Change Management

Dr A R M Harunur Rashid

ReferenceReference book HOW TO CHANGE THINGS WHEN CH ANGE IS HARD

By CHIP HEATH (a professor at the GraduateSchool of Business at Stanford University) and DAN HEATH(a senior fellow at Duke Universitys Centerfor the Advancement of Social Entrepreneurship(CASE))

bull Our human psychology prefers safety and security and so likes to be on the known path Any change means moving into an unknown zone and thereby pleasure loving and pain avoiding self likes to prevent it

bull Heath brothers provide some useful strategies to manage change in their book lsquoSWITCH How to change things when change is hardrsquo These strategies will be discussed here

Rider

bull It is our logical rational brain

bull It is a thinker likes to analyze

bull However it is not very good in analyzing when multiple options are provided Especially when we analyze without using pen and paper or similar things

Elephant

bull Our pleasure loving and pain avoiding self

bull It is lazy

bull It likes instant gratification rather than of future benefit

bull Rider(brain) may decide to do something but elephant may not want to do that

bull So knowing is not always doing

Main strategy 1 Direct the Rider 1a Follow the brightspot

bull 1a Find and follow the brightspot gtgtgtbull Brightspot is something you have done earlier which

may be the solution to the problem You just to find it and clone it

bull Brightspot is something already in use by some segment of your population community country that may be the solution to the problem

bull So finding and following brightspot means looking into yourself your own community country before looking outside

bull Example Vietnamrsquos malnutrition problem addressed by local solution - 4 meals(servings) a day adding crabs and shrimps and green potatoes

Details of Vietnam example

bull In 1990 Jery Sternin went to Vietnam as an executive of Save the Children Funda NGO It opened its office in Vietnam for the first time Malnutrion problem is rampant in Vietnam And vietnames govt gave only 6 months to bring substational change in that situation

bull Malnutriontion is associated with some other factors like poverty sanitation education etc

bull Vietnam is a poor country without any good sanitation system Literacy rate is low

bull To address such related factors is a huge task and may take decades and loads of monetary and human resources

bull So what Sternin did he commissioned a survey to find out despite all these odds whether there were some kids who were healthy

bull In the survey it was found that in a few localities(villages) kids grew up healthy Their socio-economic condition was no better than other vietnamese

bull The only difference came out was that the kids were served four times a day instead of usual two times a day Further healthy kids mothers added crabs and shrimps in their meals which were usually considered suitable for adults

bull This was the brightspot Sternin found and he introduced it other villages He brought different groups of people two that two model villages to see themselves about it and implement in their own localities

Main strategy 1 Direct the Rider 1b Script the critical move

bull At any task or outcome there are some sub tasks Among the subtasks only one or two are nearly responsible for the major portion of the task

bull Pareto principle states that 80 of the outcome is caused by 20 of the effort

bull So it would be extremely beneficial to figure out which subtask or subtasks are the critical moves

bull Then clearly and precisely what to be done with this critical move may be mentioned The reason if left with analyzing of brain to figure out the actual procedures to be taken it may take too long and fall into analysis-paralysis or simply confused(Refer to hip pain patient where 53 of the doctors excluded second drug and just opted for surgery which went against common sense)

bull So this critical move may be scripted(written) with precise concrete instruction

bull Example to fight against obesity Americans are to be advised to eat healthy foods Mentioning every meal with a list of diet tax human minds a lot and usually not successful

bull So the researchers decided to pick a critical one and that is milk in break fast

bull They found that if milk intake in the breakfast could be changed from whole fat to low fat(1 fat) then the saturated fat level in most American will come below the danger level

Main strategy 1 Direct the Rider1c POINT TO THE DESTINATION

bull A clear concrete precise(if possible given in numbers like 10 profit increase this year) goal

bull Sometimes 100 success goal is good to clear any ambiguity

bull Example BPrsquos no dry holes goal The management found that when their geologists say that this field has more than 75 probability of having oil usually they find it So it would be better to go for 100 success rate Industrial standard was 1 in 8 holes BPrsquos standard was 1 out of 5 holes After taking the lsquono dryholersquo goal BPrsquos success rate has become 2 out of 3 thatrsquos very good at any standard

Main strategy 2 Motivate the Elephant

2a Find the Feelingbull To motivate the pleasure loving pain

avoiding self(elephant) it is best to show the real thing give him the tactile feeling odour taste etc

bull Example tagging the gloves with price and put them in the conference table to motivate the managers to purchase wisely and cheap

In The Heart oChange John Kotter and Dan Cohen report ona study they conducted with the help of a team at Deloitte ConsultingThe project team interviewed over 400 people acrossmore than 130 companies in the United States Europe Australiaand South Africa in hopes of understanding why change happensin large organizations Summarizing the data Kotter andCohen said that in most change situations managers initiallyfocus on strategy structure culture or systems which leads themto miss the most important issue

Jon Stegner believed the company he worked for a large manufacturerwas wasting vast sums of money I thought we had anopportunity to drive down purchasing costs not by 2 percent butby something on the order of $1 billion over the next five years said Stegner who i s quoted i n John Kotter and Dan Cohens essentialbook The Heart of ChangeTo reap these savings a big process shift would be requiredand for that shift to occur Stegner knew that hed have to convincehis bosses

Seeking a compelling example of the companys poor purchasinghabits Stegner assigned a summer student intern to investigate a single item-work gloves which workers in most ofthe companys factories wore The student embarked on a missionto identify all the types of gloves used in all the companys factoriesand then trace back what the company was paying for themThe intrepid intern soon reported that the factories werepurchasing 424 different kinds of gloves Furthermore they wereusing different glove suppliers and they were all negotiating theirown prices The same pair of gloves that cost $5 at one factorymight cost $17 at another

At Stegners request the student collected a specimen of everyone of the 424 different types of gloves and tagged each with theprice paid Then all the gloves were gathered up brought to theboardroom and piled up on the conference table Stegner invitedall the division presidents to come visit the Glove Shrine

They could see the prices Theylooked at two gloves that seemed exactly alike yet onewas marked $322 and the other $105 5 Its a rare eventwhen these people dont have anything to say But thatday they just stood with their mouths gapingThe gloves exhibit soon became a traveling road show visitingdozens of plants The reaction was visceral This is crazy Werecrazy And weve got to make sure this stops happening Soon Stegnerhad exactly the mandate for change that hed sought Thecompany changed its purchasing process and saved a great deal ofmoney This was exactly the happy ending everyone wanted

Most of us would not have tried what Stegnerdid It would have been so easy so natural to make a presentationthat spoke only to the Rider Think of the possibilities thespreadsheets the savings data the cost-cutting protocols the recommendationsfor supplier consolidation the exquisite logic forcentral purchasing You could have created a 12-tabbed MicrosoftExcel spreadsheet that would have made a tax accountant weepwith joy But instead of doing any of that Stegner dumped abunch of gloves on a table and invited his bosses to see themIf there is such a thing as white-collar courage surely this was an instance

Stegner knew that if things were going to change he had toget his colleagues Elephants on his side If he had made an analyticalappeal he probably would have gotten some supportivenods and the execs might have requested a follow-up meetingsix weeks later (and then rescheduled it) The analytical case wascompelling-by itself it might have convinced Stegners colleaguesthat overhauling the purchasing system would be an importantthing to do next yearRemember that if you reach your colleagues Riders but nottheir Elephants they will have direction without motivationMaybe their Riders will drag the Elephant down the road for awhile but as weve seen that effort cant last longOnce you break through to feeling though things changeStegner delivered a jolt to his colleagues First they thought tothemselves were crazy Then they thought we can fix this Everyonecould think of a few things to try to fix the glove problemandby extension the ordering process as a whole That got theirElephants fired up to move

bull Kotter and Cohen observed that in almost all successful change efforts the sequence of change is not ANALYZETHINK-CHANGE but rather SEE-FEEL-CHANGE

Most of us would create a businesscase for the power of design Wed compile a PowerPoint presentationwith charts and graphs and strategically selected quotesfrom the chairman whod embraced the design-forward vision

When we finished our presentation everyone in the room wouldunderstand what we meant They might even agree But wouldthey change their behavior Kotters research suggests no

Main strategy 2 Motivate the Elephant

2b Shrink the Changebull If the task appears very big elephant does not want to

do it So if the elephant is tricked to do only a portion of the task or for a small time eventually the whole task to be done It is always harder to start

bull Our human emotional sides require instant gratification and sense of achieving(winning) So accomplishing subtask that is relatively easier and less time consuming provides this psychological boost

bull Example So the change may first applied to a village than to the whole country

bull Example Instead of 60 minutes students may be asked to study for 5 minutes

A local car wash ran a promotion featuring loyalty cards Everytime customers bought a car wash they got a stamp on theircards and when they filled up their cards with eight stamps theygot a free washAnother set of customers at the same car wash got a slightlydifferent loyalty card They needed to collect ten stamps (ratherthan eight) to get a free car wash-but they were given a headstart When they received their cards two stamps had alreadybeen addedThe goal was the same for both sets of customers Buy eightadditional car washes get a reward But the psychology was differentIn one case youre 20 percent of the way toward a goaland in the other case youre starting from scratch A few monthslater only 1 9 percent of the eight-stamp customers had earned afree wash versus 34 percent of the head-start group (And thehead-start group earned the free wash faster)

People find it more motivating to be partly finished with alonger journey than to be at the starting gate of a shorter oneThats why the conventional wisdom in development circles isthat you dont publicly announce a fund-raising campaign for acharity until youve already got 50 percent of the money in thebag (After all who wants to give the first $ 1 00 to a $ 1 millionfund-raising campaign)One way to motivate action then is to make people feel asthough theyre already closer to the finish line than they might have thought

That sense of progress is critical because the Elephant in usis easily demoralized Its easily spooked easily derailed and forthat reason it needs reassurance even for the very first step ofthe journeyIf youre leading a change effort you better start looking forthose first two stamps to put on your teams cards Rather thanfocusing solely on whats new and different about the change tocome make an effort to remind people whats already been conquered

A business cliche commands us to raise the bar But thatsexactly the wrong instinct if you want to motivate a reluctant ElephantYou need to lower the bar Picture taking a high-jump barand lowering it so far that it can be stepped overIf you want a reluctant Elephant to get moving you need toshrink the change

a clever self-help technique calledthe 5-Minute Room Rescue proposed by Marla Cilley a homeorganizingguru who calls herself the Fly Lady (think of zoomingthrough your housecleaning with wings) Heres what you doGet a kitchen timer and set it for 5 minutes Then go to the worstroom in your house-the one youd never let a guest see-andas the timer ticks down start clearing a path and when the timerbuzzes you can stop with a clear conscience

This is an Elephant trick The Elephant hates doing things with no immediate payoff

To get the Elephant off its duff you need to reassureit that the task wont be so bad Look its just 5 minutesHow bad can it be

What good is a 5-minute session of cleaning Not much Itgets you moving though and thats the hardest part Starting anunpleasant task is always worse than continuing it So once youstart cleaning house chances are you wont stop at 5 minutesYoull be surprised at how fast things turn around Youll start totake pride in your accomplishments-starting with the cleansink then the clean bathroom then the clean downstairs areaandthat pride and confidence will build on itself A virtuous circleBut you couldnt have enjoyed the virtuous circle without first shrinking the change

In his book TheTotal Money Makeover Ramsey

One of Ramseys best-known and most controversial debtfightingtechniques is the Debt Snowball When the Farrarsfound themselves with over $ 1 00000 in debt (not includingtheir mortgage) they started working on the Debt SnowballThe first step was to list all their debts-everything from creditcards to overdue electric bills to student loans-and then arrangethem in order from smallest to largest Next their instructionswere to make only the minimum payments on every debt withone exception

After the minimum payments were made everyavailable dollar would be put toward the first debt on the list Becausethe first debt was the smallest one it could be paid off relativelyquickly and the Farrars could cross it off the list and thendirect every available dollar to paying off the second debt thenthe third then the fourth As they crossed off each debt theywere able to eliminate a minimum payment which gave themmore cash to attack the next debt Thats why the strategy iscalled a Debt Snowball With each debt that is conquered the snowball of money applied to the next debt grows and rolls a little faster

Notice whats missing here any mention of interest rates Ifthe Farrars smallest debt was a past-due utility bill with no in

terest charges whatsoever Ramsey still advised them to pay it offbefore tackling any of their credit card bills which might have interestrates of 20 percent or aboveThis advice makes the average financial adviser cringe Afterall simple math tells us that were financially better-off if we paydown high-interest debt first

Ramsey writes --Being a certified nerd I always used to start with makingthe math work I have learned that the math doesneed to work but sometimes motivation is more importantthan math This is one of those times Faceit if you go on a diet and lose weight the first week youwill stay on that diet If you go on a diet and gain weightor go six weeks with no visible progress you will quitWhen training salespeople I try to get them a sale ortwo quickly because that fires them up When you startthe Debt Snowball and in the first few days pay off acouple oflittle debts trust me it lights your fire I dontcare if you have a masters degree in psychology youneed quick wins to get fired up And getting fired up issuper-important

Most financial advisers recommend that their clients paydown high-interest debt first in order to optimize the impact oftheir money But Ramseys not trying to solve an optimizationproblem hes trying to solve an Elephant problem The reasonpeople get themselves into financial trouble he knows is thatthey lose control They begin to feel powerless in the face of amountain of debt And you cant combat powerlessness withmath You combat it by proving to people that they can win Ifyou pay $ 1 8 5 toward a $20000 debt on a high-interest creditcard youre still going to feel hopeless But if you completely payoff a $ 1 8 5 overdue utility bill you can cross it off yo r list Youvewon a victory over debtRamsey is using the same strategy as the Fly Lady with her5-Minute Room Rescue-if people are facing a daunting taskand their instinct is to avoid it youve got to break down the taskShrink the change Make the change small enough that they canthelp but score a victory Once people clean a single room or payoff a single debt their dread starts to dissipate and their progressbegins to snowballC

One way to shrink change then is to limit the investment youreasking for-only 5 minutes of housecleaning only one smalldebt Another way to shrink change is to think of small winsmilestonesthat are within reach (Our dad Fred Heath whoworked over thirty years for IBM would tell his teams that whenmilestones seemed too distant they should look for inch pebblesNice one Dad)

Kelman a professor of public management at Harvard UniversitysKennedy School of Government got a call from theClinton administration in 1 993 asking him to lead the Officeof Federal Procurement Policy (OFPP) As the head of OFPp hewould be responsible for reforming the governments procurementefforts

Kelman was reluctant to head up OFPp knowing there wasa pretty good chance that despite his best efforts nothing wouldchange but in the end he accepted the job He knew exactly whathe was getting into because three years earlier hed written a bookabout procurement reformThere were lots of problems with procurement Over theyears the government had established many protocols and protectionsto prevent abuses of various kinds There were good intentionsbehind these protections but as they built up layerupon layer they began to cause more harm than the abusestheyd been designed to prevent For instance when makingpurchase decisions procurement officials could not use evidenceof vendors past performance

Kelman knew hed have to make some progress quickly or elsehed be dismissed If an example of successful change couldsomehow be achieved quickly it might be possible to use that toset other changes in motion he wrote later He sought a victorythat would be fast achievable and visible-a small win thatwould work for all of his constituents whether the Defense Departmentor the Health and Human Services Department If hecould get their Elephants moving with an easy mission-the governmentequivalent of the 5-Minute Room Rescue-he thoughthe would be able to keep them moving

One day a conversation with a government employee sparkedan idea The employee told Kelman that when she needed simpleinexpensive items such as a few computer disks the procurementrules made it impossible for her to walk to thecomputer superstore across the str1048958et and buy them She foundthis limitation was infuriatingKelman spotted an opportunity He went to the senior procurementexecutives and issued a challenge I want you to doubleyour agencys use ofgovernment credit cards over the next year (Noticethe precision of the challenge a la the 1 milk campaign By

being specific about the behavioral change Kelman was directinghis constituents Riders) In his vision anytime employees neededsomething small-computer disks or a replacement hard driveor a carton of office paper-they should be able to march acrossthe street armed with their credit cards and purchase what theyneeded on the spot Kelman asked the agencies to make a formalPledge to embrace the idea The agencies were supportive soKelman pushed further Over the next year he organized fourmore pledgesso here they donrsquot need quotation or tender Government may check later whether it complies fair price policy

The second pledge was a biggie Kelman asked the agencies tobreak with the tradition of ignoring past performance He knewthis would be a tough sell so he decided to push for it publiclyonly when he was sure he had at least eight agencies onboard Hehit the phones and his employees and advisers rallied the peoplein their networks Eventually his team had eight agencies signedup but he wasnt finished After we got to nine agencies participationstarted snowballing and soon we could say to the holdoutsAlmost everyone but you is participating (This outcomeforeshadows a point that we make in Chapter 1 0 about behaviorbeing contagious Kelman managed to address all three parts ofthe framework-directing the Rider motivating the Elephantand shaping the Path)

When you engineer early successes what youre really doing isengineering hope Hope is precious to a change effort Its Elephantfuel

Main strategy 2 Motivate the Elephant2c Grow your people(creating sense of

identity amp instill growth mindset)bull Be noted identity may be created it is not always

inherited thing For example creating identity like Iutians are hard working gives a boost to the elephant to do something

bull So this identity to be created in positive way bull Identity may be achieved by birth and or individual

endeavour For example citizen of a country(by birth) is an identity received by birth while lsquoEngineerrsquo identity that is earned through hard study

bull Growth mindset to be instilled by removing limiting belief that things could not be changed by trying The new belief system should be that anything could be learnt and anything is possible

bull Example Brasilatas inventors

The St Lucia Parrot exists only o n the Caribbean island o f StLucia Its gorgeous with a vivid turquoise blue face lime greenwings and a striking red shield on its chest In 1977 only onehundred St Lucia Parrots were left on the island The populationhad been decimated by habitat destruction hunters andpeople who trapped them to use as pets The St Lucia Parrotseemed doomed in the words of one biologist the species couldnot escape oblivion by the year 2000Enter an unlikely savior college student Paul Butler In 1977Butler was finishing his last year of studies at North-East LondonPolytechnic Butlers passion was conservation and hed previouslyspent five weeks completing a field research expedition inSt Lucia where hed studied the parrot and submitted recommendationsfor preserving the species

Pg 149

Weve seen that one way to motivate a switch is to shrink thechange which makes people feel big relative to the challengeBut here were seeing something different Paul Butler didntshrink the change Instead he grew the people He made the StLucians swell with pride over their parrot-a species that existsnowhere else He inspired them to feel more determined moreready more motivated And when you build people up in thisway they dtvelop the strength to act

In essence Butlers goal was to convince St Lucians that theywere the kind of people who protected their own In public eventsButler stressed This parrot is ours Nobody has this but us Weneed to cherish it and look after it He did everything in hispower to make the public more familiar with the bird He hostedSt Lucia Parrot puppet shows distributed T-shirts cajoled a localband to record songs about the bird convinced local hotels toprint up bumper stickers recruited volunteers to dress up in parrotcostumes and visit local schools and asked local ministers tocite relevant Bible verses (for instance verses that instructed believersto be good stewards of the things that were in their trust)

James March a professor of politicalscience at Stanford University March says that when peoplemake choices they tend to rely on one of two basic models ofdecision making the consequences model or the identity modelThe consequences model is familiar to students of economicsIt assumes that when we have a decision to make we weigh thecosts and benefits of our options and make the choice thatmaximizes our satisfaction Its a rational analytical approachThis is the approach that Paul Buder knew would fail withSt Lucians because there simply wasnt a strong costbenefitcase for the parrot

In the identity model of decision making we essentially askourselves three questions when we have a decision to make Whoam l What kind of situation is this What would someone like medo in this situation Notice whats missing any calculation of costsand benefits The identity model explains the way most peoplevote which contradicts our notion of the self-interested voterIt helps to shed light on why an auto mechanic in Oklahomawould vote against a Democrat whod give him health insuranceand why a Silicon Valley millionaire would vote against a Republicanwhod cut her taxes

Generally when we use the word identity were talking aboutan immutable trait of some kind-such as a racial ethic orregional identity But thats a relatively narrow use of the termWere not just born with an identity we adopt identities throughoutour lives We aspire to be good mothers or fathers devoutCatholics or Muslims patriotic citizens and so on

Or consider a professional identity such as being a scientistClearly youre not born a scientist Its an identity you seek outand one that others such as your professors and mentors consciouslycultivate in you As you develop and grow in that identityit becomes an increasingly important part of your self-imageand triggers the kind of decision making that March describes

Its critical to realize that these identity stories arent just specialcase situations confined to scientists or nurses or St LuciansIdentity is going to play a role in nearly every change situationEven yours When you think about the people whose behaviorneeds to change ask yourself whether they would agree with thisstatement I aspire to be the kind of person who would makethis change If their answer is yes thats an enormous factor in your favor If their answer is no then youll have to work hard toshow them that they should aspire to a different self-image Andthats exactly what Paul Butler did in St Lucia He convinced theislands citizens to think This is our bird-if we want to be goodSt Lucians wed better protect it

in a business context consider a firmthat invented an identity that subsequently became the engine ofits success The firm is Brasilata-its a US$ 1 70 million manufacturingfirm in Brazil that produces various kinds of steel cansAs youd imagine the can manufacturing industry is relativelymature-not much growth not much excitement But Brasilatadefies the stereotype of a boring stuck-in-its ways manufacturerIn fact it has one of the best reputations for innovation of anycompany in Latin America

How does a manufacturer of cans become known as an innovatorBrasilatas founders were inspired by the philosophy ofJapanese car manufacturers like Honda and Toyota which empoweredtheir frontline employees to take ownership of theirwork For instance at Toyota any employee who spotted a defectcould stop the assembly line (this would have been unthinkablein Detroit at the time) Toyota and Honda also actively solicited

ideas for innovation from their employees In 1 987 the foundersof Brasilata launched an employee-innovation program modeledon the Japanese forerunnersA new identity was the core of the program Employees ofBrasilata hecame known as inventors and when new employeesjoined the firm they were asked to sign an innovation contractThis wasnt simply feel-good language Top management challengedemployees to be on the lookout for potential innovationsideasfor how to create better products improve productionprocesses and squeeze costs out of the system Procedures developedwithin the factory made it easy for inventors to submit theirideas

The program succeeded beyond any reasonable expectationsIn 2008 employees submitted 1 34846 ideas-an averageof 1452 ideas per inventor This figure puts Brasilata on par withthe Japanese trendsetters that had inspired the programMany of the suggestions led to the development of new productsFor instance in late 2008 Brasilata came up with a new approachfor steel cans designed to carry dangerous or flammableliquids To meet United Nations standards such cans must beable to withstand a drop from 1 2 meters (roughly 4 feet) Traditionallymost manufacturers had reached this standard by thickeningthe metal layers which used up more raw material andrequired new production processes And the reinforced designswerent foolproof-the metal seams were prone to split if a canlanded on an edgeBrasilatas inventors

suggested a new design inspired by carbumpers that collapse on impact Their new steel can deformedslightly on impact reducing stress on the critical seam The newdesign resisted impact better while also reducing the amount ofsteel in the canThe inventors have led Brasilata through emergencies In200 1 a severe energy crisis-the blackout syndrome ndashforced

the government of Brazil to ration energy Businesses received astrict quota of electricity The inventors went to work dreamingup power-saving ideas-hundreds of them Within a few weeksBrasilatas energy consumption was reduced by 35 percent fallingbelow the companys quota and allowing the company to resell itsextra energy

Another unexpected idea was jointly suggested by two employeesEliminate our jobs theyre not necessary anymore The ideawas accepted but the company found a new place for the employeesBrasilata has a no-dismissal policy and also distributes1 5 percent of its net profits to employees Its no surprise thatBrasilata consistently appears on best places to work lists inBrazilLets remember something This inventor identity whichhas fueled business success and employee satisfaction was madeup None of Brasilatas employees were born inventors Theidentity was introduced to them and they liked the sound of itIt seemed to be a mantle worth wearing Being an inventor hasbecome a source of pride and strength

If cultivating an identity sounds daunting take heart A classicstudy in psychology shows that you can start with small steps Inthe 1960s two psychologists from Stanford University JonathanFreedman and Scott Fraser asked a researcher to go door-to-doorin an upscale neighborhood in Palo Alto California

Pg 158

indeed 83 percent of the home ownerspassed on the opportunity ldquo

Two weeks earlier thesame home owners had been approached by a volunteer claimingto represent a different driver-safety organization They wereasked to put a tiny Be a Safe Driver sign-less than half thesize of a postcard-in the window of their car or home The volunteersaid the sign was intended to make citizens more aware ofthe need to drive carefully This seemed such a trivial commitmentthat almost all of the home owners said yes

When the researcherscame back two weeks later and asked the home owners to installthe eyesore billboard 76 percent accepted it

the science of the billboardstudy says something pretty remarkable It shows us that peopleare receptive to developing new identities that identities growfrom small beginnings Once you start seeing yourself as a concernedcitizen youll want to keep acting like one Thats tremendouslygood news for someone leading a change effort It meansfor example that if you can show people why the environment isworth caring about it wont take years for them to think of themselvesas environmentalists It took only a few days for the homeowners to think of themselves as concerned citizens

You need to create the expectationof failure-not the failure of the mission itself but failureen route This notion takes us into a fascinating area of researchthat is likely to change the way you view the world

Main strategy 3 Shape the path3a Tweak the environment

bull TWEAK THE ENVIRONMENT When the situation changes the behavior

bull changes So change the situation [Throwing out the phone system at Rackspace

bull 1-Click ordering simplifying the online time sheet]bull Tweaking the environment is about making the right

behaviors a little bit easier and the wrong behaviors a little bit harder Its that simple

bull ]

Fundamental attribution error ndash we hurrily judge someonesomething from Direct

attributes but forget about situation that may have created those attributes

frequently blind to the power of situations In a famousarticle Stanford psychologist Lee Ross surveyed dozens ofstudies in psychology and noted that people have a systematictendency to ignore the situational forces that shape other peoplesbehavior He called this deep-rooted tendency the FundamentalAttribution Error The error lies in our inclination toattribute peoples behavior to the way they are rather than to thesituation they are in

how a smoother Path can change behavior consider someresearch that studied why college students did (or didnt) donatefood to a canned-food drive for charity The researchers knewsome students would be more charitable and generous thanothers and would be more inclined to donate food Theresearchers wondered Can we alter the situation so that jerks givetoo

Pg 182

Some students received a basicletter announcing the launch of a food drive the following weekand asking them to bring canned food to a booth on TressiderPlaza (a well-known spot on campus) Other students received amore detailed letter which included a map to the precise spot arequest for a can of beans and a suggestion that they think abouta time when theyd ordinarily be near Tressider Plaza so theywouldnt have to go out of their way to get there

Students who received the basic letter were not very generousOnly 8 percent of the saints donated and not a single one ofthe jerks

Students who received the more detailedletter were substantially more charitable 42 percent of thesaints donated and so did 2 5 percent of the jerks

Tweaking the environment is about making the right behaviorsa little bit easier and the wrong behaviors a little bit harder Itsthat simple

3b Build habit

bull When something becomes a habit our rational brain(rider) does not have to exert almost any energy or will power This will power energy is of limited supply and could not work for long stretch of time

bull So if step by step procedure some objective or main task could be turned into a habit it would be easier for human beings to do it

bull BUILD HABITS When behavior is habitual its free-it doesnt tax the Rider

bull Look for ways to encourage habits [Setting action triggers eating two bowls of

bull soup while dieting using checklists

Example or strategy to build habit

bull 21 days repetition method

3b Action trigger

Peter Gollwitzer a psychologist at New York University is thepioneer of work in this area He and colleague Veronika Brandstarterfound that action triggers are quite effective in motivatingaction

By preloading the decisionwe conserve the Riders self-control(it does not have to think about what to do)

In one study they tracked college students who had theoption to earn extra credit in a class by writing a paper about how they spent Christmas Eve But there was a catch To earn the credit they had to submit the paper by December 26 Most studentshad good intentions of writing the paper but only 33 percentof them got around to writing and submitting it Otherstudents in the study were required to set action triggers-tonote in advance exactly when and where they intended to write the report (for example Ill write this report in my dads officeon Christmas morning before everyone gets up) A whopping75 percent of those students wrote the report

3c Rally the herd

bull Social and peer pressure is a very strong force in motivating us to do something

bull So if influential celebrity type people do something the majority follow through Here 8020 rule applies

bull Again if someone could be told that the majority are doing this heshe would like to be the part of the group(here) and comply with Therefore become happy as becoming of a group that fulfills our belonging needs

bull The Elephant constantly looks to the herd for cues about how to behave

bull Other people are getting their work done on time Why wont you

bull RALLY THE HERD Behavior is contagious Help it spread [Fataki in Tanzaniafree spaces in hospitals seeding the tip jar]

By STANDER effect ndash humanbeings take decision after

looking what others doColumbia University students having volunteered for a researchstudy were asked to sit in a room and fill out a surveySome were left alone others were put in rooms with two otherstudents As they filled out their surveys a crisis emergedSmoke began to pour into the room through a wall vent Thesmoke continued to flow in irregular puffs until eventually theroom was filled with haze Of the students sitting in a room bythemselves 75 percent got up and found someone to alert aboutthe smoke But when three students were placed in the roomat the same time only 38 percent of the groups of three ever reportedthe smoke They just sat there inhaling the smoke eachindividuals inaction signaling to the other two people in theroom that this smoke cloud isnt such a big deal

In a similar study individuals or pairs who were completinga survey heard what sounded like a woman falling down loudlyon the other side of a room divider Of the lone bystanders 70percent went to help her but only 40 percent of the pairs helpedEven when the pairs helped they acted more slowly than the individuals

