behaviour
- Ex.
Tanzanians with cross-generational unsafe sex leading to AIDS. How to change their environment to allow the
public voice their disapproval openly. They chose radio media portraying a
failed sugar daddy. Someone interrupting the behaviour. 2 objectives here, one
to create a mocking label for the sugar daddy behaviour, and two to make it ok
to mock them, to socially disapprove of them, to encourage intervention
- Ex.
hospital change interns from 120 hr work week to 80 hr work week. One work and
one didn’t. The interns refuse to hand off the work and to sign off, it’s a culture
and attitude that seems you won’t be respected even the new law enforces it and
seniors are supportive. Alpha had long,
private in person rounds near the patient bedside in the afternoon. Beta had shorter, casual rounds at the
computer lounge, which hinders talking openly about opinions.
- “Free spaces” – small scale meetings
where reformers can gather and ready themselves for collective action without
being observed by members of the dominant group. Allows effective discussions,
ideas, identity and language to surface
- If
you want to change the culture of your organization, you’ve got to get the
reformers together in a free space
11. Keep the Change Moving
- A
long journey starts with a single step
- Yet
many starts to form a habit, but breaks out of habit quickly. How do you keep
the steps coming?
- First
– recognize and celebrate that first
step. Reinforce your change. Use reward
- Ex.
animal trainers
- Set
a behavioral destination and use approximation to reward each tiny step that
leads towards the goal.
- Ex.
improving relationship with husband or coworkers
- Reinforcement is the secret to getting past
the first steps of your long journey and the second and third and fourth
steps. People are however terrible at it. We like to grouse not praise.
- I.e.
people at work like to communal complain. We should however find bright spots,
however tiny
- Our
riders are naturally negative thinkers. Problems
are easy to spot, progress much harder.
- Change isn’t an event, it is a process. To
lead a process requires persistence
- Snowballing
effect – Small changes can snowball to big changes.
- Mere
exposure effect – the more you are exposed to something the more you like it
- Cognitive
dissonance - people don’t like to act in one way and think in another. Once they act in a new way, it gives a new identity
and want to continue
- Big
changes can start with very small steps. Small changes tend to snowball.
- Change
isn't always easy though, but it isn't always hard
- When
change works, it tends to follow a pattern. Give clear direction, ample motivation, and a supportive environment. It’s
because the Rider, Elephant, and the Path are all aligned in support of the
switch.