Why do groups fail to respond as well as individualsIn ambiguous situations-smoke pouring into a room theapparent sound of a fall-people look to others for cues abouthow to interpret the event If you see a man suddenly collapse atthe mall your brain races through possible interpretations Its aheart attack Or wait maybe he tripped and fell down Or whatif hes playing a gag on someone Youre reluctant to rush overimmediately because if he simply tripped your alarm-bell behaviorwill leave you both embarrassedIf youre the only person around to react youll probably makeyour best guess-heart attack-and rush over But if theres acrowd youve got two stimuli to process the collapse itself andthe crowds reaction to the collapse You might pause briefly tostudy the crowd Are other people acting like hes had a heart attackYou stand there idling ready to spring into action at thefirst sign of crisis But as you wait other people are looking backat you and when they see you idling your behavior becomes datafor their theory that its not an emergency And thats why threepeople can sit in a room filling with smoke and not make a peep

a group of socialpsychologists persuaded a hotel manager to test out a newsign in the hotel bathrooms The sign didnt mention the environmentat alIi it simply said that the the majority of guests atthe hotel reuse their towels at least once during their stay Itworked-guests who got this sign were 26 percent more likely toreuse their towels They took cues from the herdNote the downside though If the sign had said About 8of our guests decide to reuse their towels new guests would havebeen less likely to reuse theirs

SummaryHOW TO MAKE A SWITCHFor things to change somebody somewhere has to start actingdifferently Maybe its you maybe its your teamPicture that person (or people)Each has an emotional Elephant side and a rational Rider sideYouve got to reach both And youve also got to clear the wayfor them to succeed In short you must do three things

DIRECT the RiderFOLLOW THE BRIGHT SPOTS Investigate whats working and clone it [Jerrysternin in Vietnam solutions-focused therapy]SCRIPT THE CRITICAL MOVES Dont think big picture think in terms of specificbehaviors [1 milk four rules at the Brazilian railroad]POINT TO THE DESTINATION Change is easier when you know where youregoing and why its worth it [You ll be third graders soon No dry holes at BP]

MOTIVATE the ElephantFIND THE FEELING Knowing something isn t enough to cause change Makepeople feel something [Piling gloves on the table the chemotherapy video gameRobyn Waterss demos at Target]SHRINK THE CHANGE Break down the change until it no longer spooks the Elephant[The 5-Minute Room Rescue procurement reform]GROW YOUR PEOPLE Cultivate a sense of identity and instill the growth mindset[Brasilatas inventors junior-high math kids turnaround]

SHAPE the PathTWEAK THE ENVIRONMENT When the situation changes the behaviorchanges So change the situation [Throwing out the phone system at Rackspace1-Click ordering simplifying the online time sheet]BUILD HABITS When behavior is habitual its free-it doesnt tax the RiderLook for ways to encourage habits [Setting action triggers eating two bowls ofsoup while dieting using checklists]RALLY THE HERD Behavior is contagious Help it spread [Fataki in Tanzaniafree spaces in hospitals seeding the tip jar]

Summary Direct the Rider(Head rational thinker)

Heres the good news The Riders strengths are substantialand his flaws can be mitigated When you appeal to the Rider insideyourself or inside others you are trying to influence yourgame plan should be simpleFirst follow the bright spots Think of the Vietnamese childrenwho stayed well nourished against the odds or the Genentechsales reps who racked up sales against the odds AB you analyzeyour situation youre sure to find some things that are workingbetter than others Dont obsess about the failures Instead investigateand clone the successesNext give direction to the Rider-both a start and a finishSend him a destination postcard (Youll be a third grader soon)and script his critical moves (Buy 1 milk) When you do these things youll prepare the Rider to lead aswitch And youll arm him for the ongoing struggles with hisreluctant and formidable partner the Elephant

Summary Motivate the Elephant(Lazy pleasure loving self)

In times of change we need to remind ourselves and others againand again of certain basic truths Our brains and our abilities arelike muscles They can be strengthened with practice Were notborn skateboarders or scientists or nurses we must learn how toskateboard do science or care for sick people And our inspirationto change ourselves comes from our desire to live up to thoseidentitiesIn the story of Molly Howard we see that amazing things canhappen when you combine the aspiration of a new identity withthe persistence of the growth mindset Thats how you grow yourpeople

Over the past few chapters weve seen that the centralchallenge of change is keeping the Elephant moving forwardWhereas the Rider needs direction the Elephant needs motivationAnd weve seen that motivation comes from feelingknowledgeisnt enough to motivate change But motivation alsocomes from confidence The Elephant has to believe that its capableof conquering the change And there are two routes tobuilding peoples confidence so that they feel big relative totheir challenge You can shrink the change or grow your people(or preferably both)

Summary Shaping the pathOur picture of change is still incomplete though because itsclear that in some situations even a reluctant Elephant and a confusedRider will manage to change their behavior For instanceconsider the fact that even a lost angry driver who is hopelesslylate for an appointment will stop dutifully for a red lightThats why to make changes stick weve got to think aboutshaping the Path

First you need to tweak theenvironment to provide a free space for discussion At Alpha therotational teams had a private place to meet and that created afree space where the new identity could grow Do your own reformershave a private place where they can meet and coordinate

Second you should build good habits Recall the idea of actiontriggers-visualizing when and where you are going to dosomething important The interns at Alpha were essentially settingaction triggers They thought about what they would sayand how they would act when 9 pm came and the signoutprocess was triggered They mentally rehearsed how they wouldrespond if an argument flared up with the night resident Havemembers of your team rehearsed how theyll react when theymeet resistance from your organizations old guard

Finally you should rally the herd At Alpha the leaders helpedthe reformers find one another and the reformers began to createa language-as we saw in the examples of the designateddriver and Fataki-that allowed them to talk about their valueswith others As a leader you can help prod them to create this languageto find ways to articulate what is different and better aboutthe change you seek

We started the Path section by discussing the Fundamental AttributionError-the tendency to attribute behavior to peoplescharacter rather than to their environments Look again at theteaching-hospital example At Alpha 42 percent of superiors supportedthe change at Beta 66 percent supported it Almost all ofus would have put our money on Beta Not many of us whenconfronted with that data would have immediately thought Yesbut what about the situational forces

At the two hospitals individual character competed with situationalforces and situational forces won This brings us backfull circle to the food drive study where a jerk with clear instructionswas more charitable than a saint with generic instructionsThe line between saints and jerks wasnt as clear as we mighthave thought Neither was the line between supporters and resistersof hospital reformIf the right Path can turn a jerk into a saint then the rightPath can also turn a change enemy into an ally

ReferenceReference book HOW TO CHANGE THINGS WHEN CH ANGE IS HARD

By CHIP HEATH (a professor at the GraduateSchool of Business at Stanford University) and DAN HEATH(a senior fellow at Duke Universitys Centerfor the Advancement of Social Entrepreneurship(CASE))

• Change Management
• Reference
• Slide 3
• Rider
• Elephant
• Main strategy 1 Direct the Rider 1a Follow the brightspot
• Details of Vietnam example
• Slide 8
• Slide 9
• Main strategy 1 Direct the Rider 1b Script the critical move
• Slide 11
• Slide 12
• Main strategy 1 Direct the Rider 1c POINT TO THE DESTINATION
• Main strategy 2 Motivate the Elephant 2a Find the Feeling
• Slide 15
• Slide 16
• Slide 17
• Slide 18
• Slide 19
• Slide 20
• Slide 21
• Slide 22
• Slide 23
• Main strategy 2 Motivate the Elephant 2b Shrink the Change
• Slide 25
• Slide 26
• Slide 27
• Slide 28
• Slide 29
• Slide 30
• Slide 31
• Slide 32
• Slide 33
• Slide 34
• Slide 35
• Slide 36
• Slide 37
• Slide 38
• Slide 39
• Slide 40
• Main strategy 2 Motivate the Elephant 2c Grow your people(creating sense of identity amp instill growth mindset)
• Slide 42
• Slide 43
• Slide 44
• Slide 45
• Slide 46
• Slide 47
• Slide 48
• Slide 49
• Slide 50
• Slide 51
• Slide 52
• Slide 53
• Slide 54
• Slide 55
• Main strategy 3 Shape the path 3a Tweak the environment
• Fundamental attribution error ndash we hurrily judge someonesomething from Direct attributes but forget about situation that may have created those attributes
• Slide 58
• Slide 59
• 3b Build habit
• Slide 61
• Example or strategy to build habit
• 3b Action trigger
• Slide 64
• 3c Rally the herd
• Slide 66
• By STANDER effect ndash humanbeings take decision after looking what others do
• Slide 68
• Slide 69
• Slide 70
• Summary
• Slide 72
• Slide 73
• Summary Direct the Rider(Head rational thinker)
• Summary Motivate the Elephant(Lazy pleasure loving self)
• Slide 76
• Summary Shaping the path
• Slide 78
• Slide 79
• Slide 80
• Slide 81

ReferenceReference book HOW TO CHANGE THINGS WHEN CH ANGE IS HARD

By CHIP HEATH (a professor at the GraduateSchool of Business at Stanford University) and DAN HEATH(a senior fellow at Duke Universitys Centerfor the Advancement of Social Entrepreneurship(CASE))

bull Our human psychology prefers safety and security and so likes to be on the known path Any change means moving into an unknown zone and thereby pleasure loving and pain avoiding self likes to prevent it

bull Heath brothers provide some useful strategies to manage change in their book lsquoSWITCH How to change things when change is hardrsquo These strategies will be discussed here

Rider

bull It is our logical rational brain

bull It is a thinker likes to analyze

bull However it is not very good in analyzing when multiple options are provided Especially when we analyze without using pen and paper or similar things

Elephant

bull Our pleasure loving and pain avoiding self

bull It is lazy

bull It likes instant gratification rather than of future benefit

bull Rider(brain) may decide to do something but elephant may not want to do that

bull So knowing is not always doing

Main strategy 1 Direct the Rider 1a Follow the brightspot

bull 1a Find and follow the brightspot gtgtgtbull Brightspot is something you have done earlier which

may be the solution to the problem You just to find it and clone it

bull Brightspot is something already in use by some segment of your population community country that may be the solution to the problem

bull So finding and following brightspot means looking into yourself your own community country before looking outside

bull Example Vietnamrsquos malnutrition problem addressed by local solution - 4 meals(servings) a day adding crabs and shrimps and green potatoes

Details of Vietnam example

bull In 1990 Jery Sternin went to Vietnam as an executive of Save the Children Funda NGO It opened its office in Vietnam for the first time Malnutrion problem is rampant in Vietnam And vietnames govt gave only 6 months to bring substational change in that situation

bull Malnutriontion is associated with some other factors like poverty sanitation education etc

bull Vietnam is a poor country without any good sanitation system Literacy rate is low

bull To address such related factors is a huge task and may take decades and loads of monetary and human resources

bull So what Sternin did he commissioned a survey to find out despite all these odds whether there were some kids who were healthy

bull In the survey it was found that in a few localities(villages) kids grew up healthy Their socio-economic condition was no better than other vietnamese

bull The only difference came out was that the kids were served four times a day instead of usual two times a day Further healthy kids mothers added crabs and shrimps in their meals which were usually considered suitable for adults

bull This was the brightspot Sternin found and he introduced it other villages He brought different groups of people two that two model villages to see themselves about it and implement in their own localities

Main strategy 1 Direct the Rider 1b Script the critical move

bull At any task or outcome there are some sub tasks Among the subtasks only one or two are nearly responsible for the major portion of the task

bull Pareto principle states that 80 of the outcome is caused by 20 of the effort

bull So it would be extremely beneficial to figure out which subtask or subtasks are the critical moves

bull Then clearly and precisely what to be done with this critical move may be mentioned The reason if left with analyzing of brain to figure out the actual procedures to be taken it may take too long and fall into analysis-paralysis or simply confused(Refer to hip pain patient where 53 of the doctors excluded second drug and just opted for surgery which went against common sense)

bull So this critical move may be scripted(written) with precise concrete instruction

bull Example to fight against obesity Americans are to be advised to eat healthy foods Mentioning every meal with a list of diet tax human minds a lot and usually not successful

bull So the researchers decided to pick a critical one and that is milk in break fast

bull They found that if milk intake in the breakfast could be changed from whole fat to low fat(1 fat) then the saturated fat level in most American will come below the danger level

Main strategy 1 Direct the Rider1c POINT TO THE DESTINATION

bull A clear concrete precise(if possible given in numbers like 10 profit increase this year) goal

bull Sometimes 100 success goal is good to clear any ambiguity

bull Example BPrsquos no dry holes goal The management found that when their geologists say that this field has more than 75 probability of having oil usually they find it So it would be better to go for 100 success rate Industrial standard was 1 in 8 holes BPrsquos standard was 1 out of 5 holes After taking the lsquono dryholersquo goal BPrsquos success rate has become 2 out of 3 thatrsquos very good at any standard

Main strategy 2 Motivate the Elephant

2a Find the Feelingbull To motivate the pleasure loving pain

avoiding self(elephant) it is best to show the real thing give him the tactile feeling odour taste etc

bull Example tagging the gloves with price and put them in the conference table to motivate the managers to purchase wisely and cheap

In The Heart oChange John Kotter and Dan Cohen report ona study they conducted with the help of a team at Deloitte ConsultingThe project team interviewed over 400 people acrossmore than 130 companies in the United States Europe Australiaand South Africa in hopes of understanding why change happensin large organizations Summarizing the data Kotter andCohen said that in most change situations managers initiallyfocus on strategy structure culture or systems which leads themto miss the most important issue

Jon Stegner believed the company he worked for a large manufacturerwas wasting vast sums of money I thought we had anopportunity to drive down purchasing costs not by 2 percent butby something on the order of $1 billion over the next five years said Stegner who i s quoted i n John Kotter and Dan Cohens essentialbook The Heart of ChangeTo reap these savings a big process shift would be requiredand for that shift to occur Stegner knew that hed have to convincehis bosses

Seeking a compelling example of the companys poor purchasinghabits Stegner assigned a summer student intern to investigate a single item-work gloves which workers in most ofthe companys factories wore The student embarked on a missionto identify all the types of gloves used in all the companys factoriesand then trace back what the company was paying for themThe intrepid intern soon reported that the factories werepurchasing 424 different kinds of gloves Furthermore they wereusing different glove suppliers and they were all negotiating theirown prices The same pair of gloves that cost $5 at one factorymight cost $17 at another

At Stegners request the student collected a specimen of everyone of the 424 different types of gloves and tagged each with theprice paid Then all the gloves were gathered up brought to theboardroom and piled up on the conference table Stegner invitedall the division presidents to come visit the Glove Shrine

They could see the prices Theylooked at two gloves that seemed exactly alike yet onewas marked $322 and the other $105 5 Its a rare eventwhen these people dont have anything to say But thatday they just stood with their mouths gapingThe gloves exhibit soon became a traveling road show visitingdozens of plants The reaction was visceral This is crazy Werecrazy And weve got to make sure this stops happening Soon Stegnerhad exactly the mandate for change that hed sought Thecompany changed its purchasing process and saved a great deal ofmoney This was exactly the happy ending everyone wanted

Most of us would not have tried what Stegnerdid It would have been so easy so natural to make a presentationthat spoke only to the Rider Think of the possibilities thespreadsheets the savings data the cost-cutting protocols the recommendationsfor supplier consolidation the exquisite logic forcentral purchasing You could have created a 12-tabbed MicrosoftExcel spreadsheet that would have made a tax accountant weepwith joy But instead of doing any of that Stegner dumped abunch of gloves on a table and invited his bosses to see themIf there is such a thing as white-collar courage surely this was an instance

Stegner knew that if things were going to change he had toget his colleagues Elephants on his side If he had made an analyticalappeal he probably would have gotten some supportivenods and the execs might have requested a follow-up meetingsix weeks later (and then rescheduled it) The analytical case wascompelling-by itself it might have convinced Stegners colleaguesthat overhauling the purchasing system would be an importantthing to do next yearRemember that if you reach your colleagues Riders but nottheir Elephants they will have direction without motivationMaybe their Riders will drag the Elephant down the road for awhile but as weve seen that effort cant last longOnce you break through to feeling though things changeStegner delivered a jolt to his colleagues First they thought tothemselves were crazy Then they thought we can fix this Everyonecould think of a few things to try to fix the glove problemandby extension the ordering process as a whole That got theirElephants fired up to move

bull Kotter and Cohen observed that in almost all successful change efforts the sequence of change is not ANALYZETHINK-CHANGE but rather SEE-FEEL-CHANGE

Most of us would create a businesscase for the power of design Wed compile a PowerPoint presentationwith charts and graphs and strategically selected quotesfrom the chairman whod embraced the design-forward vision

When we finished our presentation everyone in the room wouldunderstand what we meant They might even agree But wouldthey change their behavior Kotters research suggests no

Main strategy 2 Motivate the Elephant

2b Shrink the Changebull If the task appears very big elephant does not want to

do it So if the elephant is tricked to do only a portion of the task or for a small time eventually the whole task to be done It is always harder to start

bull Our human emotional sides require instant gratification and sense of achieving(winning) So accomplishing subtask that is relatively easier and less time consuming provides this psychological boost

bull Example So the change may first applied to a village than to the whole country

bull Example Instead of 60 minutes students may be asked to study for 5 minutes

A local car wash ran a promotion featuring loyalty cards Everytime customers bought a car wash they got a stamp on theircards and when they filled up their cards with eight stamps theygot a free washAnother set of customers at the same car wash got a slightlydifferent loyalty card They needed to collect ten stamps (ratherthan eight) to get a free car wash-but they were given a headstart When they received their cards two stamps had alreadybeen addedThe goal was the same for both sets of customers Buy eightadditional car washes get a reward But the psychology was differentIn one case youre 20 percent of the way toward a goaland in the other case youre starting from scratch A few monthslater only 1 9 percent of the eight-stamp customers had earned afree wash versus 34 percent of the head-start group (And thehead-start group earned the free wash faster)

People find it more motivating to be partly finished with alonger journey than to be at the starting gate of a shorter oneThats why the conventional wisdom in development circles isthat you dont publicly announce a fund-raising campaign for acharity until youve already got 50 percent of the money in thebag (After all who wants to give the first $ 1 00 to a $ 1 millionfund-raising campaign)One way to motivate action then is to make people feel asthough theyre already closer to the finish line than they might have thought

That sense of progress is critical because the Elephant in usis easily demoralized Its easily spooked easily derailed and forthat reason it needs reassurance even for the very first step ofthe journeyIf youre leading a change effort you better start looking forthose first two stamps to put on your teams cards Rather thanfocusing solely on whats new and different about the change tocome make an effort to remind people whats already been conquered

A business cliche commands us to raise the bar But thatsexactly the wrong instinct if you want to motivate a reluctant ElephantYou need to lower the bar Picture taking a high-jump barand lowering it so far that it can be stepped overIf you want a reluctant Elephant to get moving you need toshrink the change

a clever self-help technique calledthe 5-Minute Room Rescue proposed by Marla Cilley a homeorganizingguru who calls herself the Fly Lady (think of zoomingthrough your housecleaning with wings) Heres what you doGet a kitchen timer and set it for 5 minutes Then go to the worstroom in your house-the one youd never let a guest see-andas the timer ticks down start clearing a path and when the timerbuzzes you can stop with a clear conscience

This is an Elephant trick The Elephant hates doing things with no immediate payoff

To get the Elephant off its duff you need to reassureit that the task wont be so bad Look its just 5 minutesHow bad can it be

What good is a 5-minute session of cleaning Not much Itgets you moving though and thats the hardest part Starting anunpleasant task is always worse than continuing it So once youstart cleaning house chances are you wont stop at 5 minutesYoull be surprised at how fast things turn around Youll start totake pride in your accomplishments-starting with the cleansink then the clean bathroom then the clean downstairs areaandthat pride and confidence will build on itself A virtuous circleBut you couldnt have enjoyed the virtuous circle without first shrinking the change

In his book TheTotal Money Makeover Ramsey

One of Ramseys best-known and most controversial debtfightingtechniques is the Debt Snowball When the Farrarsfound themselves with over $ 1 00000 in debt (not includingtheir mortgage) they started working on the Debt SnowballThe first step was to list all their debts-everything from creditcards to overdue electric bills to student loans-and then arrangethem in order from smallest to largest Next their instructionswere to make only the minimum payments on every debt withone exception

After the minimum payments were made everyavailable dollar would be put toward the first debt on the list Becausethe first debt was the smallest one it could be paid off relativelyquickly and the Farrars could cross it off the list and thendirect every available dollar to paying off the second debt thenthe third then the fourth As they crossed off each debt theywere able to eliminate a minimum payment which gave themmore cash to attack the next debt Thats why the strategy iscalled a Debt Snowball With each debt that is conquered the snowball of money applied to the next debt grows and rolls a little faster

Notice whats missing here any mention of interest rates Ifthe Farrars smallest debt was a past-due utility bill with no in

terest charges whatsoever Ramsey still advised them to pay it offbefore tackling any of their credit card bills which might have interestrates of 20 percent or aboveThis advice makes the average financial adviser cringe Afterall simple math tells us that were financially better-off if we paydown high-interest debt first

Ramsey writes --Being a certified nerd I always used to start with makingthe math work I have learned that the math doesneed to work but sometimes motivation is more importantthan math This is one of those times Faceit if you go on a diet and lose weight the first week youwill stay on that diet If you go on a diet and gain weightor go six weeks with no visible progress you will quitWhen training salespeople I try to get them a sale ortwo quickly because that fires them up When you startthe Debt Snowball and in the first few days pay off acouple oflittle debts trust me it lights your fire I dontcare if you have a masters degree in psychology youneed quick wins to get fired up And getting fired up issuper-important

Most financial advisers recommend that their clients paydown high-interest debt first in order to optimize the impact oftheir money But Ramseys not trying to solve an optimizationproblem hes trying to solve an Elephant problem The reasonpeople get themselves into financial trouble he knows is thatthey lose control They begin to feel powerless in the face of amountain of debt And you cant combat powerlessness withmath You combat it by proving to people that they can win Ifyou pay $ 1 8 5 toward a $20000 debt on a high-interest creditcard youre still going to feel hopeless But if you completely payoff a $ 1 8 5 overdue utility bill you can cross it off yo r list Youvewon a victory over debtRamsey is using the same strategy as the Fly Lady with her5-Minute Room Rescue-if people are facing a daunting taskand their instinct is to avoid it youve got to break down the taskShrink the change Make the change small enough that they canthelp but score a victory Once people clean a single room or payoff a single debt their dread starts to dissipate and their progressbegins to snowballC

One way to shrink change then is to limit the investment youreasking for-only 5 minutes of housecleaning only one smalldebt Another way to shrink change is to think of small winsmilestonesthat are within reach (Our dad Fred Heath whoworked over thirty years for IBM would tell his teams that whenmilestones seemed too distant they should look for inch pebblesNice one Dad)

Kelman a professor of public management at Harvard UniversitysKennedy School of Government got a call from theClinton administration in 1 993 asking him to lead the Officeof Federal Procurement Policy (OFPP) As the head of OFPp hewould be responsible for reforming the governments procurementefforts

Kelman was reluctant to head up OFPp knowing there wasa pretty good chance that despite his best efforts nothing wouldchange but in the end he accepted the job He knew exactly whathe was getting into because three years earlier hed written a bookabout procurement reformThere were lots of problems with procurement Over theyears the government had established many protocols and protectionsto prevent abuses of various kinds There were good intentionsbehind these protections but as they built up layerupon layer they began to cause more harm than the abusestheyd been designed to prevent For instance when makingpurchase decisions procurement officials could not use evidenceof vendors past performance

Kelman knew hed have to make some progress quickly or elsehed be dismissed If an example of successful change couldsomehow be achieved quickly it might be possible to use that toset other changes in motion he wrote later He sought a victorythat would be fast achievable and visible-a small win thatwould work for all of his constituents whether the Defense Departmentor the Health and Human Services Department If hecould get their Elephants moving with an easy mission-the governmentequivalent of the 5-Minute Room Rescue-he thoughthe would be able to keep them moving

One day a conversation with a government employee sparkedan idea The employee told Kelman that when she needed simpleinexpensive items such as a few computer disks the procurementrules made it impossible for her to walk to thecomputer superstore across the str1048958et and buy them She foundthis limitation was infuriatingKelman spotted an opportunity He went to the senior procurementexecutives and issued a challenge I want you to doubleyour agencys use ofgovernment credit cards over the next year (Noticethe precision of the challenge a la the 1 milk campaign By

being specific about the behavioral change Kelman was directinghis constituents Riders) In his vision anytime employees neededsomething small-computer disks or a replacement hard driveor a carton of office paper-they should be able to march acrossthe street armed with their credit cards and purchase what theyneeded on the spot Kelman asked the agencies to make a formalPledge to embrace the idea The agencies were supportive soKelman pushed further Over the next year he organized fourmore pledgesso here they donrsquot need quotation or tender Government may check later whether it complies fair price policy

The second pledge was a biggie Kelman asked the agencies tobreak with the tradition of ignoring past performance He knewthis would be a tough sell so he decided to push for it publiclyonly when he was sure he had at least eight agencies onboard Hehit the phones and his employees and advisers rallied the peoplein their networks Eventually his team had eight agencies signedup but he wasnt finished After we got to nine agencies participationstarted snowballing and soon we could say to the holdoutsAlmost everyone but you is participating (This outcomeforeshadows a point that we make in Chapter 1 0 about behaviorbeing contagious Kelman managed to address all three parts ofthe framework-directing the Rider motivating the Elephantand shaping the Path)

When you engineer early successes what youre really doing isengineering hope Hope is precious to a change effort Its Elephantfuel

Main strategy 2 Motivate the Elephant2c Grow your people(creating sense of

identity amp instill growth mindset)bull Be noted identity may be created it is not always

inherited thing For example creating identity like Iutians are hard working gives a boost to the elephant to do something

bull So this identity to be created in positive way bull Identity may be achieved by birth and or individual

endeavour For example citizen of a country(by birth) is an identity received by birth while lsquoEngineerrsquo identity that is earned through hard study

bull Growth mindset to be instilled by removing limiting belief that things could not be changed by trying The new belief system should be that anything could be learnt and anything is possible

bull Example Brasilatas inventors

The St Lucia Parrot exists only o n the Caribbean island o f StLucia Its gorgeous with a vivid turquoise blue face lime greenwings and a striking red shield on its chest In 1977 only onehundred St Lucia Parrots were left on the island The populationhad been decimated by habitat destruction hunters andpeople who trapped them to use as pets The St Lucia Parrotseemed doomed in the words of one biologist the species couldnot escape oblivion by the year 2000Enter an unlikely savior college student Paul Butler In 1977Butler was finishing his last year of studies at North-East LondonPolytechnic Butlers passion was conservation and hed previouslyspent five weeks completing a field research expedition inSt Lucia where hed studied the parrot and submitted recommendationsfor preserving the species

Pg 149

Weve seen that one way to motivate a switch is to shrink thechange which makes people feel big relative to the challengeBut here were seeing something different Paul Butler didntshrink the change Instead he grew the people He made the StLucians swell with pride over their parrot-a species that existsnowhere else He inspired them to feel more determined moreready more motivated And when you build people up in thisway they dtvelop the strength to act

In essence Butlers goal was to convince St Lucians that theywere the kind of people who protected their own In public eventsButler stressed This parrot is ours Nobody has this but us Weneed to cherish it and look after it He did everything in hispower to make the public more familiar with the bird He hostedSt Lucia Parrot puppet shows distributed T-shirts cajoled a localband to record songs about the bird convinced local hotels toprint up bumper stickers recruited volunteers to dress up in parrotcostumes and visit local schools and asked local ministers tocite relevant Bible verses (for instance verses that instructed believersto be good stewards of the things that were in their trust)

James March a professor of politicalscience at Stanford University March says that when peoplemake choices they tend to rely on one of two basic models ofdecision making the consequences model or the identity modelThe consequences model is familiar to students of economicsIt assumes that when we have a decision to make we weigh thecosts and benefits of our options and make the choice thatmaximizes our satisfaction Its a rational analytical approachThis is the approach that Paul Buder knew would fail withSt Lucians because there simply wasnt a strong costbenefitcase for the parrot

In the identity model of decision making we essentially askourselves three questions when we have a decision to make Whoam l What kind of situation is this What would someone like medo in this situation Notice whats missing any calculation of costsand benefits The identity model explains the way most peoplevote which contradicts our notion of the self-interested voterIt helps to shed light on why an auto mechanic in Oklahomawould vote against a Democrat whod give him health insuranceand why a Silicon Valley millionaire would vote against a Republicanwhod cut her taxes

Generally when we use the word identity were talking aboutan immutable trait of some kind-such as a racial ethic orregional identity But thats a relatively narrow use of the termWere not just born with an identity we adopt identities throughoutour lives We aspire to be good mothers or fathers devoutCatholics or Muslims patriotic citizens and so on

Or consider a professional identity such as being a scientistClearly youre not born a scientist Its an identity you seek outand one that others such as your professors and mentors consciouslycultivate in you As you develop and grow in that identityit becomes an increasingly important part of your self-imageand triggers the kind of decision making that March describes

Its critical to realize that these identity stories arent just specialcase situations confined to scientists or nurses or St LuciansIdentity is going to play a role in nearly every change situationEven yours When you think about the people whose behaviorneeds to change ask yourself whether they would agree with thisstatement I aspire to be the kind of person who would makethis change If their answer is yes thats an enormous factor in your favor If their answer is no then youll have to work hard toshow them that they should aspire to a different self-image Andthats exactly what Paul Butler did in St Lucia He convinced theislands citizens to think This is our bird-if we want to be goodSt Lucians wed better protect it

in a business context consider a firmthat invented an identity that subsequently became the engine ofits success The firm is Brasilata-its a US$ 1 70 million manufacturingfirm in Brazil that produces various kinds of steel cansAs youd imagine the can manufacturing industry is relativelymature-not much growth not much excitement But Brasilatadefies the stereotype of a boring stuck-in-its ways manufacturerIn fact it has one of the best reputations for innovation of anycompany in Latin America

How does a manufacturer of cans become known as an innovatorBrasilatas founders were inspired by the philosophy ofJapanese car manufacturers like Honda and Toyota which empoweredtheir frontline employees to take ownership of theirwork For instance at Toyota any employee who spotted a defectcould stop the assembly line (this would have been unthinkablein Detroit at the time) Toyota and Honda also actively solicited

ideas for innovation from their employees In 1 987 the foundersof Brasilata launched an employee-innovation program modeledon the Japanese forerunnersA new identity was the core of the program Employees ofBrasilata hecame known as inventors and when new employeesjoined the firm they were asked to sign an innovation contractThis wasnt simply feel-good language Top management challengedemployees to be on the lookout for potential innovationsideasfor how to create better products improve productionprocesses and squeeze costs out of the system Procedures developedwithin the factory made it easy for inventors to submit theirideas

The program succeeded beyond any reasonable expectationsIn 2008 employees submitted 1 34846 ideas-an averageof 1452 ideas per inventor This figure puts Brasilata on par withthe Japanese trendsetters that had inspired the programMany of the suggestions led to the development of new productsFor instance in late 2008 Brasilata came up with a new approachfor steel cans designed to carry dangerous or flammableliquids To meet United Nations standards such cans must beable to withstand a drop from 1 2 meters (roughly 4 feet) Traditionallymost manufacturers had reached this standard by thickeningthe metal layers which used up more raw material andrequired new production processes And the reinforced designswerent foolproof-the metal seams were prone to split if a canlanded on an edgeBrasilatas inventors

suggested a new design inspired by carbumpers that collapse on impact Their new steel can deformedslightly on impact reducing stress on the critical seam The newdesign resisted impact better while also reducing the amount ofsteel in the canThe inventors have led Brasilata through emergencies In200 1 a severe energy crisis-the blackout syndrome ndashforced

the government of Brazil to ration energy Businesses received astrict quota of electricity The inventors went to work dreamingup power-saving ideas-hundreds of them Within a few weeksBrasilatas energy consumption was reduced by 35 percent fallingbelow the companys quota and allowing the company to resell itsextra energy

Another unexpected idea was jointly suggested by two employeesEliminate our jobs theyre not necessary anymore The ideawas accepted but the company found a new place for the employeesBrasilata has a no-dismissal policy and also distributes1 5 percent of its net profits to employees Its no surprise thatBrasilata consistently appears on best places to work lists inBrazilLets remember something This inventor identity whichhas fueled business success and employee satisfaction was madeup None of Brasilatas employees were born inventors Theidentity was introduced to them and they liked the sound of itIt seemed to be a mantle worth wearing Being an inventor hasbecome a source of pride and strength

If cultivating an identity sounds daunting take heart A classicstudy in psychology shows that you can start with small steps Inthe 1960s two psychologists from Stanford University JonathanFreedman and Scott Fraser asked a researcher to go door-to-doorin an upscale neighborhood in Palo Alto California

Pg 158

indeed 83 percent of the home ownerspassed on the opportunity ldquo

Two weeks earlier thesame home owners had been approached by a volunteer claimingto represent a different driver-safety organization They wereasked to put a tiny Be a Safe Driver sign-less than half thesize of a postcard-in the window of their car or home The volunteersaid the sign was intended to make citizens more aware ofthe need to drive carefully This seemed such a trivial commitmentthat almost all of the home owners said yes

When the researcherscame back two weeks later and asked the home owners to installthe eyesore billboard 76 percent accepted it

the science of the billboardstudy says something pretty remarkable It shows us that peopleare receptive to developing new identities that identities growfrom small beginnings Once you start seeing yourself as a concernedcitizen youll want to keep acting like one Thats tremendouslygood news for someone leading a change effort It meansfor example that if you can show people why the environment isworth caring about it wont take years for them to think of themselvesas environmentalists It took only a few days for the homeowners to think of themselves as concerned citizens

You need to create the expectationof failure-not the failure of the mission itself but failureen route This notion takes us into a fascinating area of researchthat is likely to change the way you view the world

Main strategy 3 Shape the path3a Tweak the environment

bull TWEAK THE ENVIRONMENT When the situation changes the behavior

bull changes So change the situation [Throwing out the phone system at Rackspace

bull 1-Click ordering simplifying the online time sheet]bull Tweaking the environment is about making the right

behaviors a little bit easier and the wrong behaviors a little bit harder Its that simple

bull ]

Fundamental attribution error ndash we hurrily judge someonesomething from Direct

attributes but forget about situation that may have created those attributes

frequently blind to the power of situations In a famousarticle Stanford psychologist Lee Ross surveyed dozens ofstudies in psychology and noted that people have a systematictendency to ignore the situational forces that shape other peoplesbehavior He called this deep-rooted tendency the FundamentalAttribution Error The error lies in our inclination toattribute peoples behavior to the way they are rather than to thesituation they are in

how a smoother Path can change behavior consider someresearch that studied why college students did (or didnt) donatefood to a canned-food drive for charity The researchers knewsome students would be more charitable and generous thanothers and would be more inclined to donate food Theresearchers wondered Can we alter the situation so that jerks givetoo

Pg 182

Some students received a basicletter announcing the launch of a food drive the following weekand asking them to bring canned food to a booth on TressiderPlaza (a well-known spot on campus) Other students received amore detailed letter which included a map to the precise spot arequest for a can of beans and a suggestion that they think abouta time when theyd ordinarily be near Tressider Plaza so theywouldnt have to go out of their way to get there

Students who received the basic letter were not very generousOnly 8 percent of the saints donated and not a single one ofthe jerks

Students who received the more detailedletter were substantially more charitable 42 percent of thesaints donated and so did 2 5 percent of the jerks

Tweaking the environment is about making the right behaviorsa little bit easier and the wrong behaviors a little bit harder Itsthat simple

3b Build habit

bull When something becomes a habit our rational brain(rider) does not have to exert almost any energy or will power This will power energy is of limited supply and could not work for long stretch of time

bull So if step by step procedure some objective or main task could be turned into a habit it would be easier for human beings to do it

bull BUILD HABITS When behavior is habitual its free-it doesnt tax the Rider

bull Look for ways to encourage habits [Setting action triggers eating two bowls of

bull soup while dieting using checklists

Example or strategy to build habit

bull 21 days repetition method

3b Action trigger

Peter Gollwitzer a psychologist at New York University is thepioneer of work in this area He and colleague Veronika Brandstarterfound that action triggers are quite effective in motivatingaction

By preloading the decisionwe conserve the Riders self-control(it does not have to think about what to do)

In one study they tracked college students who had theoption to earn extra credit in a class by writing a paper about how they spent Christmas Eve But there was a catch To earn the credit they had to submit the paper by December 26 Most studentshad good intentions of writing the paper but only 33 percentof them got around to writing and submitting it Otherstudents in the study were required to set action triggers-tonote in advance exactly when and where they intended to write the report (for example Ill write this report in my dads officeon Christmas morning before everyone gets up) A whopping75 percent of those students wrote the report

3c Rally the herd

bull Social and peer pressure is a very strong force in motivating us to do something

bull So if influential celebrity type people do something the majority follow through Here 8020 rule applies

bull Again if someone could be told that the majority are doing this heshe would like to be the part of the group(here) and comply with Therefore become happy as becoming of a group that fulfills our belonging needs

bull The Elephant constantly looks to the herd for cues about how to behave

bull Other people are getting their work done on time Why wont you

bull RALLY THE HERD Behavior is contagious Help it spread [Fataki in Tanzaniafree spaces in hospitals seeding the tip jar]

By STANDER effect ndash humanbeings take decision after

looking what others doColumbia University students having volunteered for a researchstudy were asked to sit in a room and fill out a surveySome were left alone others were put in rooms with two otherstudents As they filled out their surveys a crisis emergedSmoke began to pour into the room through a wall vent Thesmoke continued to flow in irregular puffs until eventually theroom was filled with haze Of the students sitting in a room bythemselves 75 percent got up and found someone to alert aboutthe smoke But when three students were placed in the roomat the same time only 38 percent of the groups of three ever reportedthe smoke They just sat there inhaling the smoke eachindividuals inaction signaling to the other two people in theroom that this smoke cloud isnt such a big deal

In a similar study individuals or pairs who were completinga survey heard what sounded like a woman falling down loudlyon the other side of a room divider Of the lone bystanders 70percent went to help her but only 40 percent of the pairs helpedEven when the pairs helped they acted more slowly than the individuals

Why do groups fail to respond as well as individualsIn ambiguous situations-smoke pouring into a room theapparent sound of a fall-people look to others for cues abouthow to interpret the event If you see a man suddenly collapse atthe mall your brain races through possible interpretations Its aheart attack Or wait maybe he tripped and fell down Or whatif hes playing a gag on someone Youre reluctant to rush overimmediately because if he simply tripped your alarm-bell behaviorwill leave you both embarrassedIf youre the only person around to react youll probably makeyour best guess-heart attack-and rush over But if theres acrowd youve got two stimuli to process the collapse itself andthe crowds reaction to the collapse You might pause briefly tostudy the crowd Are other people acting like hes had a heart attackYou stand there idling ready to spring into action at thefirst sign of crisis But as you wait other people are looking backat you and when they see you idling your behavior becomes datafor their theory that its not an emergency And thats why threepeople can sit in a room filling with smoke and not make a peep

a group of socialpsychologists persuaded a hotel manager to test out a newsign in the hotel bathrooms The sign didnt mention the environmentat alIi it simply said that the the majority of guests atthe hotel reuse their towels at least once during their stay Itworked-guests who got this sign were 26 percent more likely toreuse their towels They took cues from the herdNote the downside though If the sign had said About 8of our guests decide to reuse their towels new guests would havebeen less likely to reuse theirs

SummaryHOW TO MAKE A SWITCHFor things to change somebody somewhere has to start actingdifferently Maybe its you maybe its your teamPicture that person (or people)Each has an emotional Elephant side and a rational Rider sideYouve got to reach both And youve also got to clear the wayfor them to succeed In short you must do three things

DIRECT the RiderFOLLOW THE BRIGHT SPOTS Investigate whats working and clone it [Jerrysternin in Vietnam solutions-focused therapy]SCRIPT THE CRITICAL MOVES Dont think big picture think in terms of specificbehaviors [1 milk four rules at the Brazilian railroad]POINT TO THE DESTINATION Change is easier when you know where youregoing and why its worth it [You ll be third graders soon No dry holes at BP]

MOTIVATE the ElephantFIND THE FEELING Knowing something isn t enough to cause change Makepeople feel something [Piling gloves on the table the chemotherapy video gameRobyn Waterss demos at Target]SHRINK THE CHANGE Break down the change until it no longer spooks the Elephant[The 5-Minute Room Rescue procurement reform]GROW YOUR PEOPLE Cultivate a sense of identity and instill the growth mindset[Brasilatas inventors junior-high math kids turnaround]

SHAPE the PathTWEAK THE ENVIRONMENT When the situation changes the behaviorchanges So change the situation [Throwing out the phone system at Rackspace1-Click ordering simplifying the online time sheet]BUILD HABITS When behavior is habitual its free-it doesnt tax the RiderLook for ways to encourage habits [Setting action triggers eating two bowls ofsoup while dieting using checklists]RALLY THE HERD Behavior is contagious Help it spread [Fataki in Tanzaniafree spaces in hospitals seeding the tip jar]

Summary Direct the Rider(Head rational thinker)

Heres the good news The Riders strengths are substantialand his flaws can be mitigated When you appeal to the Rider insideyourself or inside others you are trying to influence yourgame plan should be simpleFirst follow the bright spots Think of the Vietnamese childrenwho stayed well nourished against the odds or the Genentechsales reps who racked up sales against the odds AB you analyzeyour situation youre sure to find some things that are workingbetter than others Dont obsess about the failures Instead investigateand clone the successesNext give direction to the Rider-both a start and a finishSend him a destination postcard (Youll be a third grader soon)and script his critical moves (Buy 1 milk) When you do these things youll prepare the Rider to lead aswitch And youll arm him for the ongoing struggles with hisreluctant and formidable partner the Elephant

Summary Motivate the Elephant(Lazy pleasure loving self)

In times of change we need to remind ourselves and others againand again of certain basic truths Our brains and our abilities arelike muscles They can be strengthened with practice Were notborn skateboarders or scientists or nurses we must learn how toskateboard do science or care for sick people And our inspirationto change ourselves comes from our desire to live up to thoseidentitiesIn the story of Molly Howard we see that amazing things canhappen when you combine the aspiration of a new identity withthe persistence of the growth mindset Thats how you grow yourpeople

Over the past few chapters weve seen that the centralchallenge of change is keeping the Elephant moving forwardWhereas the Rider needs direction the Elephant needs motivationAnd weve seen that motivation comes from feelingknowledgeisnt enough to motivate change But motivation alsocomes from confidence The Elephant has to believe that its capableof conquering the change And there are two routes tobuilding peoples confidence so that they feel big relative totheir challenge You can shrink the change or grow your people(or preferably both)

Summary Shaping the pathOur picture of change is still incomplete though because itsclear that in some situations even a reluctant Elephant and a confusedRider will manage to change their behavior For instanceconsider the fact that even a lost angry driver who is hopelesslylate for an appointment will stop dutifully for a red lightThats why to make changes stick weve got to think aboutshaping the Path

First you need to tweak theenvironment to provide a free space for discussion At Alpha therotational teams had a private place to meet and that created afree space where the new identity could grow Do your own reformershave a private place where they can meet and coordinate

Second you should build good habits Recall the idea of actiontriggers-visualizing when and where you are going to dosomething important The interns at Alpha were essentially settingaction triggers They thought about what they would sayand how they would act when 9 pm came and the signoutprocess was triggered They mentally rehearsed how they wouldrespond if an argument flared up with the night resident Havemembers of your team rehearsed how theyll react when theymeet resistance from your organizations old guard

Finally you should rally the herd At Alpha the leaders helpedthe reformers find one another and the reformers began to createa language-as we saw in the examples of the designateddriver and Fataki-that allowed them to talk about their valueswith others As a leader you can help prod them to create this languageto find ways to articulate what is different and better aboutthe change you seek

We started the Path section by discussing the Fundamental AttributionError-the tendency to attribute behavior to peoplescharacter rather than to their environments Look again at theteaching-hospital example At Alpha 42 percent of superiors supportedthe change at Beta 66 percent supported it Almost all ofus would have put our money on Beta Not many of us whenconfronted with that data would have immediately thought Yesbut what about the situational forces

At the two hospitals individual character competed with situationalforces and situational forces won This brings us backfull circle to the food drive study where a jerk with clear instructionswas more charitable than a saint with generic instructionsThe line between saints and jerks wasnt as clear as we mighthave thought Neither was the line between supporters and resistersof hospital reformIf the right Path can turn a jerk into a saint then the rightPath can also turn a change enemy into an ally

ReferenceReference book HOW TO CHANGE THINGS WHEN CH ANGE IS HARD

By CHIP HEATH (a professor at the GraduateSchool of Business at Stanford University) and DAN HEATH(a senior fellow at Duke Universitys Centerfor the Advancement of Social Entrepreneurship(CASE))

• Change Management
• Reference
• Slide 3
• Rider
• Elephant
• Main strategy 1 Direct the Rider 1a Follow the brightspot
• Details of Vietnam example
• Slide 8
• Slide 9
• Main strategy 1 Direct the Rider 1b Script the critical move
• Slide 11
• Slide 12
• Main strategy 1 Direct the Rider 1c POINT TO THE DESTINATION
• Main strategy 2 Motivate the Elephant 2a Find the Feeling
• Slide 15
• Slide 16
• Slide 17
• Slide 18
• Slide 19
• Slide 20
• Slide 21
• Slide 22
• Slide 23
• Main strategy 2 Motivate the Elephant 2b Shrink the Change
• Slide 25
• Slide 26
• Slide 27
• Slide 28
• Slide 29
• Slide 30
• Slide 31
• Slide 32
• Slide 33
• Slide 34
• Slide 35
• Slide 36
• Slide 37
• Slide 38
• Slide 39
• Slide 40
• Main strategy 2 Motivate the Elephant 2c Grow your people(creating sense of identity amp instill growth mindset)
• Slide 42
• Slide 43
• Slide 44
• Slide 45
• Slide 46
• Slide 47
• Slide 48
• Slide 49
• Slide 50
• Slide 51
• Slide 52
• Slide 53
• Slide 54
• Slide 55
• Main strategy 3 Shape the path 3a Tweak the environment
• Fundamental attribution error ndash we hurrily judge someonesomething from Direct attributes but forget about situation that may have created those attributes
• Slide 58
• Slide 59
• 3b Build habit
• Slide 61
• Example or strategy to build habit
• 3b Action trigger
• Slide 64
• 3c Rally the herd
• Slide 66
• By STANDER effect ndash humanbeings take decision after looking what others do
• Slide 68
• Slide 69
• Slide 70
• Summary
• Slide 72
• Slide 73
• Summary Direct the Rider(Head rational thinker)
• Summary Motivate the Elephant(Lazy pleasure loving self)
• Slide 76
• Summary Shaping the path
• Slide 78
• Slide 79
• Slide 80
• Slide 81

bull Our human psychology prefers safety and security and so likes to be on the known path Any change means moving into an unknown zone and thereby pleasure loving and pain avoiding self likes to prevent it

bull Heath brothers provide some useful strategies to manage change in their book lsquoSWITCH How to change things when change is hardrsquo These strategies will be discussed here

Rider

bull It is our logical rational brain

bull It is a thinker likes to analyze

bull However it is not very good in analyzing when multiple options are provided Especially when we analyze without using pen and paper or similar things

Elephant

bull Our pleasure loving and pain avoiding self

bull It is lazy

bull It likes instant gratification rather than of future benefit

bull Rider(brain) may decide to do something but elephant may not want to do that

bull So knowing is not always doing

Main strategy 1 Direct the Rider 1a Follow the brightspot

bull 1a Find and follow the brightspot gtgtgtbull Brightspot is something you have done earlier which

may be the solution to the problem You just to find it and clone it

bull Brightspot is something already in use by some segment of your population community country that may be the solution to the problem

bull So finding and following brightspot means looking into yourself your own community country before looking outside

bull Example Vietnamrsquos malnutrition problem addressed by local solution - 4 meals(servings) a day adding crabs and shrimps and green potatoes

Details of Vietnam example

bull In 1990 Jery Sternin went to Vietnam as an executive of Save the Children Funda NGO It opened its office in Vietnam for the first time Malnutrion problem is rampant in Vietnam And vietnames govt gave only 6 months to bring substational change in that situation

bull Malnutriontion is associated with some other factors like poverty sanitation education etc

bull Vietnam is a poor country without any good sanitation system Literacy rate is low

bull To address such related factors is a huge task and may take decades and loads of monetary and human resources

bull So what Sternin did he commissioned a survey to find out despite all these odds whether there were some kids who were healthy

bull In the survey it was found that in a few localities(villages) kids grew up healthy Their socio-economic condition was no better than other vietnamese

bull The only difference came out was that the kids were served four times a day instead of usual two times a day Further healthy kids mothers added crabs and shrimps in their meals which were usually considered suitable for adults

bull This was the brightspot Sternin found and he introduced it other villages He brought different groups of people two that two model villages to see themselves about it and implement in their own localities

Main strategy 1 Direct the Rider 1b Script the critical move

bull At any task or outcome there are some sub tasks Among the subtasks only one or two are nearly responsible for the major portion of the task

bull Pareto principle states that 80 of the outcome is caused by 20 of the effort

bull So it would be extremely beneficial to figure out which subtask or subtasks are the critical moves

bull Then clearly and precisely what to be done with this critical move may be mentioned The reason if left with analyzing of brain to figure out the actual procedures to be taken it may take too long and fall into analysis-paralysis or simply confused(Refer to hip pain patient where 53 of the doctors excluded second drug and just opted for surgery which went against common sense)

bull So this critical move may be scripted(written) with precise concrete instruction

bull Example to fight against obesity Americans are to be advised to eat healthy foods Mentioning every meal with a list of diet tax human minds a lot and usually not successful

bull So the researchers decided to pick a critical one and that is milk in break fast

bull They found that if milk intake in the breakfast could be changed from whole fat to low fat(1 fat) then the saturated fat level in most American will come below the danger level

Main strategy 1 Direct the Rider1c POINT TO THE DESTINATION

bull A clear concrete precise(if possible given in numbers like 10 profit increase this year) goal

bull Sometimes 100 success goal is good to clear any ambiguity

bull Example BPrsquos no dry holes goal The management found that when their geologists say that this field has more than 75 probability of having oil usually they find it So it would be better to go for 100 success rate Industrial standard was 1 in 8 holes BPrsquos standard was 1 out of 5 holes After taking the lsquono dryholersquo goal BPrsquos success rate has become 2 out of 3 thatrsquos very good at any standard

Main strategy 2 Motivate the Elephant

2a Find the Feelingbull To motivate the pleasure loving pain

avoiding self(elephant) it is best to show the real thing give him the tactile feeling odour taste etc

bull Example tagging the gloves with price and put them in the conference table to motivate the managers to purchase wisely and cheap

In The Heart oChange John Kotter and Dan Cohen report ona study they conducted with the help of a team at Deloitte ConsultingThe project team interviewed over 400 people acrossmore than 130 companies in the United States Europe Australiaand South Africa in hopes of understanding why change happensin large organizations Summarizing the data Kotter andCohen said that in most change situations managers initiallyfocus on strategy structure culture or systems which leads themto miss the most important issue

Jon Stegner believed the company he worked for a large manufacturerwas wasting vast sums of money I thought we had anopportunity to drive down purchasing costs not by 2 percent butby something on the order of $1 billion over the next five years said Stegner who i s quoted i n John Kotter and Dan Cohens essentialbook The Heart of ChangeTo reap these savings a big process shift would be requiredand for that shift to occur Stegner knew that hed have to convincehis bosses

Seeking a compelling example of the companys poor purchasinghabits Stegner assigned a summer student intern to investigate a single item-work gloves which workers in most ofthe companys factories wore The student embarked on a missionto identify all the types of gloves used in all the companys factoriesand then trace back what the company was paying for themThe intrepid intern soon reported that the factories werepurchasing 424 different kinds of gloves Furthermore they wereusing different glove suppliers and they were all negotiating theirown prices The same pair of gloves that cost $5 at one factorymight cost $17 at another

At Stegners request the student collected a specimen of everyone of the 424 different types of gloves and tagged each with theprice paid Then all the gloves were gathered up brought to theboardroom and piled up on the conference table Stegner invitedall the division presidents to come visit the Glove Shrine

They could see the prices Theylooked at two gloves that seemed exactly alike yet onewas marked $322 and the other $105 5 Its a rare eventwhen these people dont have anything to say But thatday they just stood with their mouths gapingThe gloves exhibit soon became a traveling road show visitingdozens of plants The reaction was visceral This is crazy Werecrazy And weve got to make sure this stops happening Soon Stegnerhad exactly the mandate for change that hed sought Thecompany changed its purchasing process and saved a great deal ofmoney This was exactly the happy ending everyone wanted

Most of us would not have tried what Stegnerdid It would have been so easy so natural to make a presentationthat spoke only to the Rider Think of the possibilities thespreadsheets the savings data the cost-cutting protocols the recommendationsfor supplier consolidation the exquisite logic forcentral purchasing You could have created a 12-tabbed MicrosoftExcel spreadsheet that would have made a tax accountant weepwith joy But instead of doing any of that Stegner dumped abunch of gloves on a table and invited his bosses to see themIf there is such a thing as white-collar courage surely this was an instance

Stegner knew that if things were going to change he had toget his colleagues Elephants on his side If he had made an analyticalappeal he probably would have gotten some supportivenods and the execs might have requested a follow-up meetingsix weeks later (and then rescheduled it) The analytical case wascompelling-by itself it might have convinced Stegners colleaguesthat overhauling the purchasing system would be an importantthing to do next yearRemember that if you reach your colleagues Riders but nottheir Elephants they will have direction without motivationMaybe their Riders will drag the Elephant down the road for awhile but as weve seen that effort cant last longOnce you break through to feeling though things changeStegner delivered a jolt to his colleagues First they thought tothemselves were crazy Then they thought we can fix this Everyonecould think of a few things to try to fix the glove problemandby extension the ordering process as a whole That got theirElephants fired up to move

bull Kotter and Cohen observed that in almost all successful change efforts the sequence of change is not ANALYZETHINK-CHANGE but rather SEE-FEEL-CHANGE

Most of us would create a businesscase for the power of design Wed compile a PowerPoint presentationwith charts and graphs and strategically selected quotesfrom the chairman whod embraced the design-forward vision

When we finished our presentation everyone in the room wouldunderstand what we meant They might even agree But wouldthey change their behavior Kotters research suggests no

Main strategy 2 Motivate the Elephant

2b Shrink the Changebull If the task appears very big elephant does not want to

do it So if the elephant is tricked to do only a portion of the task or for a small time eventually the whole task to be done It is always harder to start

bull Our human emotional sides require instant gratification and sense of achieving(winning) So accomplishing subtask that is relatively easier and less time consuming provides this psychological boost

bull Example So the change may first applied to a village than to the whole country

bull Example Instead of 60 minutes students may be asked to study for 5 minutes

A local car wash ran a promotion featuring loyalty cards Everytime customers bought a car wash they got a stamp on theircards and when they filled up their cards with eight stamps theygot a free washAnother set of customers at the same car wash got a slightlydifferent loyalty card They needed to collect ten stamps (ratherthan eight) to get a free car wash-but they were given a headstart When they received their cards two stamps had alreadybeen addedThe goal was the same for both sets of customers Buy eightadditional car washes get a reward But the psychology was differentIn one case youre 20 percent of the way toward a goaland in the other case youre starting from scratch A few monthslater only 1 9 percent of the eight-stamp customers had earned afree wash versus 34 percent of the head-start group (And thehead-start group earned the free wash faster)

People find it more motivating to be partly finished with alonger journey than to be at the starting gate of a shorter oneThats why the conventional wisdom in development circles isthat you dont publicly announce a fund-raising campaign for acharity until youve already got 50 percent of the money in thebag (After all who wants to give the first $ 1 00 to a $ 1 millionfund-raising campaign)One way to motivate action then is to make people feel asthough theyre already closer to the finish line than they might have thought

That sense of progress is critical because the Elephant in usis easily demoralized Its easily spooked easily derailed and forthat reason it needs reassurance even for the very first step ofthe journeyIf youre leading a change effort you better start looking forthose first two stamps to put on your teams cards Rather thanfocusing solely on whats new and different about the change tocome make an effort to remind people whats already been conquered

A business cliche commands us to raise the bar But thatsexactly the wrong instinct if you want to motivate a reluctant ElephantYou need to lower the bar Picture taking a high-jump barand lowering it so far that it can be stepped overIf you want a reluctant Elephant to get moving you need toshrink the change

a clever self-help technique calledthe 5-Minute Room Rescue proposed by Marla Cilley a homeorganizingguru who calls herself the Fly Lady (think of zoomingthrough your housecleaning with wings) Heres what you doGet a kitchen timer and set it for 5 minutes Then go to the worstroom in your house-the one youd never let a guest see-andas the timer ticks down start clearing a path and when the timerbuzzes you can stop with a clear conscience

This is an Elephant trick The Elephant hates doing things with no immediate payoff

To get the Elephant off its duff you need to reassureit that the task wont be so bad Look its just 5 minutesHow bad can it be

What good is a 5-minute session of cleaning Not much Itgets you moving though and thats the hardest part Starting anunpleasant task is always worse than continuing it So once youstart cleaning house chances are you wont stop at 5 minutesYoull be surprised at how fast things turn around Youll start totake pride in your accomplishments-starting with the cleansink then the clean bathroom then the clean downstairs areaandthat pride and confidence will build on itself A virtuous circleBut you couldnt have enjoyed the virtuous circle without first shrinking the change

In his book TheTotal Money Makeover Ramsey

One of Ramseys best-known and most controversial debtfightingtechniques is the Debt Snowball When the Farrarsfound themselves with over $ 1 00000 in debt (not includingtheir mortgage) they started working on the Debt SnowballThe first step was to list all their debts-everything from creditcards to overdue electric bills to student loans-and then arrangethem in order from smallest to largest Next their instructionswere to make only the minimum payments on every debt withone exception

After the minimum payments were made everyavailable dollar would be put toward the first debt on the list Becausethe first debt was the smallest one it could be paid off relativelyquickly and the Farrars could cross it off the list and thendirect every available dollar to paying off the second debt thenthe third then the fourth As they crossed off each debt theywere able to eliminate a minimum payment which gave themmore cash to attack the next debt Thats why the strategy iscalled a Debt Snowball With each debt that is conquered the snowball of money applied to the next debt grows and rolls a little faster

Notice whats missing here any mention of interest rates Ifthe Farrars smallest debt was a past-due utility bill with no in

terest charges whatsoever Ramsey still advised them to pay it offbefore tackling any of their credit card bills which might have interestrates of 20 percent or aboveThis advice makes the average financial adviser cringe Afterall simple math tells us that were financially better-off if we paydown high-interest debt first

Ramsey writes --Being a certified nerd I always used to start with makingthe math work I have learned that the math doesneed to work but sometimes motivation is more importantthan math This is one of those times Faceit if you go on a diet and lose weight the first week youwill stay on that diet If you go on a diet and gain weightor go six weeks with no visible progress you will quitWhen training salespeople I try to get them a sale ortwo quickly because that fires them up When you startthe Debt Snowball and in the first few days pay off acouple oflittle debts trust me it lights your fire I dontcare if you have a masters degree in psychology youneed quick wins to get fired up And getting fired up issuper-important

Most financial advisers recommend that their clients paydown high-interest debt first in order to optimize the impact oftheir money But Ramseys not trying to solve an optimizationproblem hes trying to solve an Elephant problem The reasonpeople get themselves into financial trouble he knows is thatthey lose control They begin to feel powerless in the face of amountain of debt And you cant combat powerlessness withmath You combat it by proving to people that they can win Ifyou pay $ 1 8 5 toward a $20000 debt on a high-interest creditcard youre still going to feel hopeless But if you completely payoff a $ 1 8 5 overdue utility bill you can cross it off yo r list Youvewon a victory over debtRamsey is using the same strategy as the Fly Lady with her5-Minute Room Rescue-if people are facing a daunting taskand their instinct is to avoid it youve got to break down the taskShrink the change Make the change small enough that they canthelp but score a victory Once people clean a single room or payoff a single debt their dread starts to dissipate and their progressbegins to snowballC

One way to shrink change then is to limit the investment youreasking for-only 5 minutes of housecleaning only one smalldebt Another way to shrink change is to think of small winsmilestonesthat are within reach (Our dad Fred Heath whoworked over thirty years for IBM would tell his teams that whenmilestones seemed too distant they should look for inch pebblesNice one Dad)

Kelman a professor of public management at Harvard UniversitysKennedy School of Government got a call from theClinton administration in 1 993 asking him to lead the Officeof Federal Procurement Policy (OFPP) As the head of OFPp hewould be responsible for reforming the governments procurementefforts

Kelman was reluctant to head up OFPp knowing there wasa pretty good chance that despite his best efforts nothing wouldchange but in the end he accepted the job He knew exactly whathe was getting into because three years earlier hed written a bookabout procurement reformThere were lots of problems with procurement Over theyears the government had established many protocols and protectionsto prevent abuses of various kinds There were good intentionsbehind these protections but as they built up layerupon layer they began to cause more harm than the abusestheyd been designed to prevent For instance when makingpurchase decisions procurement officials could not use evidenceof vendors past performance

Kelman knew hed have to make some progress quickly or elsehed be dismissed If an example of successful change couldsomehow be achieved quickly it might be possible to use that toset other changes in motion he wrote later He sought a victorythat would be fast achievable and visible-a small win thatwould work for all of his constituents whether the Defense Departmentor the Health and Human Services Department If hecould get their Elephants moving with an easy mission-the governmentequivalent of the 5-Minute Room Rescue-he thoughthe would be able to keep them moving

One day a conversation with a government employee sparkedan idea The employee told Kelman that when she needed simpleinexpensive items such as a few computer disks the procurementrules made it impossible for her to walk to thecomputer superstore across the str1048958et and buy them She foundthis limitation was infuriatingKelman spotted an opportunity He went to the senior procurementexecutives and issued a challenge I want you to doubleyour agencys use ofgovernment credit cards over the next year (Noticethe precision of the challenge a la the 1 milk campaign By

being specific about the behavioral change Kelman was directinghis constituents Riders) In his vision anytime employees neededsomething small-computer disks or a replacement hard driveor a carton of office paper-they should be able to march acrossthe street armed with their credit cards and purchase what theyneeded on the spot Kelman asked the agencies to make a formalPledge to embrace the idea The agencies were supportive soKelman pushed further Over the next year he organized fourmore pledgesso here they donrsquot need quotation or tender Government may check later whether it complies fair price policy

The second pledge was a biggie Kelman asked the agencies tobreak with the tradition of ignoring past performance He knewthis would be a tough sell so he decided to push for it publiclyonly when he was sure he had at least eight agencies onboard Hehit the phones and his employees and advisers rallied the peoplein their networks Eventually his team had eight agencies signedup but he wasnt finished After we got to nine agencies participationstarted snowballing and soon we could say to the holdoutsAlmost everyone but you is participating (This outcomeforeshadows a point that we make in Chapter 1 0 about behaviorbeing contagious Kelman managed to address all three parts ofthe framework-directing the Rider motivating the Elephantand shaping the Path)

When you engineer early successes what youre really doing isengineering hope Hope is precious to a change effort Its Elephantfuel

Main strategy 2 Motivate the Elephant2c Grow your people(creating sense of

identity amp instill growth mindset)bull Be noted identity may be created it is not always

inherited thing For example creating identity like Iutians are hard working gives a boost to the elephant to do something

bull So this identity to be created in positive way bull Identity may be achieved by birth and or individual

endeavour For example citizen of a country(by birth) is an identity received by birth while lsquoEngineerrsquo identity that is earned through hard study

bull Growth mindset to be instilled by removing limiting belief that things could not be changed by trying The new belief system should be that anything could be learnt and anything is possible

bull Example Brasilatas inventors

The St Lucia Parrot exists only o n the Caribbean island o f StLucia Its gorgeous with a vivid turquoise blue face lime greenwings and a striking red shield on its chest In 1977 only onehundred St Lucia Parrots were left on the island The populationhad been decimated by habitat destruction hunters andpeople who trapped them to use as pets The St Lucia Parrotseemed doomed in the words of one biologist the species couldnot escape oblivion by the year 2000Enter an unlikely savior college student Paul Butler In 1977Butler was finishing his last year of studies at North-East LondonPolytechnic Butlers passion was conservation and hed previouslyspent five weeks completing a field research expedition inSt Lucia where hed studied the parrot and submitted recommendationsfor preserving the species

Pg 149

Weve seen that one way to motivate a switch is to shrink thechange which makes people feel big relative to the challengeBut here were seeing something different Paul Butler didntshrink the change Instead he grew the people He made the StLucians swell with pride over their parrot-a species that existsnowhere else He inspired them to feel more determined moreready more motivated And when you build people up in thisway they dtvelop the strength to act

In essence Butlers goal was to convince St Lucians that theywere the kind of people who protected their own In public eventsButler stressed This parrot is ours Nobody has this but us Weneed to cherish it and look after it He did everything in hispower to make the public more familiar with the bird He hostedSt Lucia Parrot puppet shows distributed T-shirts cajoled a localband to record songs about the bird convinced local hotels toprint up bumper stickers recruited volunteers to dress up in parrotcostumes and visit local schools and asked local ministers tocite relevant Bible verses (for instance verses that instructed believersto be good stewards of the things that were in their trust)

James March a professor of politicalscience at Stanford University March says that when peoplemake choices they tend to rely on one of two basic models ofdecision making the consequences model or the identity modelThe consequences model is familiar to students of economicsIt assumes that when we have a decision to make we weigh thecosts and benefits of our options and make the choice thatmaximizes our satisfaction Its a rational analytical approachThis is the approach that Paul Buder knew would fail withSt Lucians because there simply wasnt a strong costbenefitcase for the parrot

In the identity model of decision making we essentially askourselves three questions when we have a decision to make Whoam l What kind of situation is this What would someone like medo in this situation Notice whats missing any calculation of costsand benefits The identity model explains the way most peoplevote which contradicts our notion of the self-interested voterIt helps to shed light on why an auto mechanic in Oklahomawould vote against a Democrat whod give him health insuranceand why a Silicon Valley millionaire would vote against a Republicanwhod cut her taxes

Generally when we use the word identity were talking aboutan immutable trait of some kind-such as a racial ethic orregional identity But thats a relatively narrow use of the termWere not just born with an identity we adopt identities throughoutour lives We aspire to be good mothers or fathers devoutCatholics or Muslims patriotic citizens and so on

Or consider a professional identity such as being a scientistClearly youre not born a scientist Its an identity you seek outand one that others such as your professors and mentors consciouslycultivate in you As you develop and grow in that identityit becomes an increasingly important part of your self-imageand triggers the kind of decision making that March describes

Its critical to realize that these identity stories arent just specialcase situations confined to scientists or nurses or St LuciansIdentity is going to play a role in nearly every change situationEven yours When you think about the people whose behaviorneeds to change ask yourself whether they would agree with thisstatement I aspire to be the kind of person who would makethis change If their answer is yes thats an enormous factor in your favor If their answer is no then youll have to work hard toshow them that they should aspire to a different self-image Andthats exactly what Paul Butler did in St Lucia He convinced theislands citizens to think This is our bird-if we want to be goodSt Lucians wed better protect it

in a business context consider a firmthat invented an identity that subsequently became the engine ofits success The firm is Brasilata-its a US$ 1 70 million manufacturingfirm in Brazil that produces various kinds of steel cansAs youd imagine the can manufacturing industry is relativelymature-not much growth not much excitement But Brasilatadefies the stereotype of a boring stuck-in-its ways manufacturerIn fact it has one of the best reputations for innovation of anycompany in Latin America

How does a manufacturer of cans become known as an innovatorBrasilatas founders were inspired by the philosophy ofJapanese car manufacturers like Honda and Toyota which empoweredtheir frontline employees to take ownership of theirwork For instance at Toyota any employee who spotted a defectcould stop the assembly line (this would have been unthinkablein Detroit at the time) Toyota and Honda also actively solicited

ideas for innovation from their employees In 1 987 the foundersof Brasilata launched an employee-innovation program modeledon the Japanese forerunnersA new identity was the core of the program Employees ofBrasilata hecame known as inventors and when new employeesjoined the firm they were asked to sign an innovation contractThis wasnt simply feel-good language Top management challengedemployees to be on the lookout for potential innovationsideasfor how to create better products improve productionprocesses and squeeze costs out of the system Procedures developedwithin the factory made it easy for inventors to submit theirideas

The program succeeded beyond any reasonable expectationsIn 2008 employees submitted 1 34846 ideas-an averageof 1452 ideas per inventor This figure puts Brasilata on par withthe Japanese trendsetters that had inspired the programMany of the suggestions led to the development of new productsFor instance in late 2008 Brasilata came up with a new approachfor steel cans designed to carry dangerous or flammableliquids To meet United Nations standards such cans must beable to withstand a drop from 1 2 meters (roughly 4 feet) Traditionallymost manufacturers had reached this standard by thickeningthe metal layers which used up more raw material andrequired new production processes And the reinforced designswerent foolproof-the metal seams were prone to split if a canlanded on an edgeBrasilatas inventors

suggested a new design inspired by carbumpers that collapse on impact Their new steel can deformedslightly on impact reducing stress on the critical seam The newdesign resisted impact better while also reducing the amount ofsteel in the canThe inventors have led Brasilata through emergencies In200 1 a severe energy crisis-the blackout syndrome ndashforced

the government of Brazil to ration energy Businesses received astrict quota of electricity The inventors went to work dreamingup power-saving ideas-hundreds of them Within a few weeksBrasilatas energy consumption was reduced by 35 percent fallingbelow the companys quota and allowing the company to resell itsextra energy

Another unexpected idea was jointly suggested by two employeesEliminate our jobs theyre not necessary anymore The ideawas accepted but the company found a new place for the employeesBrasilata has a no-dismissal policy and also distributes1 5 percent of its net profits to employees Its no surprise thatBrasilata consistently appears on best places to work lists inBrazilLets remember something This inventor identity whichhas fueled business success and employee satisfaction was madeup None of Brasilatas employees were born inventors Theidentity was introduced to them and they liked the sound of itIt seemed to be a mantle worth wearing Being an inventor hasbecome a source of pride and strength

If cultivating an identity sounds daunting take heart A classicstudy in psychology shows that you can start with small steps Inthe 1960s two psychologists from Stanford University JonathanFreedman and Scott Fraser asked a researcher to go door-to-doorin an upscale neighborhood in Palo Alto California

Pg 158

indeed 83 percent of the home ownerspassed on the opportunity ldquo

Two weeks earlier thesame home owners had been approached by a volunteer claimingto represent a different driver-safety organization They wereasked to put a tiny Be a Safe Driver sign-less than half thesize of a postcard-in the window of their car or home The volunteersaid the sign was intended to make citizens more aware ofthe need to drive carefully This seemed such a trivial commitmentthat almost all of the home owners said yes

When the researcherscame back two weeks later and asked the home owners to installthe eyesore billboard 76 percent accepted it

the science of the billboardstudy says something pretty remarkable It shows us that peopleare receptive to developing new identities that identities growfrom small beginnings Once you start seeing yourself as a concernedcitizen youll want to keep acting like one Thats tremendouslygood news for someone leading a change effort It meansfor example that if you can show people why the environment isworth caring about it wont take years for them to think of themselvesas environmentalists It took only a few days for the homeowners to think of themselves as concerned citizens

You need to create the expectationof failure-not the failure of the mission itself but failureen route This notion takes us into a fascinating area of researchthat is likely to change the way you view the world

Main strategy 3 Shape the path3a Tweak the environment

bull TWEAK THE ENVIRONMENT When the situation changes the behavior

bull changes So change the situation [Throwing out the phone system at Rackspace

bull 1-Click ordering simplifying the online time sheet]bull Tweaking the environment is about making the right

behaviors a little bit easier and the wrong behaviors a little bit harder Its that simple

bull ]

Fundamental attribution error ndash we hurrily judge someonesomething from Direct

attributes but forget about situation that may have created those attributes

frequently blind to the power of situations In a famousarticle Stanford psychologist Lee Ross surveyed dozens ofstudies in psychology and noted that people have a systematictendency to ignore the situational forces that shape other peoplesbehavior He called this deep-rooted tendency the FundamentalAttribution Error The error lies in our inclination toattribute peoples behavior to the way they are rather than to thesituation they are in

how a smoother Path can change behavior consider someresearch that studied why college students did (or didnt) donatefood to a canned-food drive for charity The researchers knewsome students would be more charitable and generous thanothers and would be more inclined to donate food Theresearchers wondered Can we alter the situation so that jerks givetoo

Pg 182

Some students received a basicletter announcing the launch of a food drive the following weekand asking them to bring canned food to a booth on TressiderPlaza (a well-known spot on campus) Other students received amore detailed letter which included a map to the precise spot arequest for a can of beans and a suggestion that they think abouta time when theyd ordinarily be near Tressider Plaza so theywouldnt have to go out of their way to get there

Students who received the basic letter were not very generousOnly 8 percent of the saints donated and not a single one ofthe jerks

Students who received the more detailedletter were substantially more charitable 42 percent of thesaints donated and so did 2 5 percent of the jerks

Tweaking the environment is about making the right behaviorsa little bit easier and the wrong behaviors a little bit harder Itsthat simple

3b Build habit

bull When something becomes a habit our rational brain(rider) does not have to exert almost any energy or will power This will power energy is of limited supply and could not work for long stretch of time

bull So if step by step procedure some objective or main task could be turned into a habit it would be easier for human beings to do it

bull BUILD HABITS When behavior is habitual its free-it doesnt tax the Rider

bull Look for ways to encourage habits [Setting action triggers eating two bowls of

bull soup while dieting using checklists

Example or strategy to build habit

bull 21 days repetition method

3b Action trigger

Peter Gollwitzer a psychologist at New York University is thepioneer of work in this area He and colleague Veronika Brandstarterfound that action triggers are quite effective in motivatingaction

By preloading the decisionwe conserve the Riders self-control(it does not have to think about what to do)

In one study they tracked college students who had theoption to earn extra credit in a class by writing a paper about how they spent Christmas Eve But there was a catch To earn the credit they had to submit the paper by December 26 Most studentshad good intentions of writing the paper but only 33 percentof them got around to writing and submitting it Otherstudents in the study were required to set action triggers-tonote in advance exactly when and where they intended to write the report (for example Ill write this report in my dads officeon Christmas morning before everyone gets up) A whopping75 percent of those students wrote the report

3c Rally the herd

bull Social and peer pressure is a very strong force in motivating us to do something

bull So if influential celebrity type people do something the majority follow through Here 8020 rule applies

bull Again if someone could be told that the majority are doing this heshe would like to be the part of the group(here) and comply with Therefore become happy as becoming of a group that fulfills our belonging needs

bull The Elephant constantly looks to the herd for cues about how to behave

bull Other people are getting their work done on time Why wont you

bull RALLY THE HERD Behavior is contagious Help it spread [Fataki in Tanzaniafree spaces in hospitals seeding the tip jar]

By STANDER effect ndash humanbeings take decision after

looking what others doColumbia University students having volunteered for a researchstudy were asked to sit in a room and fill out a surveySome were left alone others were put in rooms with two otherstudents As they filled out their surveys a crisis emergedSmoke began to pour into the room through a wall vent Thesmoke continued to flow in irregular puffs until eventually theroom was filled with haze Of the students sitting in a room bythemselves 75 percent got up and found someone to alert aboutthe smoke But when three students were placed in the roomat the same time only 38 percent of the groups of three ever reportedthe smoke They just sat there inhaling the smoke eachindividuals inaction signaling to the other two people in theroom that this smoke cloud isnt such a big deal

In a similar study individuals or pairs who were completinga survey heard what sounded like a woman falling down loudlyon the other side of a room divider Of the lone bystanders 70percent went to help her but only 40 percent of the pairs helpedEven when the pairs helped they acted more slowly than the individuals

Why do groups fail to respond as well as individualsIn ambiguous situations-smoke pouring into a room theapparent sound of a fall-people look to others for cues abouthow to interpret the event If you see a man suddenly collapse atthe mall your brain races through possible interpretations Its aheart attack Or wait maybe he tripped and fell down Or whatif hes playing a gag on someone Youre reluctant to rush overimmediately because if he simply tripped your alarm-bell behaviorwill leave you both embarrassedIf youre the only person around to react youll probably makeyour best guess-heart attack-and rush over But if theres acrowd youve got two stimuli to process the collapse itself andthe crowds reaction to the collapse You might pause briefly tostudy the crowd Are other people acting like hes had a heart attackYou stand there idling ready to spring into action at thefirst sign of crisis But as you wait other people are looking backat you and when they see you idling your behavior becomes datafor their theory that its not an emergency And thats why threepeople can sit in a room filling with smoke and not make a peep

a group of socialpsychologists persuaded a hotel manager to test out a newsign in the hotel bathrooms The sign didnt mention the environmentat alIi it simply said that the the majority of guests atthe hotel reuse their towels at least once during their stay Itworked-guests who got this sign were 26 percent more likely toreuse their towels They took cues from the herdNote the downside though If the sign had said About 8of our guests decide to reuse their towels new guests would havebeen less likely to reuse theirs

SummaryHOW TO MAKE A SWITCHFor things to change somebody somewhere has to start actingdifferently Maybe its you maybe its your teamPicture that person (or people)Each has an emotional Elephant side and a rational Rider sideYouve got to reach both And youve also got to clear the wayfor them to succeed In short you must do three things

DIRECT the RiderFOLLOW THE BRIGHT SPOTS Investigate whats working and clone it [Jerrysternin in Vietnam solutions-focused therapy]SCRIPT THE CRITICAL MOVES Dont think big picture think in terms of specificbehaviors [1 milk four rules at the Brazilian railroad]POINT TO THE DESTINATION Change is easier when you know where youregoing and why its worth it [You ll be third graders soon No dry holes at BP]

MOTIVATE the ElephantFIND THE FEELING Knowing something isn t enough to cause change Makepeople feel something [Piling gloves on the table the chemotherapy video gameRobyn Waterss demos at Target]SHRINK THE CHANGE Break down the change until it no longer spooks the Elephant[The 5-Minute Room Rescue procurement reform]GROW YOUR PEOPLE Cultivate a sense of identity and instill the growth mindset[Brasilatas inventors junior-high math kids turnaround]

SHAPE the PathTWEAK THE ENVIRONMENT When the situation changes the behaviorchanges So change the situation [Throwing out the phone system at Rackspace1-Click ordering simplifying the online time sheet]BUILD HABITS When behavior is habitual its free-it doesnt tax the RiderLook for ways to encourage habits [Setting action triggers eating two bowls ofsoup while dieting using checklists]RALLY THE HERD Behavior is contagious Help it spread [Fataki in Tanzaniafree spaces in hospitals seeding the tip jar]

Summary Direct the Rider(Head rational thinker)

Heres the good news The Riders strengths are substantialand his flaws can be mitigated When you appeal to the Rider insideyourself or inside others you are trying to influence yourgame plan should be simpleFirst follow the bright spots Think of the Vietnamese childrenwho stayed well nourished against the odds or the Genentechsales reps who racked up sales against the odds AB you analyzeyour situation youre sure to find some things that are workingbetter than others Dont obsess about the failures Instead investigateand clone the successesNext give direction to the Rider-both a start and a finishSend him a destination postcard (Youll be a third grader soon)and script his critical moves (Buy 1 milk) When you do these things youll prepare the Rider to lead aswitch And youll arm him for the ongoing struggles with hisreluctant and formidable partner the Elephant

Summary Motivate the Elephant(Lazy pleasure loving self)

In times of change we need to remind ourselves and others againand again of certain basic truths Our brains and our abilities arelike muscles They can be strengthened with practice Were notborn skateboarders or scientists or nurses we must learn how toskateboard do science or care for sick people And our inspirationto change ourselves comes from our desire to live up to thoseidentitiesIn the story of Molly Howard we see that amazing things canhappen when you combine the aspiration of a new identity withthe persistence of the growth mindset Thats how you grow yourpeople

Over the past few chapters weve seen that the centralchallenge of change is keeping the Elephant moving forwardWhereas the Rider needs direction the Elephant needs motivationAnd weve seen that motivation comes from feelingknowledgeisnt enough to motivate change But motivation alsocomes from confidence The Elephant has to believe that its capableof conquering the change And there are two routes tobuilding peoples confidence so that they feel big relative totheir challenge You can shrink the change or grow your people(or preferably both)

Summary Shaping the pathOur picture of change is still incomplete though because itsclear that in some situations even a reluctant Elephant and a confusedRider will manage to change their behavior For instanceconsider the fact that even a lost angry driver who is hopelesslylate for an appointment will stop dutifully for a red lightThats why to make changes stick weve got to think aboutshaping the Path

First you need to tweak theenvironment to provide a free space for discussion At Alpha therotational teams had a private place to meet and that created afree space where the new identity could grow Do your own reformershave a private place where they can meet and coordinate

Second you should build good habits Recall the idea of actiontriggers-visualizing when and where you are going to dosomething important The interns at Alpha were essentially settingaction triggers They thought about what they would sayand how they would act when 9 pm came and the signoutprocess was triggered They mentally rehearsed how they wouldrespond if an argument flared up with the night resident Havemembers of your team rehearsed how theyll react when theymeet resistance from your organizations old guard

Finally you should rally the herd At Alpha the leaders helpedthe reformers find one another and the reformers began to createa language-as we saw in the examples of the designateddriver and Fataki-that allowed them to talk about their valueswith others As a leader you can help prod them to create this languageto find ways to articulate what is different and better aboutthe change you seek

We started the Path section by discussing the Fundamental AttributionError-the tendency to attribute behavior to peoplescharacter rather than to their environments Look again at theteaching-hospital example At Alpha 42 percent of superiors supportedthe change at Beta 66 percent supported it Almost all ofus would have put our money on Beta Not many of us whenconfronted with that data would have immediately thought Yesbut what about the situational forces

At the two hospitals individual character competed with situationalforces and situational forces won This brings us backfull circle to the food drive study where a jerk with clear instructionswas more charitable than a saint with generic instructionsThe line between saints and jerks wasnt as clear as we mighthave thought Neither was the line between supporters and resistersof hospital reformIf the right Path can turn a jerk into a saint then the rightPath can also turn a change enemy into an ally

ReferenceReference book HOW TO CHANGE THINGS WHEN CH ANGE IS HARD

By CHIP HEATH (a professor at the GraduateSchool of Business at Stanford University) and DAN HEATH(a senior fellow at Duke Universitys Centerfor the Advancement of Social Entrepreneurship(CASE))

• Change Management
• Reference
• Slide 3
• Rider
• Elephant
• Main strategy 1 Direct the Rider 1a Follow the brightspot
• Details of Vietnam example
• Slide 8
• Slide 9
• Main strategy 1 Direct the Rider 1b Script the critical move
• Slide 11
• Slide 12
• Main strategy 1 Direct the Rider 1c POINT TO THE DESTINATION
• Main strategy 2 Motivate the Elephant 2a Find the Feeling
• Slide 15
• Slide 16
• Slide 17
• Slide 18
• Slide 19
• Slide 20
• Slide 21
• Slide 22
• Slide 23
• Main strategy 2 Motivate the Elephant 2b Shrink the Change
• Slide 25
• Slide 26
• Slide 27
• Slide 28
• Slide 29
• Slide 30
• Slide 31
• Slide 32
• Slide 33
• Slide 34
• Slide 35
• Slide 36
• Slide 37
• Slide 38
• Slide 39
• Slide 40
• Main strategy 2 Motivate the Elephant 2c Grow your people(creating sense of identity amp instill growth mindset)
• Slide 42
• Slide 43
• Slide 44
• Slide 45
• Slide 46
• Slide 47
• Slide 48
• Slide 49
• Slide 50
• Slide 51
• Slide 52
• Slide 53
• Slide 54
• Slide 55
• Main strategy 3 Shape the path 3a Tweak the environment
• Fundamental attribution error ndash we hurrily judge someonesomething from Direct attributes but forget about situation that may have created those attributes
• Slide 58
• Slide 59
• 3b Build habit
• Slide 61
• Example or strategy to build habit
• 3b Action trigger
• Slide 64
• 3c Rally the herd
• Slide 66
• By STANDER effect ndash humanbeings take decision after looking what others do
• Slide 68
• Slide 69
• Slide 70
• Summary
• Slide 72
• Slide 73
• Summary Direct the Rider(Head rational thinker)
• Summary Motivate the Elephant(Lazy pleasure loving self)
• Slide 76
• Summary Shaping the path
• Slide 78
• Slide 79
• Slide 80
• Slide 81

Rider

bull It is our logical rational brain

bull It is a thinker likes to analyze

bull However it is not very good in analyzing when multiple options are provided Especially when we analyze without using pen and paper or similar things

Elephant

bull Our pleasure loving and pain avoiding self

bull It is lazy

bull It likes instant gratification rather than of future benefit

bull Rider(brain) may decide to do something but elephant may not want to do that

bull So knowing is not always doing

Main strategy 1 Direct the Rider 1a Follow the brightspot

bull 1a Find and follow the brightspot gtgtgtbull Brightspot is something you have done earlier which

may be the solution to the problem You just to find it and clone it

bull Brightspot is something already in use by some segment of your population community country that may be the solution to the problem

bull So finding and following brightspot means looking into yourself your own community country before looking outside

bull Example Vietnamrsquos malnutrition problem addressed by local solution - 4 meals(servings) a day adding crabs and shrimps and green potatoes

Details of Vietnam example

bull In 1990 Jery Sternin went to Vietnam as an executive of Save the Children Funda NGO It opened its office in Vietnam for the first time Malnutrion problem is rampant in Vietnam And vietnames govt gave only 6 months to bring substational change in that situation

bull Malnutriontion is associated with some other factors like poverty sanitation education etc

bull Vietnam is a poor country without any good sanitation system Literacy rate is low

bull To address such related factors is a huge task and may take decades and loads of monetary and human resources

bull So what Sternin did he commissioned a survey to find out despite all these odds whether there were some kids who were healthy

bull In the survey it was found that in a few localities(villages) kids grew up healthy Their socio-economic condition was no better than other vietnamese

bull The only difference came out was that the kids were served four times a day instead of usual two times a day Further healthy kids mothers added crabs and shrimps in their meals which were usually considered suitable for adults

bull This was the brightspot Sternin found and he introduced it other villages He brought different groups of people two that two model villages to see themselves about it and implement in their own localities

Main strategy 1 Direct the Rider 1b Script the critical move

bull At any task or outcome there are some sub tasks Among the subtasks only one or two are nearly responsible for the major portion of the task

bull Pareto principle states that 80 of the outcome is caused by 20 of the effort

bull So it would be extremely beneficial to figure out which subtask or subtasks are the critical moves

bull Then clearly and precisely what to be done with this critical move may be mentioned The reason if left with analyzing of brain to figure out the actual procedures to be taken it may take too long and fall into analysis-paralysis or simply confused(Refer to hip pain patient where 53 of the doctors excluded second drug and just opted for surgery which went against common sense)

bull So this critical move may be scripted(written) with precise concrete instruction

bull Example to fight against obesity Americans are to be advised to eat healthy foods Mentioning every meal with a list of diet tax human minds a lot and usually not successful

bull So the researchers decided to pick a critical one and that is milk in break fast

bull They found that if milk intake in the breakfast could be changed from whole fat to low fat(1 fat) then the saturated fat level in most American will come below the danger level

Main strategy 1 Direct the Rider1c POINT TO THE DESTINATION

bull A clear concrete precise(if possible given in numbers like 10 profit increase this year) goal

bull Sometimes 100 success goal is good to clear any ambiguity

bull Example BPrsquos no dry holes goal The management found that when their geologists say that this field has more than 75 probability of having oil usually they find it So it would be better to go for 100 success rate Industrial standard was 1 in 8 holes BPrsquos standard was 1 out of 5 holes After taking the lsquono dryholersquo goal BPrsquos success rate has become 2 out of 3 thatrsquos very good at any standard

Main strategy 2 Motivate the Elephant

2a Find the Feelingbull To motivate the pleasure loving pain

avoiding self(elephant) it is best to show the real thing give him the tactile feeling odour taste etc

bull Example tagging the gloves with price and put them in the conference table to motivate the managers to purchase wisely and cheap

In The Heart oChange John Kotter and Dan Cohen report ona study they conducted with the help of a team at Deloitte ConsultingThe project team interviewed over 400 people acrossmore than 130 companies in the United States Europe Australiaand South Africa in hopes of understanding why change happensin large organizations Summarizing the data Kotter andCohen said that in most change situations managers initiallyfocus on strategy structure culture or systems which leads themto miss the most important issue

Jon Stegner believed the company he worked for a large manufacturerwas wasting vast sums of money I thought we had anopportunity to drive down purchasing costs not by 2 percent butby something on the order of $1 billion over the next five years said Stegner who i s quoted i n John Kotter and Dan Cohens essentialbook The Heart of ChangeTo reap these savings a big process shift would be requiredand for that shift to occur Stegner knew that hed have to convincehis bosses

Seeking a compelling example of the companys poor purchasinghabits Stegner assigned a summer student intern to investigate a single item-work gloves which workers in most ofthe companys factories wore The student embarked on a missionto identify all the types of gloves used in all the companys factoriesand then trace back what the company was paying for themThe intrepid intern soon reported that the factories werepurchasing 424 different kinds of gloves Furthermore they wereusing different glove suppliers and they were all negotiating theirown prices The same pair of gloves that cost $5 at one factorymight cost $17 at another

At Stegners request the student collected a specimen of everyone of the 424 different types of gloves and tagged each with theprice paid Then all the gloves were gathered up brought to theboardroom and piled up on the conference table Stegner invitedall the division presidents to come visit the Glove Shrine

They could see the prices Theylooked at two gloves that seemed exactly alike yet onewas marked $322 and the other $105 5 Its a rare eventwhen these people dont have anything to say But thatday they just stood with their mouths gapingThe gloves exhibit soon became a traveling road show visitingdozens of plants The reaction was visceral This is crazy Werecrazy And weve got to make sure this stops happening Soon Stegnerhad exactly the mandate for change that hed sought Thecompany changed its purchasing process and saved a great deal ofmoney This was exactly the happy ending everyone wanted

Most of us would not have tried what Stegnerdid It would have been so easy so natural to make a presentationthat spoke only to the Rider Think of the possibilities thespreadsheets the savings data the cost-cutting protocols the recommendationsfor supplier consolidation the exquisite logic forcentral purchasing You could have created a 12-tabbed MicrosoftExcel spreadsheet that would have made a tax accountant weepwith joy But instead of doing any of that Stegner dumped abunch of gloves on a table and invited his bosses to see themIf there is such a thing as white-collar courage surely this was an instance

Stegner knew that if things were going to change he had toget his colleagues Elephants on his side If he had made an analyticalappeal he probably would have gotten some supportivenods and the execs might have requested a follow-up meetingsix weeks later (and then rescheduled it) The analytical case wascompelling-by itself it might have convinced Stegners colleaguesthat overhauling the purchasing system would be an importantthing to do next yearRemember that if you reach your colleagues Riders but nottheir Elephants they will have direction without motivationMaybe their Riders will drag the Elephant down the road for awhile but as weve seen that effort cant last longOnce you break through to feeling though things changeStegner delivered a jolt to his colleagues First they thought tothemselves were crazy Then they thought we can fix this Everyonecould think of a few things to try to fix the glove problemandby extension the ordering process as a whole That got theirElephants fired up to move

bull Kotter and Cohen observed that in almost all successful change efforts the sequence of change is not ANALYZETHINK-CHANGE but rather SEE-FEEL-CHANGE

Most of us would create a businesscase for the power of design Wed compile a PowerPoint presentationwith charts and graphs and strategically selected quotesfrom the chairman whod embraced the design-forward vision

When we finished our presentation everyone in the room wouldunderstand what we meant They might even agree But wouldthey change their behavior Kotters research suggests no

Main strategy 2 Motivate the Elephant

2b Shrink the Changebull If the task appears very big elephant does not want to

do it So if the elephant is tricked to do only a portion of the task or for a small time eventually the whole task to be done It is always harder to start

bull Our human emotional sides require instant gratification and sense of achieving(winning) So accomplishing subtask that is relatively easier and less time consuming provides this psychological boost

bull Example So the change may first applied to a village than to the whole country

bull Example Instead of 60 minutes students may be asked to study for 5 minutes

A local car wash ran a promotion featuring loyalty cards Everytime customers bought a car wash they got a stamp on theircards and when they filled up their cards with eight stamps theygot a free washAnother set of customers at the same car wash got a slightlydifferent loyalty card They needed to collect ten stamps (ratherthan eight) to get a free car wash-but they were given a headstart When they received their cards two stamps had alreadybeen addedThe goal was the same for both sets of customers Buy eightadditional car washes get a reward But the psychology was differentIn one case youre 20 percent of the way toward a goaland in the other case youre starting from scratch A few monthslater only 1 9 percent of the eight-stamp customers had earned afree wash versus 34 percent of the head-start group (And thehead-start group earned the free wash faster)

People find it more motivating to be partly finished with alonger journey than to be at the starting gate of a shorter oneThats why the conventional wisdom in development circles isthat you dont publicly announce a fund-raising campaign for acharity until youve already got 50 percent of the money in thebag (After all who wants to give the first $ 1 00 to a $ 1 millionfund-raising campaign)One way to motivate action then is to make people feel asthough theyre already closer to the finish line than they might have thought

That sense of progress is critical because the Elephant in usis easily demoralized Its easily spooked easily derailed and forthat reason it needs reassurance even for the very first step ofthe journeyIf youre leading a change effort you better start looking forthose first two stamps to put on your teams cards Rather thanfocusing solely on whats new and different about the change tocome make an effort to remind people whats already been conquered

A business cliche commands us to raise the bar But thatsexactly the wrong instinct if you want to motivate a reluctant ElephantYou need to lower the bar Picture taking a high-jump barand lowering it so far that it can be stepped overIf you want a reluctant Elephant to get moving you need toshrink the change

a clever self-help technique calledthe 5-Minute Room Rescue proposed by Marla Cilley a homeorganizingguru who calls herself the Fly Lady (think of zoomingthrough your housecleaning with wings) Heres what you doGet a kitchen timer and set it for 5 minutes Then go to the worstroom in your house-the one youd never let a guest see-andas the timer ticks down start clearing a path and when the timerbuzzes you can stop with a clear conscience

This is an Elephant trick The Elephant hates doing things with no immediate payoff

To get the Elephant off its duff you need to reassureit that the task wont be so bad Look its just 5 minutesHow bad can it be

What good is a 5-minute session of cleaning Not much Itgets you moving though and thats the hardest part Starting anunpleasant task is always worse than continuing it So once youstart cleaning house chances are you wont stop at 5 minutesYoull be surprised at how fast things turn around Youll start totake pride in your accomplishments-starting with the cleansink then the clean bathroom then the clean downstairs areaandthat pride and confidence will build on itself A virtuous circleBut you couldnt have enjoyed the virtuous circle without first shrinking the change

In his book TheTotal Money Makeover Ramsey

One of Ramseys best-known and most controversial debtfightingtechniques is the Debt Snowball When the Farrarsfound themselves with over $ 1 00000 in debt (not includingtheir mortgage) they started working on the Debt SnowballThe first step was to list all their debts-everything from creditcards to overdue electric bills to student loans-and then arrangethem in order from smallest to largest Next their instructionswere to make only the minimum payments on every debt withone exception

After the minimum payments were made everyavailable dollar would be put toward the first debt on the list Becausethe first debt was the smallest one it could be paid off relativelyquickly and the Farrars could cross it off the list and thendirect every available dollar to paying off the second debt thenthe third then the fourth As they crossed off each debt theywere able to eliminate a minimum payment which gave themmore cash to attack the next debt Thats why the strategy iscalled a Debt Snowball With each debt that is conquered the snowball of money applied to the next debt grows and rolls a little faster

Notice whats missing here any mention of interest rates Ifthe Farrars smallest debt was a past-due utility bill with no in

terest charges whatsoever Ramsey still advised them to pay it offbefore tackling any of their credit card bills which might have interestrates of 20 percent or aboveThis advice makes the average financial adviser cringe Afterall simple math tells us that were financially better-off if we paydown high-interest debt first

Ramsey writes --Being a certified nerd I always used to start with makingthe math work I have learned that the math doesneed to work but sometimes motivation is more importantthan math This is one of those times Faceit if you go on a diet and lose weight the first week youwill stay on that diet If you go on a diet and gain weightor go six weeks with no visible progress you will quitWhen training salespeople I try to get them a sale ortwo quickly because that fires them up When you startthe Debt Snowball and in the first few days pay off acouple oflittle debts trust me it lights your fire I dontcare if you have a masters degree in psychology youneed quick wins to get fired up And getting fired up issuper-important

Most financial advisers recommend that their clients paydown high-interest debt first in order to optimize the impact oftheir money But Ramseys not trying to solve an optimizationproblem hes trying to solve an Elephant problem The reasonpeople get themselves into financial trouble he knows is thatthey lose control They begin to feel powerless in the face of amountain of debt And you cant combat powerlessness withmath You combat it by proving to people that they can win Ifyou pay $ 1 8 5 toward a $20000 debt on a high-interest creditcard youre still going to feel hopeless But if you completely payoff a $ 1 8 5 overdue utility bill you can cross it off yo r list Youvewon a victory over debtRamsey is using the same strategy as the Fly Lady with her5-Minute Room Rescue-if people are facing a daunting taskand their instinct is to avoid it youve got to break down the taskShrink the change Make the change small enough that they canthelp but score a victory Once people clean a single room or payoff a single debt their dread starts to dissipate and their progressbegins to snowballC

One way to shrink change then is to limit the investment youreasking for-only 5 minutes of housecleaning only one smalldebt Another way to shrink change is to think of small winsmilestonesthat are within reach (Our dad Fred Heath whoworked over thirty years for IBM would tell his teams that whenmilestones seemed too distant they should look for inch pebblesNice one Dad)

Kelman a professor of public management at Harvard UniversitysKennedy School of Government got a call from theClinton administration in 1 993 asking him to lead the Officeof Federal Procurement Policy (OFPP) As the head of OFPp hewould be responsible for reforming the governments procurementefforts

Kelman was reluctant to head up OFPp knowing there wasa pretty good chance that despite his best efforts nothing wouldchange but in the end he accepted the job He knew exactly whathe was getting into because three years earlier hed written a bookabout procurement reformThere were lots of problems with procurement Over theyears the government had established many protocols and protectionsto prevent abuses of various kinds There were good intentionsbehind these protections but as they built up layerupon layer they began to cause more harm than the abusestheyd been designed to prevent For instance when makingpurchase decisions procurement officials could not use evidenceof vendors past performance

Kelman knew hed have to make some progress quickly or elsehed be dismissed If an example of successful change couldsomehow be achieved quickly it might be possible to use that toset other changes in motion he wrote later He sought a victorythat would be fast achievable and visible-a small win thatwould work for all of his constituents whether the Defense Departmentor the Health and Human Services Department If hecould get their Elephants moving with an easy mission-the governmentequivalent of the 5-Minute Room Rescue-he thoughthe would be able to keep them moving

One day a conversation with a government employee sparkedan idea The employee told Kelman that when she needed simpleinexpensive items such as a few computer disks the procurementrules made it impossible for her to walk to thecomputer superstore across the str1048958et and buy them She foundthis limitation was infuriatingKelman spotted an opportunity He went to the senior procurementexecutives and issued a challenge I want you to doubleyour agencys use ofgovernment credit cards over the next year (Noticethe precision of the challenge a la the 1 milk campaign By

being specific about the behavioral change Kelman was directinghis constituents Riders) In his vision anytime employees neededsomething small-computer disks or a replacement hard driveor a carton of office paper-they should be able to march acrossthe street armed with their credit cards and purchase what theyneeded on the spot Kelman asked the agencies to make a formalPledge to embrace the idea The agencies were supportive soKelman pushed further Over the next year he organized fourmore pledgesso here they donrsquot need quotation or tender Government may check later whether it complies fair price policy

The second pledge was a biggie Kelman asked the agencies tobreak with the tradition of ignoring past performance He knewthis would be a tough sell so he decided to push for it publiclyonly when he was sure he had at least eight agencies onboard Hehit the phones and his employees and advisers rallied the peoplein their networks Eventually his team had eight agencies signedup but he wasnt finished After we got to nine agencies participationstarted snowballing and soon we could say to the holdoutsAlmost everyone but you is participating (This outcomeforeshadows a point that we make in Chapter 1 0 about behaviorbeing contagious Kelman managed to address all three parts ofthe framework-directing the Rider motivating the Elephantand shaping the Path)

When you engineer early successes what youre really doing isengineering hope Hope is precious to a change effort Its Elephantfuel

Main strategy 2 Motivate the Elephant2c Grow your people(creating sense of

identity amp instill growth mindset)bull Be noted identity may be created it is not always

inherited thing For example creating identity like Iutians are hard working gives a boost to the elephant to do something

bull So this identity to be created in positive way bull Identity may be achieved by birth and or individual

endeavour For example citizen of a country(by birth) is an identity received by birth while lsquoEngineerrsquo identity that is earned through hard study

bull Growth mindset to be instilled by removing limiting belief that things could not be changed by trying The new belief system should be that anything could be learnt and anything is possible

bull Example Brasilatas inventors

The St Lucia Parrot exists only o n the Caribbean island o f StLucia Its gorgeous with a vivid turquoise blue face lime greenwings and a striking red shield on its chest In 1977 only onehundred St Lucia Parrots were left on the island The populationhad been decimated by habitat destruction hunters andpeople who trapped them to use as pets The St Lucia Parrotseemed doomed in the words of one biologist the species couldnot escape oblivion by the year 2000Enter an unlikely savior college student Paul Butler In 1977Butler was finishing his last year of studies at North-East LondonPolytechnic Butlers passion was conservation and hed previouslyspent five weeks completing a field research expedition inSt Lucia where hed studied the parrot and submitted recommendationsfor preserving the species

Pg 149

Weve seen that one way to motivate a switch is to shrink thechange which makes people feel big relative to the challengeBut here were seeing something different Paul Butler didntshrink the change Instead he grew the people He made the StLucians swell with pride over their parrot-a species that existsnowhere else He inspired them to feel more determined moreready more motivated And when you build people up in thisway they dtvelop the strength to act

In essence Butlers goal was to convince St Lucians that theywere the kind of people who protected their own In public eventsButler stressed This parrot is ours Nobody has this but us Weneed to cherish it and look after it He did everything in hispower to make the public more familiar with the bird He hostedSt Lucia Parrot puppet shows distributed T-shirts cajoled a localband to record songs about the bird convinced local hotels toprint up bumper stickers recruited volunteers to dress up in parrotcostumes and visit local schools and asked local ministers tocite relevant Bible verses (for instance verses that instructed believersto be good stewards of the things that were in their trust)

James March a professor of politicalscience at Stanford University March says that when peoplemake choices they tend to rely on one of two basic models ofdecision making the consequences model or the identity modelThe consequences model is familiar to students of economicsIt assumes that when we have a decision to make we weigh thecosts and benefits of our options and make the choice thatmaximizes our satisfaction Its a rational analytical approachThis is the approach that Paul Buder knew would fail withSt Lucians because there simply wasnt a strong costbenefitcase for the parrot

In the identity model of decision making we essentially askourselves three questions when we have a decision to make Whoam l What kind of situation is this What would someone like medo in this situation Notice whats missing any calculation of costsand benefits The identity model explains the way most peoplevote which contradicts our notion of the self-interested voterIt helps to shed light on why an auto mechanic in Oklahomawould vote against a Democrat whod give him health insuranceand why a Silicon Valley millionaire would vote against a Republicanwhod cut her taxes

Generally when we use the word identity were talking aboutan immutable trait of some kind-such as a racial ethic orregional identity But thats a relatively narrow use of the termWere not just born with an identity we adopt identities throughoutour lives We aspire to be good mothers or fathers devoutCatholics or Muslims patriotic citizens and so on

Or consider a professional identity such as being a scientistClearly youre not born a scientist Its an identity you seek outand one that others such as your professors and mentors consciouslycultivate in you As you develop and grow in that identityit becomes an increasingly important part of your self-imageand triggers the kind of decision making that March describes

Its critical to realize that these identity stories arent just specialcase situations confined to scientists or nurses or St LuciansIdentity is going to play a role in nearly every change situationEven yours When you think about the people whose behaviorneeds to change ask yourself whether they would agree with thisstatement I aspire to be the kind of person who would makethis change If their answer is yes thats an enormous factor in your favor If their answer is no then youll have to work hard toshow them that they should aspire to a different self-image Andthats exactly what Paul Butler did in St Lucia He convinced theislands citizens to think This is our bird-if we want to be goodSt Lucians wed better protect it

in a business context consider a firmthat invented an identity that subsequently became the engine ofits success The firm is Brasilata-its a US$ 1 70 million manufacturingfirm in Brazil that produces various kinds of steel cansAs youd imagine the can manufacturing industry is relativelymature-not much growth not much excitement But Brasilatadefies the stereotype of a boring stuck-in-its ways manufacturerIn fact it has one of the best reputations for innovation of anycompany in Latin America

How does a manufacturer of cans become known as an innovatorBrasilatas founders were inspired by the philosophy ofJapanese car manufacturers like Honda and Toyota which empoweredtheir frontline employees to take ownership of theirwork For instance at Toyota any employee who spotted a defectcould stop the assembly line (this would have been unthinkablein Detroit at the time) Toyota and Honda also actively solicited

ideas for innovation from their employees In 1 987 the foundersof Brasilata launched an employee-innovation program modeledon the Japanese forerunnersA new identity was the core of the program Employees ofBrasilata hecame known as inventors and when new employeesjoined the firm they were asked to sign an innovation contractThis wasnt simply feel-good language Top management challengedemployees to be on the lookout for potential innovationsideasfor how to create better products improve productionprocesses and squeeze costs out of the system Procedures developedwithin the factory made it easy for inventors to submit theirideas

The program succeeded beyond any reasonable expectationsIn 2008 employees submitted 1 34846 ideas-an averageof 1452 ideas per inventor This figure puts Brasilata on par withthe Japanese trendsetters that had inspired the programMany of the suggestions led to the development of new productsFor instance in late 2008 Brasilata came up with a new approachfor steel cans designed to carry dangerous or flammableliquids To meet United Nations standards such cans must beable to withstand a drop from 1 2 meters (roughly 4 feet) Traditionallymost manufacturers had reached this standard by thickeningthe metal layers which used up more raw material andrequired new production processes And the reinforced designswerent foolproof-the metal seams were prone to split if a canlanded on an edgeBrasilatas inventors

suggested a new design inspired by carbumpers that collapse on impact Their new steel can deformedslightly on impact reducing stress on the critical seam The newdesign resisted impact better while also reducing the amount ofsteel in the canThe inventors have led Brasilata through emergencies In200 1 a severe energy crisis-the blackout syndrome ndashforced

the government of Brazil to ration energy Businesses received astrict quota of electricity The inventors went to work dreamingup power-saving ideas-hundreds of them Within a few weeksBrasilatas energy consumption was reduced by 35 percent fallingbelow the companys quota and allowing the company to resell itsextra energy

Another unexpected idea was jointly suggested by two employeesEliminate our jobs theyre not necessary anymore The ideawas accepted but the company found a new place for the employeesBrasilata has a no-dismissal policy and also distributes1 5 percent of its net profits to employees Its no surprise thatBrasilata consistently appears on best places to work lists inBrazilLets remember something This inventor identity whichhas fueled business success and employee satisfaction was madeup None of Brasilatas employees were born inventors Theidentity was introduced to them and they liked the sound of itIt seemed to be a mantle worth wearing Being an inventor hasbecome a source of pride and strength

If cultivating an identity sounds daunting take heart A classicstudy in psychology shows that you can start with small steps Inthe 1960s two psychologists from Stanford University JonathanFreedman and Scott Fraser asked a researcher to go door-to-doorin an upscale neighborhood in Palo Alto California

Pg 158

indeed 83 percent of the home ownerspassed on the opportunity ldquo

Two weeks earlier thesame home owners had been approached by a volunteer claimingto represent a different driver-safety organization They wereasked to put a tiny Be a Safe Driver sign-less than half thesize of a postcard-in the window of their car or home The volunteersaid the sign was intended to make citizens more aware ofthe need to drive carefully This seemed such a trivial commitmentthat almost all of the home owners said yes

When the researcherscame back two weeks later and asked the home owners to installthe eyesore billboard 76 percent accepted it

the science of the billboardstudy says something pretty remarkable It shows us that peopleare receptive to developing new identities that identities growfrom small beginnings Once you start seeing yourself as a concernedcitizen youll want to keep acting like one Thats tremendouslygood news for someone leading a change effort It meansfor example that if you can show people why the environment isworth caring about it wont take years for them to think of themselvesas environmentalists It took only a few days for the homeowners to think of themselves as concerned citizens

You need to create the expectationof failure-not the failure of the mission itself but failureen route This notion takes us into a fascinating area of researchthat is likely to change the way you view the world

Main strategy 3 Shape the path3a Tweak the environment

bull TWEAK THE ENVIRONMENT When the situation changes the behavior

bull changes So change the situation [Throwing out the phone system at Rackspace

bull 1-Click ordering simplifying the online time sheet]bull Tweaking the environment is about making the right

behaviors a little bit easier and the wrong behaviors a little bit harder Its that simple

bull ]

Fundamental attribution error ndash we hurrily judge someonesomething from Direct

attributes but forget about situation that may have created those attributes

frequently blind to the power of situations In a famousarticle Stanford psychologist Lee Ross surveyed dozens ofstudies in psychology and noted that people have a systematictendency to ignore the situational forces that shape other peoplesbehavior He called this deep-rooted tendency the FundamentalAttribution Error The error lies in our inclination toattribute peoples behavior to the way they are rather than to thesituation they are in

how a smoother Path can change behavior consider someresearch that studied why college students did (or didnt) donatefood to a canned-food drive for charity The researchers knewsome students would be more charitable and generous thanothers and would be more inclined to donate food Theresearchers wondered Can we alter the situation so that jerks givetoo

Pg 182

Some students received a basicletter announcing the launch of a food drive the following weekand asking them to bring canned food to a booth on TressiderPlaza (a well-known spot on campus) Other students received amore detailed letter which included a map to the precise spot arequest for a can of beans and a suggestion that they think abouta time when theyd ordinarily be near Tressider Plaza so theywouldnt have to go out of their way to get there

Students who received the basic letter were not very generousOnly 8 percent of the saints donated and not a single one ofthe jerks

Students who received the more detailedletter were substantially more charitable 42 percent of thesaints donated and so did 2 5 percent of the jerks

Tweaking the environment is about making the right behaviorsa little bit easier and the wrong behaviors a little bit harder Itsthat simple

3b Build habit

bull When something becomes a habit our rational brain(rider) does not have to exert almost any energy or will power This will power energy is of limited supply and could not work for long stretch of time

bull So if step by step procedure some objective or main task could be turned into a habit it would be easier for human beings to do it

bull BUILD HABITS When behavior is habitual its free-it doesnt tax the Rider

bull Look for ways to encourage habits [Setting action triggers eating two bowls of

bull soup while dieting using checklists

Example or strategy to build habit

bull 21 days repetition method

3b Action trigger

Peter Gollwitzer a psychologist at New York University is thepioneer of work in this area He and colleague Veronika Brandstarterfound that action triggers are quite effective in motivatingaction

By preloading the decisionwe conserve the Riders self-control(it does not have to think about what to do)

In one study they tracked college students who had theoption to earn extra credit in a class by writing a paper about how they spent Christmas Eve But there was a catch To earn the credit they had to submit the paper by December 26 Most studentshad good intentions of writing the paper but only 33 percentof them got around to writing and submitting it Otherstudents in the study were required to set action triggers-tonote in advance exactly when and where they intended to write the report (for example Ill write this report in my dads officeon Christmas morning before everyone gets up) A whopping75 percent of those students wrote the report

3c Rally the herd

bull Social and peer pressure is a very strong force in motivating us to do something

bull So if influential celebrity type people do something the majority follow through Here 8020 rule applies

bull Again if someone could be told that the majority are doing this heshe would like to be the part of the group(here) and comply with Therefore become happy as becoming of a group that fulfills our belonging needs

bull The Elephant constantly looks to the herd for cues about how to behave

bull Other people are getting their work done on time Why wont you

bull RALLY THE HERD Behavior is contagious Help it spread [Fataki in Tanzaniafree spaces in hospitals seeding the tip jar]

By STANDER effect ndash humanbeings take decision after

looking what others doColumbia University students having volunteered for a researchstudy were asked to sit in a room and fill out a surveySome were left alone others were put in rooms with two otherstudents As they filled out their surveys a crisis emergedSmoke began to pour into the room through a wall vent Thesmoke continued to flow in irregular puffs until eventually theroom was filled with haze Of the students sitting in a room bythemselves 75 percent got up and found someone to alert aboutthe smoke But when three students were placed in the roomat the same time only 38 percent of the groups of three ever reportedthe smoke They just sat there inhaling the smoke eachindividuals inaction signaling to the other two people in theroom that this smoke cloud isnt such a big deal

In a similar study individuals or pairs who were completinga survey heard what sounded like a woman falling down loudlyon the other side of a room divider Of the lone bystanders 70percent went to help her but only 40 percent of the pairs helpedEven when the pairs helped they acted more slowly than the individuals

Why do groups fail to respond as well as individualsIn ambiguous situations-smoke pouring into a room theapparent sound of a fall-people look to others for cues abouthow to interpret the event If you see a man suddenly collapse atthe mall your brain races through possible interpretations Its aheart attack Or wait maybe he tripped and fell down Or whatif hes playing a gag on someone Youre reluctant to rush overimmediately because if he simply tripped your alarm-bell behaviorwill leave you both embarrassedIf youre the only person around to react youll probably makeyour best guess-heart attack-and rush over But if theres acrowd youve got two stimuli to process the collapse itself andthe crowds reaction to the collapse You might pause briefly tostudy the crowd Are other people acting like hes had a heart attackYou stand there idling ready to spring into action at thefirst sign of crisis But as you wait other people are looking backat you and when they see you idling your behavior becomes datafor their theory that its not an emergency And thats why threepeople can sit in a room filling with smoke and not make a peep

a group of socialpsychologists persuaded a hotel manager to test out a newsign in the hotel bathrooms The sign didnt mention the environmentat alIi it simply said that the the majority of guests atthe hotel reuse their towels at least once during their stay Itworked-guests who got this sign were 26 percent more likely toreuse their towels They took cues from the herdNote the downside though If the sign had said About 8of our guests decide to reuse their towels new guests would havebeen less likely to reuse theirs

SummaryHOW TO MAKE A SWITCHFor things to change somebody somewhere has to start actingdifferently Maybe its you maybe its your teamPicture that person (or people)Each has an emotional Elephant side and a rational Rider sideYouve got to reach both And youve also got to clear the wayfor them to succeed In short you must do three things

DIRECT the RiderFOLLOW THE BRIGHT SPOTS Investigate whats working and clone it [Jerrysternin in Vietnam solutions-focused therapy]SCRIPT THE CRITICAL MOVES Dont think big picture think in terms of specificbehaviors [1 milk four rules at the Brazilian railroad]POINT TO THE DESTINATION Change is easier when you know where youregoing and why its worth it [You ll be third graders soon No dry holes at BP]

MOTIVATE the ElephantFIND THE FEELING Knowing something isn t enough to cause change Makepeople feel something [Piling gloves on the table the chemotherapy video gameRobyn Waterss demos at Target]SHRINK THE CHANGE Break down the change until it no longer spooks the Elephant[The 5-Minute Room Rescue procurement reform]GROW YOUR PEOPLE Cultivate a sense of identity and instill the growth mindset[Brasilatas inventors junior-high math kids turnaround]

SHAPE the PathTWEAK THE ENVIRONMENT When the situation changes the behaviorchanges So change the situation [Throwing out the phone system at Rackspace1-Click ordering simplifying the online time sheet]BUILD HABITS When behavior is habitual its free-it doesnt tax the RiderLook for ways to encourage habits [Setting action triggers eating two bowls ofsoup while dieting using checklists]RALLY THE HERD Behavior is contagious Help it spread [Fataki in Tanzaniafree spaces in hospitals seeding the tip jar]

Summary Direct the Rider(Head rational thinker)

Heres the good news The Riders strengths are substantialand his flaws can be mitigated When you appeal to the Rider insideyourself or inside others you are trying to influence yourgame plan should be simpleFirst follow the bright spots Think of the Vietnamese childrenwho stayed well nourished against the odds or the Genentechsales reps who racked up sales against the odds AB you analyzeyour situation youre sure to find some things that are workingbetter than others Dont obsess about the failures Instead investigateand clone the successesNext give direction to the Rider-both a start and a finishSend him a destination postcard (Youll be a third grader soon)and script his critical moves (Buy 1 milk) When you do these things youll prepare the Rider to lead aswitch And youll arm him for the ongoing struggles with hisreluctant and formidable partner the Elephant

Summary Motivate the Elephant(Lazy pleasure loving self)

In times of change we need to remind ourselves and others againand again of certain basic truths Our brains and our abilities arelike muscles They can be strengthened with practice Were notborn skateboarders or scientists or nurses we must learn how toskateboard do science or care for sick people And our inspirationto change ourselves comes from our desire to live up to thoseidentitiesIn the story of Molly Howard we see that amazing things canhappen when you combine the aspiration of a new identity withthe persistence of the growth mindset Thats how you grow yourpeople

Over the past few chapters weve seen that the centralchallenge of change is keeping the Elephant moving forwardWhereas the Rider needs direction the Elephant needs motivationAnd weve seen that motivation comes from feelingknowledgeisnt enough to motivate change But motivation alsocomes from confidence The Elephant has to believe that its capableof conquering the change And there are two routes tobuilding peoples confidence so that they feel big relative totheir challenge You can shrink the change or grow your people(or preferably both)

Summary Shaping the pathOur picture of change is still incomplete though because itsclear that in some situations even a reluctant Elephant and a confusedRider will manage to change their behavior For instanceconsider the fact that even a lost angry driver who is hopelesslylate for an appointment will stop dutifully for a red lightThats why to make changes stick weve got to think aboutshaping the Path

First you need to tweak theenvironment to provide a free space for discussion At Alpha therotational teams had a private place to meet and that created afree space where the new identity could grow Do your own reformershave a private place where they can meet and coordinate

Second you should build good habits Recall the idea of actiontriggers-visualizing when and where you are going to dosomething important The interns at Alpha were essentially settingaction triggers They thought about what they would sayand how they would act when 9 pm came and the signoutprocess was triggered They mentally rehearsed how they wouldrespond if an argument flared up with the night resident Havemembers of your team rehearsed how theyll react when theymeet resistance from your organizations old guard

Finally you should rally the herd At Alpha the leaders helpedthe reformers find one another and the reformers began to createa language-as we saw in the examples of the designateddriver and Fataki-that allowed them to talk about their valueswith others As a leader you can help prod them to create this languageto find ways to articulate what is different and better aboutthe change you seek

We started the Path section by discussing the Fundamental AttributionError-the tendency to attribute behavior to peoplescharacter rather than to their environments Look again at theteaching-hospital example At Alpha 42 percent of superiors supportedthe change at Beta 66 percent supported it Almost all ofus would have put our money on Beta Not many of us whenconfronted with that data would have immediately thought Yesbut what about the situational forces

At the two hospitals individual character competed with situationalforces and situational forces won This brings us backfull circle to the food drive study where a jerk with clear instructionswas more charitable than a saint with generic instructionsThe line between saints and jerks wasnt as clear as we mighthave thought Neither was the line between supporters and resistersof hospital reformIf the right Path can turn a jerk into a saint then the rightPath can also turn a change enemy into an ally

ReferenceReference book HOW TO CHANGE THINGS WHEN CH ANGE IS HARD

By CHIP HEATH (a professor at the GraduateSchool of Business at Stanford University) and DAN HEATH(a senior fellow at Duke Universitys Centerfor the Advancement of Social Entrepreneurship(CASE))

• Change Management
• Reference
• Slide 3
• Rider
• Elephant
• Main strategy 1 Direct the Rider 1a Follow the brightspot
• Details of Vietnam example
• Slide 8
• Slide 9
• Main strategy 1 Direct the Rider 1b Script the critical move
• Slide 11
• Slide 12
• Main strategy 1 Direct the Rider 1c POINT TO THE DESTINATION
• Main strategy 2 Motivate the Elephant 2a Find the Feeling
• Slide 15
• Slide 16
• Slide 17
• Slide 18
• Slide 19
• Slide 20
• Slide 21
• Slide 22
• Slide 23
• Main strategy 2 Motivate the Elephant 2b Shrink the Change
• Slide 25
• Slide 26
• Slide 27
• Slide 28
• Slide 29
• Slide 30
• Slide 31
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• Slide 33
• Slide 34
• Slide 35
• Slide 36
• Slide 37
• Slide 38
• Slide 39
• Slide 40
• Main strategy 2 Motivate the Elephant 2c Grow your people(creating sense of identity amp instill growth mindset)
• Slide 42
• Slide 43
• Slide 44
• Slide 45
• Slide 46
• Slide 47
• Slide 48
• Slide 49
• Slide 50
• Slide 51
• Slide 52
• Slide 53
• Slide 54
• Slide 55
• Main strategy 3 Shape the path 3a Tweak the environment
• Fundamental attribution error ndash we hurrily judge someonesomething from Direct attributes but forget about situation that may have created those attributes
• Slide 58
• Slide 59
• 3b Build habit
• Slide 61
• Example or strategy to build habit
• 3b Action trigger
• Slide 64
• 3c Rally the herd
• Slide 66
• By STANDER effect ndash humanbeings take decision after looking what others do
• Slide 68
• Slide 69
• Slide 70
• Summary
• Slide 72
• Slide 73
• Summary Direct the Rider(Head rational thinker)
• Summary Motivate the Elephant(Lazy pleasure loving self)
• Slide 76
• Summary Shaping the path
• Slide 78
• Slide 79
• Slide 80
• Slide 81

Elephant

bull Our pleasure loving and pain avoiding self

bull It is lazy

bull It likes instant gratification rather than of future benefit

bull Rider(brain) may decide to do something but elephant may not want to do that

bull So knowing is not always doing

Main strategy 1 Direct the Rider 1a Follow the brightspot

bull 1a Find and follow the brightspot gtgtgtbull Brightspot is something you have done earlier which

may be the solution to the problem You just to find it and clone it

bull Brightspot is something already in use by some segment of your population community country that may be the solution to the problem

bull So finding and following brightspot means looking into yourself your own community country before looking outside

bull Example Vietnamrsquos malnutrition problem addressed by local solution - 4 meals(servings) a day adding crabs and shrimps and green potatoes

Details of Vietnam example

bull In 1990 Jery Sternin went to Vietnam as an executive of Save the Children Funda NGO It opened its office in Vietnam for the first time Malnutrion problem is rampant in Vietnam And vietnames govt gave only 6 months to bring substational change in that situation

bull Malnutriontion is associated with some other factors like poverty sanitation education etc

bull Vietnam is a poor country without any good sanitation system Literacy rate is low

bull To address such related factors is a huge task and may take decades and loads of monetary and human resources

bull So what Sternin did he commissioned a survey to find out despite all these odds whether there were some kids who were healthy

bull In the survey it was found that in a few localities(villages) kids grew up healthy Their socio-economic condition was no better than other vietnamese

bull The only difference came out was that the kids were served four times a day instead of usual two times a day Further healthy kids mothers added crabs and shrimps in their meals which were usually considered suitable for adults

bull This was the brightspot Sternin found and he introduced it other villages He brought different groups of people two that two model villages to see themselves about it and implement in their own localities

Main strategy 1 Direct the Rider 1b Script the critical move

bull At any task or outcome there are some sub tasks Among the subtasks only one or two are nearly responsible for the major portion of the task

bull Pareto principle states that 80 of the outcome is caused by 20 of the effort

bull So it would be extremely beneficial to figure out which subtask or subtasks are the critical moves

bull Then clearly and precisely what to be done with this critical move may be mentioned The reason if left with analyzing of brain to figure out the actual procedures to be taken it may take too long and fall into analysis-paralysis or simply confused(Refer to hip pain patient where 53 of the doctors excluded second drug and just opted for surgery which went against common sense)

bull So this critical move may be scripted(written) with precise concrete instruction

bull Example to fight against obesity Americans are to be advised to eat healthy foods Mentioning every meal with a list of diet tax human minds a lot and usually not successful

bull So the researchers decided to pick a critical one and that is milk in break fast

bull They found that if milk intake in the breakfast could be changed from whole fat to low fat(1 fat) then the saturated fat level in most American will come below the danger level

Main strategy 1 Direct the Rider1c POINT TO THE DESTINATION

bull A clear concrete precise(if possible given in numbers like 10 profit increase this year) goal

bull Sometimes 100 success goal is good to clear any ambiguity

bull Example BPrsquos no dry holes goal The management found that when their geologists say that this field has more than 75 probability of having oil usually they find it So it would be better to go for 100 success rate Industrial standard was 1 in 8 holes BPrsquos standard was 1 out of 5 holes After taking the lsquono dryholersquo goal BPrsquos success rate has become 2 out of 3 thatrsquos very good at any standard

Main strategy 2 Motivate the Elephant

2a Find the Feelingbull To motivate the pleasure loving pain

avoiding self(elephant) it is best to show the real thing give him the tactile feeling odour taste etc

bull Example tagging the gloves with price and put them in the conference table to motivate the managers to purchase wisely and cheap

In The Heart oChange John Kotter and Dan Cohen report ona study they conducted with the help of a team at Deloitte ConsultingThe project team interviewed over 400 people acrossmore than 130 companies in the United States Europe Australiaand South Africa in hopes of understanding why change happensin large organizations Summarizing the data Kotter andCohen said that in most change situations managers initiallyfocus on strategy structure culture or systems which leads themto miss the most important issue

Jon Stegner believed the company he worked for a large manufacturerwas wasting vast sums of money I thought we had anopportunity to drive down purchasing costs not by 2 percent butby something on the order of $1 billion over the next five years said Stegner who i s quoted i n John Kotter and Dan Cohens essentialbook The Heart of ChangeTo reap these savings a big process shift would be requiredand for that shift to occur Stegner knew that hed have to convincehis bosses

Seeking a compelling example of the companys poor purchasinghabits Stegner assigned a summer student intern to investigate a single item-work gloves which workers in most ofthe companys factories wore The student embarked on a missionto identify all the types of gloves used in all the companys factoriesand then trace back what the company was paying for themThe intrepid intern soon reported that the factories werepurchasing 424 different kinds of gloves Furthermore they wereusing different glove suppliers and they were all negotiating theirown prices The same pair of gloves that cost $5 at one factorymight cost $17 at another

At Stegners request the student collected a specimen of everyone of the 424 different types of gloves and tagged each with theprice paid Then all the gloves were gathered up brought to theboardroom and piled up on the conference table Stegner invitedall the division presidents to come visit the Glove Shrine

They could see the prices Theylooked at two gloves that seemed exactly alike yet onewas marked $322 and the other $105 5 Its a rare eventwhen these people dont have anything to say But thatday they just stood with their mouths gapingThe gloves exhibit soon became a traveling road show visitingdozens of plants The reaction was visceral This is crazy Werecrazy And weve got to make sure this stops happening Soon Stegnerhad exactly the mandate for change that hed sought Thecompany changed its purchasing process and saved a great deal ofmoney This was exactly the happy ending everyone wanted

Most of us would not have tried what Stegnerdid It would have been so easy so natural to make a presentationthat spoke only to the Rider Think of the possibilities thespreadsheets the savings data the cost-cutting protocols the recommendationsfor supplier consolidation the exquisite logic forcentral purchasing You could have created a 12-tabbed MicrosoftExcel spreadsheet that would have made a tax accountant weepwith joy But instead of doing any of that Stegner dumped abunch of gloves on a table and invited his bosses to see themIf there is such a thing as white-collar courage surely this was an instance

Stegner knew that if things were going to change he had toget his colleagues Elephants on his side If he had made an analyticalappeal he probably would have gotten some supportivenods and the execs might have requested a follow-up meetingsix weeks later (and then rescheduled it) The analytical case wascompelling-by itself it might have convinced Stegners colleaguesthat overhauling the purchasing system would be an importantthing to do next yearRemember that if you reach your colleagues Riders but nottheir Elephants they will have direction without motivationMaybe their Riders will drag the Elephant down the road for awhile but as weve seen that effort cant last longOnce you break through to feeling though things changeStegner delivered a jolt to his colleagues First they thought tothemselves were crazy Then they thought we can fix this Everyonecould think of a few things to try to fix the glove problemandby extension the ordering process as a whole That got theirElephants fired up to move

bull Kotter and Cohen observed that in almost all successful change efforts the sequence of change is not ANALYZETHINK-CHANGE but rather SEE-FEEL-CHANGE

Most of us would create a businesscase for the power of design Wed compile a PowerPoint presentationwith charts and graphs and strategically selected quotesfrom the chairman whod embraced the design-forward vision

When we finished our presentation everyone in the room wouldunderstand what we meant They might even agree But wouldthey change their behavior Kotters research suggests no

Main strategy 2 Motivate the Elephant

2b Shrink the Changebull If the task appears very big elephant does not want to

do it So if the elephant is tricked to do only a portion of the task or for a small time eventually the whole task to be done It is always harder to start

bull Our human emotional sides require instant gratification and sense of achieving(winning) So accomplishing subtask that is relatively easier and less time consuming provides this psychological boost

bull Example So the change may first applied to a village than to the whole country

bull Example Instead of 60 minutes students may be asked to study for 5 minutes

A local car wash ran a promotion featuring loyalty cards Everytime customers bought a car wash they got a stamp on theircards and when they filled up their cards with eight stamps theygot a free washAnother set of customers at the same car wash got a slightlydifferent loyalty card They needed to collect ten stamps (ratherthan eight) to get a free car wash-but they were given a headstart When they received their cards two stamps had alreadybeen addedThe goal was the same for both sets of customers Buy eightadditional car washes get a reward But the psychology was differentIn one case youre 20 percent of the way toward a goaland in the other case youre starting from scratch A few monthslater only 1 9 percent of the eight-stamp customers had earned afree wash versus 34 percent of the head-start group (And thehead-start group earned the free wash faster)

People find it more motivating to be partly finished with alonger journey than to be at the starting gate of a shorter oneThats why the conventional wisdom in development circles isthat you dont publicly announce a fund-raising campaign for acharity until youve already got 50 percent of the money in thebag (After all who wants to give the first $ 1 00 to a $ 1 millionfund-raising campaign)One way to motivate action then is to make people feel asthough theyre already closer to the finish line than they might have thought

That sense of progress is critical because the Elephant in usis easily demoralized Its easily spooked easily derailed and forthat reason it needs reassurance even for the very first step ofthe journeyIf youre leading a change effort you better start looking forthose first two stamps to put on your teams cards Rather thanfocusing solely on whats new and different about the change tocome make an effort to remind people whats already been conquered

A business cliche commands us to raise the bar But thatsexactly the wrong instinct if you want to motivate a reluctant ElephantYou need to lower the bar Picture taking a high-jump barand lowering it so far that it can be stepped overIf you want a reluctant Elephant to get moving you need toshrink the change

a clever self-help technique calledthe 5-Minute Room Rescue proposed by Marla Cilley a homeorganizingguru who calls herself the Fly Lady (think of zoomingthrough your housecleaning with wings) Heres what you doGet a kitchen timer and set it for 5 minutes Then go to the worstroom in your house-the one youd never let a guest see-andas the timer ticks down start clearing a path and when the timerbuzzes you can stop with a clear conscience

This is an Elephant trick The Elephant hates doing things with no immediate payoff

To get the Elephant off its duff you need to reassureit that the task wont be so bad Look its just 5 minutesHow bad can it be

What good is a 5-minute session of cleaning Not much Itgets you moving though and thats the hardest part Starting anunpleasant task is always worse than continuing it So once youstart cleaning house chances are you wont stop at 5 minutesYoull be surprised at how fast things turn around Youll start totake pride in your accomplishments-starting with the cleansink then the clean bathroom then the clean downstairs areaandthat pride and confidence will build on itself A virtuous circleBut you couldnt have enjoyed the virtuous circle without first shrinking the change

In his book TheTotal Money Makeover Ramsey

One of Ramseys best-known and most controversial debtfightingtechniques is the Debt Snowball When the Farrarsfound themselves with over $ 1 00000 in debt (not includingtheir mortgage) they started working on the Debt SnowballThe first step was to list all their debts-everything from creditcards to overdue electric bills to student loans-and then arrangethem in order from smallest to largest Next their instructionswere to make only the minimum payments on every debt withone exception

After the minimum payments were made everyavailable dollar would be put toward the first debt on the list Becausethe first debt was the smallest one it could be paid off relativelyquickly and the Farrars could cross it off the list and thendirect every available dollar to paying off the second debt thenthe third then the fourth As they crossed off each debt theywere able to eliminate a minimum payment which gave themmore cash to attack the next debt Thats why the strategy iscalled a Debt Snowball With each debt that is conquered the snowball of money applied to the next debt grows and rolls a little faster

Notice whats missing here any mention of interest rates Ifthe Farrars smallest debt was a past-due utility bill with no in

terest charges whatsoever Ramsey still advised them to pay it offbefore tackling any of their credit card bills which might have interestrates of 20 percent or aboveThis advice makes the average financial adviser cringe Afterall simple math tells us that were financially better-off if we paydown high-interest debt first

Ramsey writes --Being a certified nerd I always used to start with makingthe math work I have learned that the math doesneed to work but sometimes motivation is more importantthan math This is one of those times Faceit if you go on a diet and lose weight the first week youwill stay on that diet If you go on a diet and gain weightor go six weeks with no visible progress you will quitWhen training salespeople I try to get them a sale ortwo quickly because that fires them up When you startthe Debt Snowball and in the first few days pay off acouple oflittle debts trust me it lights your fire I dontcare if you have a masters degree in psychology youneed quick wins to get fired up And getting fired up issuper-important

Most financial advisers recommend that their clients paydown high-interest debt first in order to optimize the impact oftheir money But Ramseys not trying to solve an optimizationproblem hes trying to solve an Elephant problem The reasonpeople get themselves into financial trouble he knows is thatthey lose control They begin to feel powerless in the face of amountain of debt And you cant combat powerlessness withmath You combat it by proving to people that they can win Ifyou pay $ 1 8 5 toward a $20000 debt on a high-interest creditcard youre still going to feel hopeless But if you completely payoff a $ 1 8 5 overdue utility bill you can cross it off yo r list Youvewon a victory over debtRamsey is using the same strategy as the Fly Lady with her5-Minute Room Rescue-if people are facing a daunting taskand their instinct is to avoid it youve got to break down the taskShrink the change Make the change small enough that they canthelp but score a victory Once people clean a single room or payoff a single debt their dread starts to dissipate and their progressbegins to snowballC

One way to shrink change then is to limit the investment youreasking for-only 5 minutes of housecleaning only one smalldebt Another way to shrink change is to think of small winsmilestonesthat are within reach (Our dad Fred Heath whoworked over thirty years for IBM would tell his teams that whenmilestones seemed too distant they should look for inch pebblesNice one Dad)

Kelman a professor of public management at Harvard UniversitysKennedy School of Government got a call from theClinton administration in 1 993 asking him to lead the Officeof Federal Procurement Policy (OFPP) As the head of OFPp hewould be responsible for reforming the governments procurementefforts

Kelman was reluctant to head up OFPp knowing there wasa pretty good chance that despite his best efforts nothing wouldchange but in the end he accepted the job He knew exactly whathe was getting into because three years earlier hed written a bookabout procurement reformThere were lots of problems with procurement Over theyears the government had established many protocols and protectionsto prevent abuses of various kinds There were good intentionsbehind these protections but as they built up layerupon layer they began to cause more harm than the abusestheyd been designed to prevent For instance when makingpurchase decisions procurement officials could not use evidenceof vendors past performance

Kelman knew hed have to make some progress quickly or elsehed be dismissed If an example of successful change couldsomehow be achieved quickly it might be possible to use that toset other changes in motion he wrote later He sought a victorythat would be fast achievable and visible-a small win thatwould work for all of his constituents whether the Defense Departmentor the Health and Human Services Department If hecould get their Elephants moving with an easy mission-the governmentequivalent of the 5-Minute Room Rescue-he thoughthe would be able to keep them moving

One day a conversation with a government employee sparkedan idea The employee told Kelman that when she needed simpleinexpensive items such as a few computer disks the procurementrules made it impossible for her to walk to thecomputer superstore across the str1048958et and buy them She foundthis limitation was infuriatingKelman spotted an opportunity He went to the senior procurementexecutives and issued a challenge I want you to doubleyour agencys use ofgovernment credit cards over the next year (Noticethe precision of the challenge a la the 1 milk campaign By

being specific about the behavioral change Kelman was directinghis constituents Riders) In his vision anytime employees neededsomething small-computer disks or a replacement hard driveor a carton of office paper-they should be able to march acrossthe street armed with their credit cards and purchase what theyneeded on the spot Kelman asked the agencies to make a formalPledge to embrace the idea The agencies were supportive soKelman pushed further Over the next year he organized fourmore pledgesso here they donrsquot need quotation or tender Government may check later whether it complies fair price policy

The second pledge was a biggie Kelman asked the agencies tobreak with the tradition of ignoring past performance He knewthis would be a tough sell so he decided to push for it publiclyonly when he was sure he had at least eight agencies onboard Hehit the phones and his employees and advisers rallied the peoplein their networks Eventually his team had eight agencies signedup but he wasnt finished After we got to nine agencies participationstarted snowballing and soon we could say to the holdoutsAlmost everyone but you is participating (This outcomeforeshadows a point that we make in Chapter 1 0 about behaviorbeing contagious Kelman managed to address all three parts ofthe framework-directing the Rider motivating the Elephantand shaping the Path)

When you engineer early successes what youre really doing isengineering hope Hope is precious to a change effort Its Elephantfuel

Main strategy 2 Motivate the Elephant2c Grow your people(creating sense of

identity amp instill growth mindset)bull Be noted identity may be created it is not always

inherited thing For example creating identity like Iutians are hard working gives a boost to the elephant to do something

bull So this identity to be created in positive way bull Identity may be achieved by birth and or individual

endeavour For example citizen of a country(by birth) is an identity received by birth while lsquoEngineerrsquo identity that is earned through hard study

bull Growth mindset to be instilled by removing limiting belief that things could not be changed by trying The new belief system should be that anything could be learnt and anything is possible

bull Example Brasilatas inventors

The St Lucia Parrot exists only o n the Caribbean island o f StLucia Its gorgeous with a vivid turquoise blue face lime greenwings and a striking red shield on its chest In 1977 only onehundred St Lucia Parrots were left on the island The populationhad been decimated by habitat destruction hunters andpeople who trapped them to use as pets The St Lucia Parrotseemed doomed in the words of one biologist the species couldnot escape oblivion by the year 2000Enter an unlikely savior college student Paul Butler In 1977Butler was finishing his last year of studies at North-East LondonPolytechnic Butlers passion was conservation and hed previouslyspent five weeks completing a field research expedition inSt Lucia where hed studied the parrot and submitted recommendationsfor preserving the species

Pg 149

Weve seen that one way to motivate a switch is to shrink thechange which makes people feel big relative to the challengeBut here were seeing something different Paul Butler didntshrink the change Instead he grew the people He made the StLucians swell with pride over their parrot-a species that existsnowhere else He inspired them to feel more determined moreready more motivated And when you build people up in thisway they dtvelop the strength to act

In essence Butlers goal was to convince St Lucians that theywere the kind of people who protected their own In public eventsButler stressed This parrot is ours Nobody has this but us Weneed to cherish it and look after it He did everything in hispower to make the public more familiar with the bird He hostedSt Lucia Parrot puppet shows distributed T-shirts cajoled a localband to record songs about the bird convinced local hotels toprint up bumper stickers recruited volunteers to dress up in parrotcostumes and visit local schools and asked local ministers tocite relevant Bible verses (for instance verses that instructed believersto be good stewards of the things that were in their trust)

James March a professor of politicalscience at Stanford University March says that when peoplemake choices they tend to rely on one of two basic models ofdecision making the consequences model or the identity modelThe consequences model is familiar to students of economicsIt assumes that when we have a decision to make we weigh thecosts and benefits of our options and make the choice thatmaximizes our satisfaction Its a rational analytical approachThis is the approach that Paul Buder knew would fail withSt Lucians because there simply wasnt a strong costbenefitcase for the parrot

In the identity model of decision making we essentially askourselves three questions when we have a decision to make Whoam l What kind of situation is this What would someone like medo in this situation Notice whats missing any calculation of costsand benefits The identity model explains the way most peoplevote which contradicts our notion of the self-interested voterIt helps to shed light on why an auto mechanic in Oklahomawould vote against a Democrat whod give him health insuranceand why a Silicon Valley millionaire would vote against a Republicanwhod cut her taxes

Generally when we use the word identity were talking aboutan immutable trait of some kind-such as a racial ethic orregional identity But thats a relatively narrow use of the termWere not just born with an identity we adopt identities throughoutour lives We aspire to be good mothers or fathers devoutCatholics or Muslims patriotic citizens and so on

Or consider a professional identity such as being a scientistClearly youre not born a scientist Its an identity you seek outand one that others such as your professors and mentors consciouslycultivate in you As you develop and grow in that identityit becomes an increasingly important part of your self-imageand triggers the kind of decision making that March describes

Its critical to realize that these identity stories arent just specialcase situations confined to scientists or nurses or St LuciansIdentity is going to play a role in nearly every change situationEven yours When you think about the people whose behaviorneeds to change ask yourself whether they would agree with thisstatement I aspire to be the kind of person who would makethis change If their answer is yes thats an enormous factor in your favor If their answer is no then youll have to work hard toshow them that they should aspire to a different self-image Andthats exactly what Paul Butler did in St Lucia He convinced theislands citizens to think This is our bird-if we want to be goodSt Lucians wed better protect it

in a business context consider a firmthat invented an identity that subsequently became the engine ofits success The firm is Brasilata-its a US$ 1 70 million manufacturingfirm in Brazil that produces various kinds of steel cansAs youd imagine the can manufacturing industry is relativelymature-not much growth not much excitement But Brasilatadefies the stereotype of a boring stuck-in-its ways manufacturerIn fact it has one of the best reputations for innovation of anycompany in Latin America

How does a manufacturer of cans become known as an innovatorBrasilatas founders were inspired by the philosophy ofJapanese car manufacturers like Honda and Toyota which empoweredtheir frontline employees to take ownership of theirwork For instance at Toyota any employee who spotted a defectcould stop the assembly line (this would have been unthinkablein Detroit at the time) Toyota and Honda also actively solicited

ideas for innovation from their employees In 1 987 the foundersof Brasilata launched an employee-innovation program modeledon the Japanese forerunnersA new identity was the core of the program Employees ofBrasilata hecame known as inventors and when new employeesjoined the firm they were asked to sign an innovation contractThis wasnt simply feel-good language Top management challengedemployees to be on the lookout for potential innovationsideasfor how to create better products improve productionprocesses and squeeze costs out of the system Procedures developedwithin the factory made it easy for inventors to submit theirideas

The program succeeded beyond any reasonable expectationsIn 2008 employees submitted 1 34846 ideas-an averageof 1452 ideas per inventor This figure puts Brasilata on par withthe Japanese trendsetters that had inspired the programMany of the suggestions led to the development of new productsFor instance in late 2008 Brasilata came up with a new approachfor steel cans designed to carry dangerous or flammableliquids To meet United Nations standards such cans must beable to withstand a drop from 1 2 meters (roughly 4 feet) Traditionallymost manufacturers had reached this standard by thickeningthe metal layers which used up more raw material andrequired new production processes And the reinforced designswerent foolproof-the metal seams were prone to split if a canlanded on an edgeBrasilatas inventors

suggested a new design inspired by carbumpers that collapse on impact Their new steel can deformedslightly on impact reducing stress on the critical seam The newdesign resisted impact better while also reducing the amount ofsteel in the canThe inventors have led Brasilata through emergencies In200 1 a severe energy crisis-the blackout syndrome ndashforced

the government of Brazil to ration energy Businesses received astrict quota of electricity The inventors went to work dreamingup power-saving ideas-hundreds of them Within a few weeksBrasilatas energy consumption was reduced by 35 percent fallingbelow the companys quota and allowing the company to resell itsextra energy

Another unexpected idea was jointly suggested by two employeesEliminate our jobs theyre not necessary anymore The ideawas accepted but the company found a new place for the employeesBrasilata has a no-dismissal policy and also distributes1 5 percent of its net profits to employees Its no surprise thatBrasilata consistently appears on best places to work lists inBrazilLets remember something This inventor identity whichhas fueled business success and employee satisfaction was madeup None of Brasilatas employees were born inventors Theidentity was introduced to them and they liked the sound of itIt seemed to be a mantle worth wearing Being an inventor hasbecome a source of pride and strength

If cultivating an identity sounds daunting take heart A classicstudy in psychology shows that you can start with small steps Inthe 1960s two psychologists from Stanford University JonathanFreedman and Scott Fraser asked a researcher to go door-to-doorin an upscale neighborhood in Palo Alto California

Pg 158

indeed 83 percent of the home ownerspassed on the opportunity ldquo

Two weeks earlier thesame home owners had been approached by a volunteer claimingto represent a different driver-safety organization They wereasked to put a tiny Be a Safe Driver sign-less than half thesize of a postcard-in the window of their car or home The volunteersaid the sign was intended to make citizens more aware ofthe need to drive carefully This seemed such a trivial commitmentthat almost all of the home owners said yes

When the researcherscame back two weeks later and asked the home owners to installthe eyesore billboard 76 percent accepted it

the science of the billboardstudy says something pretty remarkable It shows us that peopleare receptive to developing new identities that identities growfrom small beginnings Once you start seeing yourself as a concernedcitizen youll want to keep acting like one Thats tremendouslygood news for someone leading a change effort It meansfor example that if you can show people why the environment isworth caring about it wont take years for them to think of themselvesas environmentalists It took only a few days for the homeowners to think of themselves as concerned citizens

You need to create the expectationof failure-not the failure of the mission itself but failureen route This notion takes us into a fascinating area of researchthat is likely to change the way you view the world

Main strategy 3 Shape the path3a Tweak the environment

bull TWEAK THE ENVIRONMENT When the situation changes the behavior

bull changes So change the situation [Throwing out the phone system at Rackspace

bull 1-Click ordering simplifying the online time sheet]bull Tweaking the environment is about making the right

behaviors a little bit easier and the wrong behaviors a little bit harder Its that simple

bull ]

Fundamental attribution error ndash we hurrily judge someonesomething from Direct

attributes but forget about situation that may have created those attributes

frequently blind to the power of situations In a famousarticle Stanford psychologist Lee Ross surveyed dozens ofstudies in psychology and noted that people have a systematictendency to ignore the situational forces that shape other peoplesbehavior He called this deep-rooted tendency the FundamentalAttribution Error The error lies in our inclination toattribute peoples behavior to the way they are rather than to thesituation they are in

how a smoother Path can change behavior consider someresearch that studied why college students did (or didnt) donatefood to a canned-food drive for charity The researchers knewsome students would be more charitable and generous thanothers and would be more inclined to donate food Theresearchers wondered Can we alter the situation so that jerks givetoo

Pg 182

Some students received a basicletter announcing the launch of a food drive the following weekand asking them to bring canned food to a booth on TressiderPlaza (a well-known spot on campus) Other students received amore detailed letter which included a map to the precise spot arequest for a can of beans and a suggestion that they think abouta time when theyd ordinarily be near Tressider Plaza so theywouldnt have to go out of their way to get there

Students who received the basic letter were not very generousOnly 8 percent of the saints donated and not a single one ofthe jerks

Students who received the more detailedletter were substantially more charitable 42 percent of thesaints donated and so did 2 5 percent of the jerks

Tweaking the environment is about making the right behaviorsa little bit easier and the wrong behaviors a little bit harder Itsthat simple

3b Build habit

bull When something becomes a habit our rational brain(rider) does not have to exert almost any energy or will power This will power energy is of limited supply and could not work for long stretch of time

bull So if step by step procedure some objective or main task could be turned into a habit it would be easier for human beings to do it

bull BUILD HABITS When behavior is habitual its free-it doesnt tax the Rider

bull Look for ways to encourage habits [Setting action triggers eating two bowls of

bull soup while dieting using checklists

Example or strategy to build habit

bull 21 days repetition method

3b Action trigger

Peter Gollwitzer a psychologist at New York University is thepioneer of work in this area He and colleague Veronika Brandstarterfound that action triggers are quite effective in motivatingaction

By preloading the decisionwe conserve the Riders self-control(it does not have to think about what to do)

In one study they tracked college students who had theoption to earn extra credit in a class by writing a paper about how they spent Christmas Eve But there was a catch To earn the credit they had to submit the paper by December 26 Most studentshad good intentions of writing the paper but only 33 percentof them got around to writing and submitting it Otherstudents in the study were required to set action triggers-tonote in advance exactly when and where they intended to write the report (for example Ill write this report in my dads officeon Christmas morning before everyone gets up) A whopping75 percent of those students wrote the report

3c Rally the herd

bull Social and peer pressure is a very strong force in motivating us to do something

bull So if influential celebrity type people do something the majority follow through Here 8020 rule applies

bull Again if someone could be told that the majority are doing this heshe would like to be the part of the group(here) and comply with Therefore become happy as becoming of a group that fulfills our belonging needs

bull The Elephant constantly looks to the herd for cues about how to behave

bull Other people are getting their work done on time Why wont you

bull RALLY THE HERD Behavior is contagious Help it spread [Fataki in Tanzaniafree spaces in hospitals seeding the tip jar]

By STANDER effect ndash humanbeings take decision after

looking what others doColumbia University students having volunteered for a researchstudy were asked to sit in a room and fill out a surveySome were left alone others were put in rooms with two otherstudents As they filled out their surveys a crisis emergedSmoke began to pour into the room through a wall vent Thesmoke continued to flow in irregular puffs until eventually theroom was filled with haze Of the students sitting in a room bythemselves 75 percent got up and found someone to alert aboutthe smoke But when three students were placed in the roomat the same time only 38 percent of the groups of three ever reportedthe smoke They just sat there inhaling the smoke eachindividuals inaction signaling to the other two people in theroom that this smoke cloud isnt such a big deal

In a similar study individuals or pairs who were completinga survey heard what sounded like a woman falling down loudlyon the other side of a room divider Of the lone bystanders 70percent went to help her but only 40 percent of the pairs helpedEven when the pairs helped they acted more slowly than the individuals

Why do groups fail to respond as well as individualsIn ambiguous situations-smoke pouring into a room theapparent sound of a fall-people look to others for cues abouthow to interpret the event If you see a man suddenly collapse atthe mall your brain races through possible interpretations Its aheart attack Or wait maybe he tripped and fell down Or whatif hes playing a gag on someone Youre reluctant to rush overimmediately because if he simply tripped your alarm-bell behaviorwill leave you both embarrassedIf youre the only person around to react youll probably makeyour best guess-heart attack-and rush over But if theres acrowd youve got two stimuli to process the collapse itself andthe crowds reaction to the collapse You might pause briefly tostudy the crowd Are other people acting like hes had a heart attackYou stand there idling ready to spring into action at thefirst sign of crisis But as you wait other people are looking backat you and when they see you idling your behavior becomes datafor their theory that its not an emergency And thats why threepeople can sit in a room filling with smoke and not make a peep

a group of socialpsychologists persuaded a hotel manager to test out a newsign in the hotel bathrooms The sign didnt mention the environmentat alIi it simply said that the the majority of guests atthe hotel reuse their towels at least once during their stay Itworked-guests who got this sign were 26 percent more likely toreuse their towels They took cues from the herdNote the downside though If the sign had said About 8of our guests decide to reuse their towels new guests would havebeen less likely to reuse theirs

SummaryHOW TO MAKE A SWITCHFor things to change somebody somewhere has to start actingdifferently Maybe its you maybe its your teamPicture that person (or people)Each has an emotional Elephant side and a rational Rider sideYouve got to reach both And youve also got to clear the wayfor them to succeed In short you must do three things

DIRECT the RiderFOLLOW THE BRIGHT SPOTS Investigate whats working and clone it [Jerrysternin in Vietnam solutions-focused therapy]SCRIPT THE CRITICAL MOVES Dont think big picture think in terms of specificbehaviors [1 milk four rules at the Brazilian railroad]POINT TO THE DESTINATION Change is easier when you know where youregoing and why its worth it [You ll be third graders soon No dry holes at BP]

MOTIVATE the ElephantFIND THE FEELING Knowing something isn t enough to cause change Makepeople feel something [Piling gloves on the table the chemotherapy video gameRobyn Waterss demos at Target]SHRINK THE CHANGE Break down the change until it no longer spooks the Elephant[The 5-Minute Room Rescue procurement reform]GROW YOUR PEOPLE Cultivate a sense of identity and instill the growth mindset[Brasilatas inventors junior-high math kids turnaround]

SHAPE the PathTWEAK THE ENVIRONMENT When the situation changes the behaviorchanges So change the situation [Throwing out the phone system at Rackspace1-Click ordering simplifying the online time sheet]BUILD HABITS When behavior is habitual its free-it doesnt tax the RiderLook for ways to encourage habits [Setting action triggers eating two bowls ofsoup while dieting using checklists]RALLY THE HERD Behavior is contagious Help it spread [Fataki in Tanzaniafree spaces in hospitals seeding the tip jar]

Summary Direct the Rider(Head rational thinker)

Heres the good news The Riders strengths are substantialand his flaws can be mitigated When you appeal to the Rider insideyourself or inside others you are trying to influence yourgame plan should be simpleFirst follow the bright spots Think of the Vietnamese childrenwho stayed well nourished against the odds or the Genentechsales reps who racked up sales against the odds AB you analyzeyour situation youre sure to find some things that are workingbetter than others Dont obsess about the failures Instead investigateand clone the successesNext give direction to the Rider-both a start and a finishSend him a destination postcard (Youll be a third grader soon)and script his critical moves (Buy 1 milk) When you do these things youll prepare the Rider to lead aswitch And youll arm him for the ongoing struggles with hisreluctant and formidable partner the Elephant

Summary Motivate the Elephant(Lazy pleasure loving self)

In times of change we need to remind ourselves and others againand again of certain basic truths Our brains and our abilities arelike muscles They can be strengthened with practice Were notborn skateboarders or scientists or nurses we must learn how toskateboard do science or care for sick people And our inspirationto change ourselves comes from our desire to live up to thoseidentitiesIn the story of Molly Howard we see that amazing things canhappen when you combine the aspiration of a new identity withthe persistence of the growth mindset Thats how you grow yourpeople

Over the past few chapters weve seen that the centralchallenge of change is keeping the Elephant moving forwardWhereas the Rider needs direction the Elephant needs motivationAnd weve seen that motivation comes from feelingknowledgeisnt enough to motivate change But motivation alsocomes from confidence The Elephant has to believe that its capableof conquering the change And there are two routes tobuilding peoples confidence so that they feel big relative totheir challenge You can shrink the change or grow your people(or preferably both)

Summary Shaping the pathOur picture of change is still incomplete though because itsclear that in some situations even a reluctant Elephant and a confusedRider will manage to change their behavior For instanceconsider the fact that even a lost angry driver who is hopelesslylate for an appointment will stop dutifully for a red lightThats why to make changes stick weve got to think aboutshaping the Path

First you need to tweak theenvironment to provide a free space for discussion At Alpha therotational teams had a private place to meet and that created afree space where the new identity could grow Do your own reformershave a private place where they can meet and coordinate

Second you should build good habits Recall the idea of actiontriggers-visualizing when and where you are going to dosomething important The interns at Alpha were essentially settingaction triggers They thought about what they would sayand how they would act when 9 pm came and the signoutprocess was triggered They mentally rehearsed how they wouldrespond if an argument flared up with the night resident Havemembers of your team rehearsed how theyll react when theymeet resistance from your organizations old guard

Finally you should rally the herd At Alpha the leaders helpedthe reformers find one another and the reformers began to createa language-as we saw in the examples of the designateddriver and Fataki-that allowed them to talk about their valueswith others As a leader you can help prod them to create this languageto find ways to articulate what is different and better aboutthe change you seek

We started the Path section by discussing the Fundamental AttributionError-the tendency to attribute behavior to peoplescharacter rather than to their environments Look again at theteaching-hospital example At Alpha 42 percent of superiors supportedthe change at Beta 66 percent supported it Almost all ofus would have put our money on Beta Not many of us whenconfronted with that data would have immediately thought Yesbut what about the situational forces

At the two hospitals individual character competed with situationalforces and situational forces won This brings us backfull circle to the food drive study where a jerk with clear instructionswas more charitable than a saint with generic instructionsThe line between saints and jerks wasnt as clear as we mighthave thought Neither was the line between supporters and resistersof hospital reformIf the right Path can turn a jerk into a saint then the rightPath can also turn a change enemy into an ally

ReferenceReference book HOW TO CHANGE THINGS WHEN CH ANGE IS HARD

By CHIP HEATH (a professor at the GraduateSchool of Business at Stanford University) and DAN HEATH(a senior fellow at Duke Universitys Centerfor the Advancement of Social Entrepreneurship(CASE))

• Change Management
• Reference
• Slide 3
• Rider
• Elephant
• Main strategy 1 Direct the Rider 1a Follow the brightspot
• Details of Vietnam example
• Slide 8
• Slide 9
• Main strategy 1 Direct the Rider 1b Script the critical move
• Slide 11
• Slide 12
• Main strategy 1 Direct the Rider 1c POINT TO THE DESTINATION
• Main strategy 2 Motivate the Elephant 2a Find the Feeling
• Slide 15
• Slide 16
• Slide 17
• Slide 18
• Slide 19
• Slide 20
• Slide 21
• Slide 22
• Slide 23
• Main strategy 2 Motivate the Elephant 2b Shrink the Change
• Slide 25
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• Slide 27
• Slide 28
• Slide 29
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• Slide 31
• Slide 32
• Slide 33
• Slide 34
• Slide 35
• Slide 36
• Slide 37
• Slide 38
• Slide 39
• Slide 40
• Main strategy 2 Motivate the Elephant 2c Grow your people(creating sense of identity amp instill growth mindset)
• Slide 42
• Slide 43
• Slide 44
• Slide 45
• Slide 46
• Slide 47
• Slide 48
• Slide 49
• Slide 50
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• Slide 54
• Slide 55
• Main strategy 3 Shape the path 3a Tweak the environment
• Fundamental attribution error ndash we hurrily judge someonesomething from Direct attributes but forget about situation that may have created those attributes
• Slide 58
• Slide 59
• 3b Build habit
• Slide 61
• Example or strategy to build habit
• 3b Action trigger
• Slide 64
• 3c Rally the herd
• Slide 66
• By STANDER effect ndash humanbeings take decision after looking what others do
• Slide 68
• Slide 69
• Slide 70
• Summary
• Slide 72
• Slide 73
• Summary Direct the Rider(Head rational thinker)
• Summary Motivate the Elephant(Lazy pleasure loving self)
• Slide 76
• Summary Shaping the path
• Slide 78
• Slide 79
• Slide 80
• Slide 81

Main strategy 1 Direct the Rider 1a Follow the brightspot

bull 1a Find and follow the brightspot gtgtgtbull Brightspot is something you have done earlier which

may be the solution to the problem You just to find it and clone it

bull Brightspot is something already in use by some segment of your population community country that may be the solution to the problem

bull So finding and following brightspot means looking into yourself your own community country before looking outside

bull Example Vietnamrsquos malnutrition problem addressed by local solution - 4 meals(servings) a day adding crabs and shrimps and green potatoes

Details of Vietnam example

bull In 1990 Jery Sternin went to Vietnam as an executive of Save the Children Funda NGO It opened its office in Vietnam for the first time Malnutrion problem is rampant in Vietnam And vietnames govt gave only 6 months to bring substational change in that situation

bull Malnutriontion is associated with some other factors like poverty sanitation education etc

bull Vietnam is a poor country without any good sanitation system Literacy rate is low

bull To address such related factors is a huge task and may take decades and loads of monetary and human resources

bull So what Sternin did he commissioned a survey to find out despite all these odds whether there were some kids who were healthy

bull In the survey it was found that in a few localities(villages) kids grew up healthy Their socio-economic condition was no better than other vietnamese

bull The only difference came out was that the kids were served four times a day instead of usual two times a day Further healthy kids mothers added crabs and shrimps in their meals which were usually considered suitable for adults

bull This was the brightspot Sternin found and he introduced it other villages He brought different groups of people two that two model villages to see themselves about it and implement in their own localities

Main strategy 1 Direct the Rider 1b Script the critical move

bull At any task or outcome there are some sub tasks Among the subtasks only one or two are nearly responsible for the major portion of the task

bull Pareto principle states that 80 of the outcome is caused by 20 of the effort

bull So it would be extremely beneficial to figure out which subtask or subtasks are the critical moves

bull Then clearly and precisely what to be done with this critical move may be mentioned The reason if left with analyzing of brain to figure out the actual procedures to be taken it may take too long and fall into analysis-paralysis or simply confused(Refer to hip pain patient where 53 of the doctors excluded second drug and just opted for surgery which went against common sense)

bull So this critical move may be scripted(written) with precise concrete instruction

bull Example to fight against obesity Americans are to be advised to eat healthy foods Mentioning every meal with a list of diet tax human minds a lot and usually not successful

bull So the researchers decided to pick a critical one and that is milk in break fast

bull They found that if milk intake in the breakfast could be changed from whole fat to low fat(1 fat) then the saturated fat level in most American will come below the danger level

Main strategy 1 Direct the Rider1c POINT TO THE DESTINATION

bull A clear concrete precise(if possible given in numbers like 10 profit increase this year) goal

bull Sometimes 100 success goal is good to clear any ambiguity

bull Example BPrsquos no dry holes goal The management found that when their geologists say that this field has more than 75 probability of having oil usually they find it So it would be better to go for 100 success rate Industrial standard was 1 in 8 holes BPrsquos standard was 1 out of 5 holes After taking the lsquono dryholersquo goal BPrsquos success rate has become 2 out of 3 thatrsquos very good at any standard

Main strategy 2 Motivate the Elephant

2a Find the Feelingbull To motivate the pleasure loving pain

avoiding self(elephant) it is best to show the real thing give him the tactile feeling odour taste etc

bull Example tagging the gloves with price and put them in the conference table to motivate the managers to purchase wisely and cheap

In The Heart oChange John Kotter and Dan Cohen report ona study they conducted with the help of a team at Deloitte ConsultingThe project team interviewed over 400 people acrossmore than 130 companies in the United States Europe Australiaand South Africa in hopes of understanding why change happensin large organizations Summarizing the data Kotter andCohen said that in most change situations managers initiallyfocus on strategy structure culture or systems which leads themto miss the most important issue

Jon Stegner believed the company he worked for a large manufacturerwas wasting vast sums of money I thought we had anopportunity to drive down purchasing costs not by 2 percent butby something on the order of $1 billion over the next five years said Stegner who i s quoted i n John Kotter and Dan Cohens essentialbook The Heart of ChangeTo reap these savings a big process shift would be requiredand for that shift to occur Stegner knew that hed have to convincehis bosses

Seeking a compelling example of the companys poor purchasinghabits Stegner assigned a summer student intern to investigate a single item-work gloves which workers in most ofthe companys factories wore The student embarked on a missionto identify all the types of gloves used in all the companys factoriesand then trace back what the company was paying for themThe intrepid intern soon reported that the factories werepurchasing 424 different kinds of gloves Furthermore they wereusing different glove suppliers and they were all negotiating theirown prices The same pair of gloves that cost $5 at one factorymight cost $17 at another

At Stegners request the student collected a specimen of everyone of the 424 different types of gloves and tagged each with theprice paid Then all the gloves were gathered up brought to theboardroom and piled up on the conference table Stegner invitedall the division presidents to come visit the Glove Shrine

They could see the prices Theylooked at two gloves that seemed exactly alike yet onewas marked $322 and the other $105 5 Its a rare eventwhen these people dont have anything to say But thatday they just stood with their mouths gapingThe gloves exhibit soon became a traveling road show visitingdozens of plants The reaction was visceral This is crazy Werecrazy And weve got to make sure this stops happening Soon Stegnerhad exactly the mandate for change that hed sought Thecompany changed its purchasing process and saved a great deal ofmoney This was exactly the happy ending everyone wanted

Most of us would not have tried what Stegnerdid It would have been so easy so natural to make a presentationthat spoke only to the Rider Think of the possibilities thespreadsheets the savings data the cost-cutting protocols the recommendationsfor supplier consolidation the exquisite logic forcentral purchasing You could have created a 12-tabbed MicrosoftExcel spreadsheet that would have made a tax accountant weepwith joy But instead of doing any of that Stegner dumped abunch of gloves on a table and invited his bosses to see themIf there is such a thing as white-collar courage surely this was an instance

Stegner knew that if things were going to change he had toget his colleagues Elephants on his side If he had made an analyticalappeal he probably would have gotten some supportivenods and the execs might have requested a follow-up meetingsix weeks later (and then rescheduled it) The analytical case wascompelling-by itself it might have convinced Stegners colleaguesthat overhauling the purchasing system would be an importantthing to do next yearRemember that if you reach your colleagues Riders but nottheir Elephants they will have direction without motivationMaybe their Riders will drag the Elephant down the road for awhile but as weve seen that effort cant last longOnce you break through to feeling though things changeStegner delivered a jolt to his colleagues First they thought tothemselves were crazy Then they thought we can fix this Everyonecould think of a few things to try to fix the glove problemandby extension the ordering process as a whole That got theirElephants fired up to move

bull Kotter and Cohen observed that in almost all successful change efforts the sequence of change is not ANALYZETHINK-CHANGE but rather SEE-FEEL-CHANGE

Most of us would create a businesscase for the power of design Wed compile a PowerPoint presentationwith charts and graphs and strategically selected quotesfrom the chairman whod embraced the design-forward vision

When we finished our presentation everyone in the room wouldunderstand what we meant They might even agree But wouldthey change their behavior Kotters research suggests no

Main strategy 2 Motivate the Elephant

2b Shrink the Changebull If the task appears very big elephant does not want to

do it So if the elephant is tricked to do only a portion of the task or for a small time eventually the whole task to be done It is always harder to start

bull Our human emotional sides require instant gratification and sense of achieving(winning) So accomplishing subtask that is relatively easier and less time consuming provides this psychological boost

bull Example So the change may first applied to a village than to the whole country

bull Example Instead of 60 minutes students may be asked to study for 5 minutes

A local car wash ran a promotion featuring loyalty cards Everytime customers bought a car wash they got a stamp on theircards and when they filled up their cards with eight stamps theygot a free washAnother set of customers at the same car wash got a slightlydifferent loyalty card They needed to collect ten stamps (ratherthan eight) to get a free car wash-but they were given a headstart When they received their cards two stamps had alreadybeen addedThe goal was the same for both sets of customers Buy eightadditional car washes get a reward But the psychology was differentIn one case youre 20 percent of the way toward a goaland in the other case youre starting from scratch A few monthslater only 1 9 percent of the eight-stamp customers had earned afree wash versus 34 percent of the head-start group (And thehead-start group earned the free wash faster)

People find it more motivating to be partly finished with alonger journey than to be at the starting gate of a shorter oneThats why the conventional wisdom in development circles isthat you dont publicly announce a fund-raising campaign for acharity until youve already got 50 percent of the money in thebag (After all who wants to give the first $ 1 00 to a $ 1 millionfund-raising campaign)One way to motivate action then is to make people feel asthough theyre already closer to the finish line than they might have thought

That sense of progress is critical because the Elephant in usis easily demoralized Its easily spooked easily derailed and forthat reason it needs reassurance even for the very first step ofthe journeyIf youre leading a change effort you better start looking forthose first two stamps to put on your teams cards Rather thanfocusing solely on whats new and different about the change tocome make an effort to remind people whats already been conquered

A business cliche commands us to raise the bar But thatsexactly the wrong instinct if you want to motivate a reluctant ElephantYou need to lower the bar Picture taking a high-jump barand lowering it so far that it can be stepped overIf you want a reluctant Elephant to get moving you need toshrink the change

a clever self-help technique calledthe 5-Minute Room Rescue proposed by Marla Cilley a homeorganizingguru who calls herself the Fly Lady (think of zoomingthrough your housecleaning with wings) Heres what you doGet a kitchen timer and set it for 5 minutes Then go to the worstroom in your house-the one youd never let a guest see-andas the timer ticks down start clearing a path and when the timerbuzzes you can stop with a clear conscience

This is an Elephant trick The Elephant hates doing things with no immediate payoff

To get the Elephant off its duff you need to reassureit that the task wont be so bad Look its just 5 minutesHow bad can it be

What good is a 5-minute session of cleaning Not much Itgets you moving though and thats the hardest part Starting anunpleasant task is always worse than continuing it So once youstart cleaning house chances are you wont stop at 5 minutesYoull be surprised at how fast things turn around Youll start totake pride in your accomplishments-starting with the cleansink then the clean bathroom then the clean downstairs areaandthat pride and confidence will build on itself A virtuous circleBut you couldnt have enjoyed the virtuous circle without first shrinking the change

In his book TheTotal Money Makeover Ramsey

One of Ramseys best-known and most controversial debtfightingtechniques is the Debt Snowball When the Farrarsfound themselves with over $ 1 00000 in debt (not includingtheir mortgage) they started working on the Debt SnowballThe first step was to list all their debts-everything from creditcards to overdue electric bills to student loans-and then arrangethem in order from smallest to largest Next their instructionswere to make only the minimum payments on every debt withone exception

After the minimum payments were made everyavailable dollar would be put toward the first debt on the list Becausethe first debt was the smallest one it could be paid off relativelyquickly and the Farrars could cross it off the list and thendirect every available dollar to paying off the second debt thenthe third then the fourth As they crossed off each debt theywere able to eliminate a minimum payment which gave themmore cash to attack the next debt Thats why the strategy iscalled a Debt Snowball With each debt that is conquered the snowball of money applied to the next debt grows and rolls a little faster

Notice whats missing here any mention of interest rates Ifthe Farrars smallest debt was a past-due utility bill with no in

terest charges whatsoever Ramsey still advised them to pay it offbefore tackling any of their credit card bills which might have interestrates of 20 percent or aboveThis advice makes the average financial adviser cringe Afterall simple math tells us that were financially better-off if we paydown high-interest debt first

Ramsey writes --Being a certified nerd I always used to start with makingthe math work I have learned that the math doesneed to work but sometimes motivation is more importantthan math This is one of those times Faceit if you go on a diet and lose weight the first week youwill stay on that diet If you go on a diet and gain weightor go six weeks with no visible progress you will quitWhen training salespeople I try to get them a sale ortwo quickly because that fires them up When you startthe Debt Snowball and in the first few days pay off acouple oflittle debts trust me it lights your fire I dontcare if you have a masters degree in psychology youneed quick wins to get fired up And getting fired up issuper-important

Most financial advisers recommend that their clients paydown high-interest debt first in order to optimize the impact oftheir money But Ramseys not trying to solve an optimizationproblem hes trying to solve an Elephant problem The reasonpeople get themselves into financial trouble he knows is thatthey lose control They begin to feel powerless in the face of amountain of debt And you cant combat powerlessness withmath You combat it by proving to people that they can win Ifyou pay $ 1 8 5 toward a $20000 debt on a high-interest creditcard youre still going to feel hopeless But if you completely payoff a $ 1 8 5 overdue utility bill you can cross it off yo r list Youvewon a victory over debtRamsey is using the same strategy as the Fly Lady with her5-Minute Room Rescue-if people are facing a daunting taskand their instinct is to avoid it youve got to break down the taskShrink the change Make the change small enough that they canthelp but score a victory Once people clean a single room or payoff a single debt their dread starts to dissipate and their progressbegins to snowballC

One way to shrink change then is to limit the investment youreasking for-only 5 minutes of housecleaning only one smalldebt Another way to shrink change is to think of small winsmilestonesthat are within reach (Our dad Fred Heath whoworked over thirty years for IBM would tell his teams that whenmilestones seemed too distant they should look for inch pebblesNice one Dad)

Kelman a professor of public management at Harvard UniversitysKennedy School of Government got a call from theClinton administration in 1 993 asking him to lead the Officeof Federal Procurement Policy (OFPP) As the head of OFPp hewould be responsible for reforming the governments procurementefforts

Kelman was reluctant to head up OFPp knowing there wasa pretty good chance that despite his best efforts nothing wouldchange but in the end he accepted the job He knew exactly whathe was getting into because three years earlier hed written a bookabout procurement reformThere were lots of problems with procurement Over theyears the government had established many protocols and protectionsto prevent abuses of various kinds There were good intentionsbehind these protections but as they built up layerupon layer they began to cause more harm than the abusestheyd been designed to prevent For instance when makingpurchase decisions procurement officials could not use evidenceof vendors past performance

Kelman knew hed have to make some progress quickly or elsehed be dismissed If an example of successful change couldsomehow be achieved quickly it might be possible to use that toset other changes in motion he wrote later He sought a victorythat would be fast achievable and visible-a small win thatwould work for all of his constituents whether the Defense Departmentor the Health and Human Services Department If hecould get their Elephants moving with an easy mission-the governmentequivalent of the 5-Minute Room Rescue-he thoughthe would be able to keep them moving

One day a conversation with a government employee sparkedan idea The employee told Kelman that when she needed simpleinexpensive items such as a few computer disks the procurementrules made it impossible for her to walk to thecomputer superstore across the str1048958et and buy them She foundthis limitation was infuriatingKelman spotted an opportunity He went to the senior procurementexecutives and issued a challenge I want you to doubleyour agencys use ofgovernment credit cards over the next year (Noticethe precision of the challenge a la the 1 milk campaign By

being specific about the behavioral change Kelman was directinghis constituents Riders) In his vision anytime employees neededsomething small-computer disks or a replacement hard driveor a carton of office paper-they should be able to march acrossthe street armed with their credit cards and purchase what theyneeded on the spot Kelman asked the agencies to make a formalPledge to embrace the idea The agencies were supportive soKelman pushed further Over the next year he organized fourmore pledgesso here they donrsquot need quotation or tender Government may check later whether it complies fair price policy

The second pledge was a biggie Kelman asked the agencies tobreak with the tradition of ignoring past performance He knewthis would be a tough sell so he decided to push for it publiclyonly when he was sure he had at least eight agencies onboard Hehit the phones and his employees and advisers rallied the peoplein their networks Eventually his team had eight agencies signedup but he wasnt finished After we got to nine agencies participationstarted snowballing and soon we could say to the holdoutsAlmost everyone but you is participating (This outcomeforeshadows a point that we make in Chapter 1 0 about behaviorbeing contagious Kelman managed to address all three parts ofthe framework-directing the Rider motivating the Elephantand shaping the Path)

When you engineer early successes what youre really doing isengineering hope Hope is precious to a change effort Its Elephantfuel

Main strategy 2 Motivate the Elephant2c Grow your people(creating sense of

identity amp instill growth mindset)bull Be noted identity may be created it is not always

inherited thing For example creating identity like Iutians are hard working gives a boost to the elephant to do something

bull So this identity to be created in positive way bull Identity may be achieved by birth and or individual

endeavour For example citizen of a country(by birth) is an identity received by birth while lsquoEngineerrsquo identity that is earned through hard study

bull Growth mindset to be instilled by removing limiting belief that things could not be changed by trying The new belief system should be that anything could be learnt and anything is possible

bull Example Brasilatas inventors

The St Lucia Parrot exists only o n the Caribbean island o f StLucia Its gorgeous with a vivid turquoise blue face lime greenwings and a striking red shield on its chest In 1977 only onehundred St Lucia Parrots were left on the island The populationhad been decimated by habitat destruction hunters andpeople who trapped them to use as pets The St Lucia Parrotseemed doomed in the words of one biologist the species couldnot escape oblivion by the year 2000Enter an unlikely savior college student Paul Butler In 1977Butler was finishing his last year of studies at North-East LondonPolytechnic Butlers passion was conservation and hed previouslyspent five weeks completing a field research expedition inSt Lucia where hed studied the parrot and submitted recommendationsfor preserving the species

Pg 149

Weve seen that one way to motivate a switch is to shrink thechange which makes people feel big relative to the challengeBut here were seeing something different Paul Butler didntshrink the change Instead he grew the people He made the StLucians swell with pride over their parrot-a species that existsnowhere else He inspired them to feel more determined moreready more motivated And when you build people up in thisway they dtvelop the strength to act

In essence Butlers goal was to convince St Lucians that theywere the kind of people who protected their own In public eventsButler stressed This parrot is ours Nobody has this but us Weneed to cherish it and look after it He did everything in hispower to make the public more familiar with the bird He hostedSt Lucia Parrot puppet shows distributed T-shirts cajoled a localband to record songs about the bird convinced local hotels toprint up bumper stickers recruited volunteers to dress up in parrotcostumes and visit local schools and asked local ministers tocite relevant Bible verses (for instance verses that instructed believersto be good stewards of the things that were in their trust)

James March a professor of politicalscience at Stanford University March says that when peoplemake choices they tend to rely on one of two basic models ofdecision making the consequences model or the identity modelThe consequences model is familiar to students of economicsIt assumes that when we have a decision to make we weigh thecosts and benefits of our options and make the choice thatmaximizes our satisfaction Its a rational analytical approachThis is the approach that Paul Buder knew would fail withSt Lucians because there simply wasnt a strong costbenefitcase for the parrot

In the identity model of decision making we essentially askourselves three questions when we have a decision to make Whoam l What kind of situation is this What would someone like medo in this situation Notice whats missing any calculation of costsand benefits The identity model explains the way most peoplevote which contradicts our notion of the self-interested voterIt helps to shed light on why an auto mechanic in Oklahomawould vote against a Democrat whod give him health insuranceand why a Silicon Valley millionaire would vote against a Republicanwhod cut her taxes

Generally when we use the word identity were talking aboutan immutable trait of some kind-such as a racial ethic orregional identity But thats a relatively narrow use of the termWere not just born with an identity we adopt identities throughoutour lives We aspire to be good mothers or fathers devoutCatholics or Muslims patriotic citizens and so on

Or consider a professional identity such as being a scientistClearly youre not born a scientist Its an identity you seek outand one that others such as your professors and mentors consciouslycultivate in you As you develop and grow in that identityit becomes an increasingly important part of your self-imageand triggers the kind of decision making that March describes

Its critical to realize that these identity stories arent just specialcase situations confined to scientists or nurses or St LuciansIdentity is going to play a role in nearly every change situationEven yours When you think about the people whose behaviorneeds to change ask yourself whether they would agree with thisstatement I aspire to be the kind of person who would makethis change If their answer is yes thats an enormous factor in your favor If their answer is no then youll have to work hard toshow them that they should aspire to a different self-image Andthats exactly what Paul Butler did in St Lucia He convinced theislands citizens to think This is our bird-if we want to be goodSt Lucians wed better protect it

in a business context consider a firmthat invented an identity that subsequently became the engine ofits success The firm is Brasilata-its a US$ 1 70 million manufacturingfirm in Brazil that produces various kinds of steel cansAs youd imagine the can manufacturing industry is relativelymature-not much growth not much excitement But Brasilatadefies the stereotype of a boring stuck-in-its ways manufacturerIn fact it has one of the best reputations for innovation of anycompany in Latin America

How does a manufacturer of cans become known as an innovatorBrasilatas founders were inspired by the philosophy ofJapanese car manufacturers like Honda and Toyota which empoweredtheir frontline employees to take ownership of theirwork For instance at Toyota any employee who spotted a defectcould stop the assembly line (this would have been unthinkablein Detroit at the time) Toyota and Honda also actively solicited

ideas for innovation from their employees In 1 987 the foundersof Brasilata launched an employee-innovation program modeledon the Japanese forerunnersA new identity was the core of the program Employees ofBrasilata hecame known as inventors and when new employeesjoined the firm they were asked to sign an innovation contractThis wasnt simply feel-good language Top management challengedemployees to be on the lookout for potential innovationsideasfor how to create better products improve productionprocesses and squeeze costs out of the system Procedures developedwithin the factory made it easy for inventors to submit theirideas

The program succeeded beyond any reasonable expectationsIn 2008 employees submitted 1 34846 ideas-an averageof 1452 ideas per inventor This figure puts Brasilata on par withthe Japanese trendsetters that had inspired the programMany of the suggestions led to the development of new productsFor instance in late 2008 Brasilata came up with a new approachfor steel cans designed to carry dangerous or flammableliquids To meet United Nations standards such cans must beable to withstand a drop from 1 2 meters (roughly 4 feet) Traditionallymost manufacturers had reached this standard by thickeningthe metal layers which used up more raw material andrequired new production processes And the reinforced designswerent foolproof-the metal seams were prone to split if a canlanded on an edgeBrasilatas inventors

suggested a new design inspired by carbumpers that collapse on impact Their new steel can deformedslightly on impact reducing stress on the critical seam The newdesign resisted impact better while also reducing the amount ofsteel in the canThe inventors have led Brasilata through emergencies In200 1 a severe energy crisis-the blackout syndrome ndashforced

the government of Brazil to ration energy Businesses received astrict quota of electricity The inventors went to work dreamingup power-saving ideas-hundreds of them Within a few weeksBrasilatas energy consumption was reduced by 35 percent fallingbelow the companys quota and allowing the company to resell itsextra energy

Another unexpected idea was jointly suggested by two employeesEliminate our jobs theyre not necessary anymore The ideawas accepted but the company found a new place for the employeesBrasilata has a no-dismissal policy and also distributes1 5 percent of its net profits to employees Its no surprise thatBrasilata consistently appears on best places to work lists inBrazilLets remember something This inventor identity whichhas fueled business success and employee satisfaction was madeup None of Brasilatas employees were born inventors Theidentity was introduced to them and they liked the sound of itIt seemed to be a mantle worth wearing Being an inventor hasbecome a source of pride and strength

If cultivating an identity sounds daunting take heart A classicstudy in psychology shows that you can start with small steps Inthe 1960s two psychologists from Stanford University JonathanFreedman and Scott Fraser asked a researcher to go door-to-doorin an upscale neighborhood in Palo Alto California

Pg 158

indeed 83 percent of the home ownerspassed on the opportunity ldquo

Two weeks earlier thesame home owners had been approached by a volunteer claimingto represent a different driver-safety organization They wereasked to put a tiny Be a Safe Driver sign-less than half thesize of a postcard-in the window of their car or home The volunteersaid the sign was intended to make citizens more aware ofthe need to drive carefully This seemed such a trivial commitmentthat almost all of the home owners said yes

When the researcherscame back two weeks later and asked the home owners to installthe eyesore billboard 76 percent accepted it

the science of the billboardstudy says something pretty remarkable It shows us that peopleare receptive to developing new identities that identities growfrom small beginnings Once you start seeing yourself as a concernedcitizen youll want to keep acting like one Thats tremendouslygood news for someone leading a change effort It meansfor example that if you can show people why the environment isworth caring about it wont take years for them to think of themselvesas environmentalists It took only a few days for the homeowners to think of themselves as concerned citizens

You need to create the expectationof failure-not the failure of the mission itself but failureen route This notion takes us into a fascinating area of researchthat is likely to change the way you view the world

Main strategy 3 Shape the path3a Tweak the environment

bull TWEAK THE ENVIRONMENT When the situation changes the behavior

bull changes So change the situation [Throwing out the phone system at Rackspace

bull 1-Click ordering simplifying the online time sheet]bull Tweaking the environment is about making the right

behaviors a little bit easier and the wrong behaviors a little bit harder Its that simple

bull ]

Fundamental attribution error ndash we hurrily judge someonesomething from Direct

attributes but forget about situation that may have created those attributes

frequently blind to the power of situations In a famousarticle Stanford psychologist Lee Ross surveyed dozens ofstudies in psychology and noted that people have a systematictendency to ignore the situational forces that shape other peoplesbehavior He called this deep-rooted tendency the FundamentalAttribution Error The error lies in our inclination toattribute peoples behavior to the way they are rather than to thesituation they are in

how a smoother Path can change behavior consider someresearch that studied why college students did (or didnt) donatefood to a canned-food drive for charity The researchers knewsome students would be more charitable and generous thanothers and would be more inclined to donate food Theresearchers wondered Can we alter the situation so that jerks givetoo

Pg 182

Some students received a basicletter announcing the launch of a food drive the following weekand asking them to bring canned food to a booth on TressiderPlaza (a well-known spot on campus) Other students received amore detailed letter which included a map to the precise spot arequest for a can of beans and a suggestion that they think abouta time when theyd ordinarily be near Tressider Plaza so theywouldnt have to go out of their way to get there

Students who received the basic letter were not very generousOnly 8 percent of the saints donated and not a single one ofthe jerks

Students who received the more detailedletter were substantially more charitable 42 percent of thesaints donated and so did 2 5 percent of the jerks

Tweaking the environment is about making the right behaviorsa little bit easier and the wrong behaviors a little bit harder Itsthat simple

3b Build habit

bull When something becomes a habit our rational brain(rider) does not have to exert almost any energy or will power This will power energy is of limited supply and could not work for long stretch of time

bull So if step by step procedure some objective or main task could be turned into a habit it would be easier for human beings to do it

bull BUILD HABITS When behavior is habitual its free-it doesnt tax the Rider

bull Look for ways to encourage habits [Setting action triggers eating two bowls of

bull soup while dieting using checklists

Example or strategy to build habit

bull 21 days repetition method

3b Action trigger

Peter Gollwitzer a psychologist at New York University is thepioneer of work in this area He and colleague Veronika Brandstarterfound that action triggers are quite effective in motivatingaction

By preloading the decisionwe conserve the Riders self-control(it does not have to think about what to do)

In one study they tracked college students who had theoption to earn extra credit in a class by writing a paper about how they spent Christmas Eve But there was a catch To earn the credit they had to submit the paper by December 26 Most studentshad good intentions of writing the paper but only 33 percentof them got around to writing and submitting it Otherstudents in the study were required to set action triggers-tonote in advance exactly when and where they intended to write the report (for example Ill write this report in my dads officeon Christmas morning before everyone gets up) A whopping75 percent of those students wrote the report

3c Rally the herd

bull Social and peer pressure is a very strong force in motivating us to do something

bull So if influential celebrity type people do something the majority follow through Here 8020 rule applies

bull Again if someone could be told that the majority are doing this heshe would like to be the part of the group(here) and comply with Therefore become happy as becoming of a group that fulfills our belonging needs

bull The Elephant constantly looks to the herd for cues about how to behave

bull Other people are getting their work done on time Why wont you

bull RALLY THE HERD Behavior is contagious Help it spread [Fataki in Tanzaniafree spaces in hospitals seeding the tip jar]

By STANDER effect ndash humanbeings take decision after

looking what others doColumbia University students having volunteered for a researchstudy were asked to sit in a room and fill out a surveySome were left alone others were put in rooms with two otherstudents As they filled out their surveys a crisis emergedSmoke began to pour into the room through a wall vent Thesmoke continued to flow in irregular puffs until eventually theroom was filled with haze Of the students sitting in a room bythemselves 75 percent got up and found someone to alert aboutthe smoke But when three students were placed in the roomat the same time only 38 percent of the groups of three ever reportedthe smoke They just sat there inhaling the smoke eachindividuals inaction signaling to the other two people in theroom that this smoke cloud isnt such a big deal

In a similar study individuals or pairs who were completinga survey heard what sounded like a woman falling down loudlyon the other side of a room divider Of the lone bystanders 70percent went to help her but only 40 percent of the pairs helpedEven when the pairs helped they acted more slowly than the individuals

Why do groups fail to respond as well as individualsIn ambiguous situations-smoke pouring into a room theapparent sound of a fall-people look to others for cues abouthow to interpret the event If you see a man suddenly collapse atthe mall your brain races through possible interpretations Its aheart attack Or wait maybe he tripped and fell down Or whatif hes playing a gag on someone Youre reluctant to rush overimmediately because if he simply tripped your alarm-bell behaviorwill leave you both embarrassedIf youre the only person around to react youll probably makeyour best guess-heart attack-and rush over But if theres acrowd youve got two stimuli to process the collapse itself andthe crowds reaction to the collapse You might pause briefly tostudy the crowd Are other people acting like hes had a heart attackYou stand there idling ready to spring into action at thefirst sign of crisis But as you wait other people are looking backat you and when they see you idling your behavior becomes datafor their theory that its not an emergency And thats why threepeople can sit in a room filling with smoke and not make a peep

a group of socialpsychologists persuaded a hotel manager to test out a newsign in the hotel bathrooms The sign didnt mention the environmentat alIi it simply said that the the majority of guests atthe hotel reuse their towels at least once during their stay Itworked-guests who got this sign were 26 percent more likely toreuse their towels They took cues from the herdNote the downside though If the sign had said About 8of our guests decide to reuse their towels new guests would havebeen less likely to reuse theirs

SummaryHOW TO MAKE A SWITCHFor things to change somebody somewhere has to start actingdifferently Maybe its you maybe its your teamPicture that person (or people)Each has an emotional Elephant side and a rational Rider sideYouve got to reach both And youve also got to clear the wayfor them to succeed In short you must do three things

DIRECT the RiderFOLLOW THE BRIGHT SPOTS Investigate whats working and clone it [Jerrysternin in Vietnam solutions-focused therapy]SCRIPT THE CRITICAL MOVES Dont think big picture think in terms of specificbehaviors [1 milk four rules at the Brazilian railroad]POINT TO THE DESTINATION Change is easier when you know where youregoing and why its worth it [You ll be third graders soon No dry holes at BP]

MOTIVATE the ElephantFIND THE FEELING Knowing something isn t enough to cause change Makepeople feel something [Piling gloves on the table the chemotherapy video gameRobyn Waterss demos at Target]SHRINK THE CHANGE Break down the change until it no longer spooks the Elephant[The 5-Minute Room Rescue procurement reform]GROW YOUR PEOPLE Cultivate a sense of identity and instill the growth mindset[Brasilatas inventors junior-high math kids turnaround]

SHAPE the PathTWEAK THE ENVIRONMENT When the situation changes the behaviorchanges So change the situation [Throwing out the phone system at Rackspace1-Click ordering simplifying the online time sheet]BUILD HABITS When behavior is habitual its free-it doesnt tax the RiderLook for ways to encourage habits [Setting action triggers eating two bowls ofsoup while dieting using checklists]RALLY THE HERD Behavior is contagious Help it spread [Fataki in Tanzaniafree spaces in hospitals seeding the tip jar]

Summary Direct the Rider(Head rational thinker)

Heres the good news The Riders strengths are substantialand his flaws can be mitigated When you appeal to the Rider insideyourself or inside others you are trying to influence yourgame plan should be simpleFirst follow the bright spots Think of the Vietnamese childrenwho stayed well nourished against the odds or the Genentechsales reps who racked up sales against the odds AB you analyzeyour situation youre sure to find some things that are workingbetter than others Dont obsess about the failures Instead investigateand clone the successesNext give direction to the Rider-both a start and a finishSend him a destination postcard (Youll be a third grader soon)and script his critical moves (Buy 1 milk) When you do these things youll prepare the Rider to lead aswitch And youll arm him for the ongoing struggles with hisreluctant and formidable partner the Elephant

Summary Motivate the Elephant(Lazy pleasure loving self)

In times of change we need to remind ourselves and others againand again of certain basic truths Our brains and our abilities arelike muscles They can be strengthened with practice Were notborn skateboarders or scientists or nurses we must learn how toskateboard do science or care for sick people And our inspirationto change ourselves comes from our desire to live up to thoseidentitiesIn the story of Molly Howard we see that amazing things canhappen when you combine the aspiration of a new identity withthe persistence of the growth mindset Thats how you grow yourpeople

Over the past few chapters weve seen that the centralchallenge of change is keeping the Elephant moving forwardWhereas the Rider needs direction the Elephant needs motivationAnd weve seen that motivation comes from feelingknowledgeisnt enough to motivate change But motivation alsocomes from confidence The Elephant has to believe that its capableof conquering the change And there are two routes tobuilding peoples confidence so that they feel big relative totheir challenge You can shrink the change or grow your people(or preferably both)

Summary Shaping the pathOur picture of change is still incomplete though because itsclear that in some situations even a reluctant Elephant and a confusedRider will manage to change their behavior For instanceconsider the fact that even a lost angry driver who is hopelesslylate for an appointment will stop dutifully for a red lightThats why to make changes stick weve got to think aboutshaping the Path

First you need to tweak theenvironment to provide a free space for discussion At Alpha therotational teams had a private place to meet and that created afree space where the new identity could grow Do your own reformershave a private place where they can meet and coordinate

Second you should build good habits Recall the idea of actiontriggers-visualizing when and where you are going to dosomething important The interns at Alpha were essentially settingaction triggers They thought about what they would sayand how they would act when 9 pm came and the signoutprocess was triggered They mentally rehearsed how they wouldrespond if an argument flared up with the night resident Havemembers of your team rehearsed how theyll react when theymeet resistance from your organizations old guard

Finally you should rally the herd At Alpha the leaders helpedthe reformers find one another and the reformers began to createa language-as we saw in the examples of the designateddriver and Fataki-that allowed them to talk about their valueswith others As a leader you can help prod them to create this languageto find ways to articulate what is different and better aboutthe change you seek

We started the Path section by discussing the Fundamental AttributionError-the tendency to attribute behavior to peoplescharacter rather than to their environments Look again at theteaching-hospital example At Alpha 42 percent of superiors supportedthe change at Beta 66 percent supported it Almost all ofus would have put our money on Beta Not many of us whenconfronted with that data would have immediately thought Yesbut what about the situational forces

At the two hospitals individual character competed with situationalforces and situational forces won This brings us backfull circle to the food drive study where a jerk with clear instructionswas more charitable than a saint with generic instructionsThe line between saints and jerks wasnt as clear as we mighthave thought Neither was the line between supporters and resistersof hospital reformIf the right Path can turn a jerk into a saint then the rightPath can also turn a change enemy into an ally

ReferenceReference book HOW TO CHANGE THINGS WHEN CH ANGE IS HARD

By CHIP HEATH (a professor at the GraduateSchool of Business at Stanford University) and DAN HEATH(a senior fellow at Duke Universitys Centerfor the Advancement of Social Entrepreneurship(CASE))

• Change Management
• Reference
• Slide 3
• Rider
• Elephant
• Main strategy 1 Direct the Rider 1a Follow the brightspot
• Details of Vietnam example
• Slide 8
• Slide 9
• Main strategy 1 Direct the Rider 1b Script the critical move
• Slide 11
• Slide 12
• Main strategy 1 Direct the Rider 1c POINT TO THE DESTINATION
• Main strategy 2 Motivate the Elephant 2a Find the Feeling
• Slide 15
• Slide 16
• Slide 17
• Slide 18
• Slide 19
• Slide 20
• Slide 21
• Slide 22
• Slide 23
• Main strategy 2 Motivate the Elephant 2b Shrink the Change
• Slide 25
• Slide 26
• Slide 27
• Slide 28
• Slide 29
• Slide 30
• Slide 31
• Slide 32
• Slide 33
• Slide 34
• Slide 35
• Slide 36
• Slide 37
• Slide 38
• Slide 39
• Slide 40
• Main strategy 2 Motivate the Elephant 2c Grow your people(creating sense of identity amp instill growth mindset)
• Slide 42
• Slide 43
• Slide 44
• Slide 45
• Slide 46
• Slide 47
• Slide 48
• Slide 49
• Slide 50
• Slide 51
• Slide 52
• Slide 53
• Slide 54
• Slide 55
• Main strategy 3 Shape the path 3a Tweak the environment
• Fundamental attribution error ndash we hurrily judge someonesomething from Direct attributes but forget about situation that may have created those attributes
• Slide 58
• Slide 59
• 3b Build habit
• Slide 61
• Example or strategy to build habit
• 3b Action trigger
• Slide 64
• 3c Rally the herd
• Slide 66
• By STANDER effect ndash humanbeings take decision after looking what others do
• Slide 68
• Slide 69
• Slide 70
• Summary
• Slide 72
• Slide 73
• Summary Direct the Rider(Head rational thinker)
• Summary Motivate the Elephant(Lazy pleasure loving self)
• Slide 76
• Summary Shaping the path
• Slide 78
• Slide 79
• Slide 80
• Slide 81

Details of Vietnam example

bull In 1990 Jery Sternin went to Vietnam as an executive of Save the Children Funda NGO It opened its office in Vietnam for the first time Malnutrion problem is rampant in Vietnam And vietnames govt gave only 6 months to bring substational change in that situation

bull Malnutriontion is associated with some other factors like poverty sanitation education etc

bull Vietnam is a poor country without any good sanitation system Literacy rate is low

bull To address such related factors is a huge task and may take decades and loads of monetary and human resources

bull So what Sternin did he commissioned a survey to find out despite all these odds whether there were some kids who were healthy

bull In the survey it was found that in a few localities(villages) kids grew up healthy Their socio-economic condition was no better than other vietnamese

bull The only difference came out was that the kids were served four times a day instead of usual two times a day Further healthy kids mothers added crabs and shrimps in their meals which were usually considered suitable for adults

bull This was the brightspot Sternin found and he introduced it other villages He brought different groups of people two that two model villages to see themselves about it and implement in their own localities

Main strategy 1 Direct the Rider 1b Script the critical move

bull At any task or outcome there are some sub tasks Among the subtasks only one or two are nearly responsible for the major portion of the task

bull Pareto principle states that 80 of the outcome is caused by 20 of the effort

bull So it would be extremely beneficial to figure out which subtask or subtasks are the critical moves

bull Then clearly and precisely what to be done with this critical move may be mentioned The reason if left with analyzing of brain to figure out the actual procedures to be taken it may take too long and fall into analysis-paralysis or simply confused(Refer to hip pain patient where 53 of the doctors excluded second drug and just opted for surgery which went against common sense)

bull So this critical move may be scripted(written) with precise concrete instruction

bull Example to fight against obesity Americans are to be advised to eat healthy foods Mentioning every meal with a list of diet tax human minds a lot and usually not successful

bull So the researchers decided to pick a critical one and that is milk in break fast

bull They found that if milk intake in the breakfast could be changed from whole fat to low fat(1 fat) then the saturated fat level in most American will come below the danger level

Main strategy 1 Direct the Rider1c POINT TO THE DESTINATION

bull A clear concrete precise(if possible given in numbers like 10 profit increase this year) goal

bull Sometimes 100 success goal is good to clear any ambiguity

bull Example BPrsquos no dry holes goal The management found that when their geologists say that this field has more than 75 probability of having oil usually they find it So it would be better to go for 100 success rate Industrial standard was 1 in 8 holes BPrsquos standard was 1 out of 5 holes After taking the lsquono dryholersquo goal BPrsquos success rate has become 2 out of 3 thatrsquos very good at any standard

Main strategy 2 Motivate the Elephant

2a Find the Feelingbull To motivate the pleasure loving pain

avoiding self(elephant) it is best to show the real thing give him the tactile feeling odour taste etc

bull Example tagging the gloves with price and put them in the conference table to motivate the managers to purchase wisely and cheap

In The Heart oChange John Kotter and Dan Cohen report ona study they conducted with the help of a team at Deloitte ConsultingThe project team interviewed over 400 people acrossmore than 130 companies in the United States Europe Australiaand South Africa in hopes of understanding why change happensin large organizations Summarizing the data Kotter andCohen said that in most change situations managers initiallyfocus on strategy structure culture or systems which leads themto miss the most important issue

Jon Stegner believed the company he worked for a large manufacturerwas wasting vast sums of money I thought we had anopportunity to drive down purchasing costs not by 2 percent butby something on the order of $1 billion over the next five years said Stegner who i s quoted i n John Kotter and Dan Cohens essentialbook The Heart of ChangeTo reap these savings a big process shift would be requiredand for that shift to occur Stegner knew that hed have to convincehis bosses

Seeking a compelling example of the companys poor purchasinghabits Stegner assigned a summer student intern to investigate a single item-work gloves which workers in most ofthe companys factories wore The student embarked on a missionto identify all the types of gloves used in all the companys factoriesand then trace back what the company was paying for themThe intrepid intern soon reported that the factories werepurchasing 424 different kinds of gloves Furthermore they wereusing different glove suppliers and they were all negotiating theirown prices The same pair of gloves that cost $5 at one factorymight cost $17 at another

At Stegners request the student collected a specimen of everyone of the 424 different types of gloves and tagged each with theprice paid Then all the gloves were gathered up brought to theboardroom and piled up on the conference table Stegner invitedall the division presidents to come visit the Glove Shrine

They could see the prices Theylooked at two gloves that seemed exactly alike yet onewas marked $322 and the other $105 5 Its a rare eventwhen these people dont have anything to say But thatday they just stood with their mouths gapingThe gloves exhibit soon became a traveling road show visitingdozens of plants The reaction was visceral This is crazy Werecrazy And weve got to make sure this stops happening Soon Stegnerhad exactly the mandate for change that hed sought Thecompany changed its purchasing process and saved a great deal ofmoney This was exactly the happy ending everyone wanted

Most of us would not have tried what Stegnerdid It would have been so easy so natural to make a presentationthat spoke only to the Rider Think of the possibilities thespreadsheets the savings data the cost-cutting protocols the recommendationsfor supplier consolidation the exquisite logic forcentral purchasing You could have created a 12-tabbed MicrosoftExcel spreadsheet that would have made a tax accountant weepwith joy But instead of doing any of that Stegner dumped abunch of gloves on a table and invited his bosses to see themIf there is such a thing as white-collar courage surely this was an instance

Stegner knew that if things were going to change he had toget his colleagues Elephants on his side If he had made an analyticalappeal he probably would have gotten some supportivenods and the execs might have requested a follow-up meetingsix weeks later (and then rescheduled it) The analytical case wascompelling-by itself it might have convinced Stegners colleaguesthat overhauling the purchasing system would be an importantthing to do next yearRemember that if you reach your colleagues Riders but nottheir Elephants they will have direction without motivationMaybe their Riders will drag the Elephant down the road for awhile but as weve seen that effort cant last longOnce you break through to feeling though things changeStegner delivered a jolt to his colleagues First they thought tothemselves were crazy Then they thought we can fix this Everyonecould think of a few things to try to fix the glove problemandby extension the ordering process as a whole That got theirElephants fired up to move

bull Kotter and Cohen observed that in almost all successful change efforts the sequence of change is not ANALYZETHINK-CHANGE but rather SEE-FEEL-CHANGE

Most of us would create a businesscase for the power of design Wed compile a PowerPoint presentationwith charts and graphs and strategically selected quotesfrom the chairman whod embraced the design-forward vision

When we finished our presentation everyone in the room wouldunderstand what we meant They might even agree But wouldthey change their behavior Kotters research suggests no

Main strategy 2 Motivate the Elephant

2b Shrink the Changebull If the task appears very big elephant does not want to

do it So if the elephant is tricked to do only a portion of the task or for a small time eventually the whole task to be done It is always harder to start

bull Our human emotional sides require instant gratification and sense of achieving(winning) So accomplishing subtask that is relatively easier and less time consuming provides this psychological boost

bull Example So the change may first applied to a village than to the whole country

bull Example Instead of 60 minutes students may be asked to study for 5 minutes

A local car wash ran a promotion featuring loyalty cards Everytime customers bought a car wash they got a stamp on theircards and when they filled up their cards with eight stamps theygot a free washAnother set of customers at the same car wash got a slightlydifferent loyalty card They needed to collect ten stamps (ratherthan eight) to get a free car wash-but they were given a headstart When they received their cards two stamps had alreadybeen addedThe goal was the same for both sets of customers Buy eightadditional car washes get a reward But the psychology was differentIn one case youre 20 percent of the way toward a goaland in the other case youre starting from scratch A few monthslater only 1 9 percent of the eight-stamp customers had earned afree wash versus 34 percent of the head-start group (And thehead-start group earned the free wash faster)

People find it more motivating to be partly finished with alonger journey than to be at the starting gate of a shorter oneThats why the conventional wisdom in development circles isthat you dont publicly announce a fund-raising campaign for acharity until youve already got 50 percent of the money in thebag (After all who wants to give the first $ 1 00 to a $ 1 millionfund-raising campaign)One way to motivate action then is to make people feel asthough theyre already closer to the finish line than they might have thought

That sense of progress is critical because the Elephant in usis easily demoralized Its easily spooked easily derailed and forthat reason it needs reassurance even for the very first step ofthe journeyIf youre leading a change effort you better start looking forthose first two stamps to put on your teams cards Rather thanfocusing solely on whats new and different about the change tocome make an effort to remind people whats already been conquered

A business cliche commands us to raise the bar But thatsexactly the wrong instinct if you want to motivate a reluctant ElephantYou need to lower the bar Picture taking a high-jump barand lowering it so far that it can be stepped overIf you want a reluctant Elephant to get moving you need toshrink the change

a clever self-help technique calledthe 5-Minute Room Rescue proposed by Marla Cilley a homeorganizingguru who calls herself the Fly Lady (think of zoomingthrough your housecleaning with wings) Heres what you doGet a kitchen timer and set it for 5 minutes Then go to the worstroom in your house-the one youd never let a guest see-andas the timer ticks down start clearing a path and when the timerbuzzes you can stop with a clear conscience

This is an Elephant trick The Elephant hates doing things with no immediate payoff

To get the Elephant off its duff you need to reassureit that the task wont be so bad Look its just 5 minutesHow bad can it be

What good is a 5-minute session of cleaning Not much Itgets you moving though and thats the hardest part Starting anunpleasant task is always worse than continuing it So once youstart cleaning house chances are you wont stop at 5 minutesYoull be surprised at how fast things turn around Youll start totake pride in your accomplishments-starting with the cleansink then the clean bathroom then the clean downstairs areaandthat pride and confidence will build on itself A virtuous circleBut you couldnt have enjoyed the virtuous circle without first shrinking the change

In his book TheTotal Money Makeover Ramsey

One of Ramseys best-known and most controversial debtfightingtechniques is the Debt Snowball When the Farrarsfound themselves with over $ 1 00000 in debt (not includingtheir mortgage) they started working on the Debt SnowballThe first step was to list all their debts-everything from creditcards to overdue electric bills to student loans-and then arrangethem in order from smallest to largest Next their instructionswere to make only the minimum payments on every debt withone exception

After the minimum payments were made everyavailable dollar would be put toward the first debt on the list Becausethe first debt was the smallest one it could be paid off relativelyquickly and the Farrars could cross it off the list and thendirect every available dollar to paying off the second debt thenthe third then the fourth As they crossed off each debt theywere able to eliminate a minimum payment which gave themmore cash to attack the next debt Thats why the strategy iscalled a Debt Snowball With each debt that is conquered the snowball of money applied to the next debt grows and rolls a little faster

Notice whats missing here any mention of interest rates Ifthe Farrars smallest debt was a past-due utility bill with no in

terest charges whatsoever Ramsey still advised them to pay it offbefore tackling any of their credit card bills which might have interestrates of 20 percent or aboveThis advice makes the average financial adviser cringe Afterall simple math tells us that were financially better-off if we paydown high-interest debt first

Ramsey writes --Being a certified nerd I always used to start with makingthe math work I have learned that the math doesneed to work but sometimes motivation is more importantthan math This is one of those times Faceit if you go on a diet and lose weight the first week youwill stay on that diet If you go on a diet and gain weightor go six weeks with no visible progress you will quitWhen training salespeople I try to get them a sale ortwo quickly because that fires them up When you startthe Debt Snowball and in the first few days pay off acouple oflittle debts trust me it lights your fire I dontcare if you have a masters degree in psychology youneed quick wins to get fired up And getting fired up issuper-important

Most financial advisers recommend that their clients paydown high-interest debt first in order to optimize the impact oftheir money But Ramseys not trying to solve an optimizationproblem hes trying to solve an Elephant problem The reasonpeople get themselves into financial trouble he knows is thatthey lose control They begin to feel powerless in the face of amountain of debt And you cant combat powerlessness withmath You combat it by proving to people that they can win Ifyou pay $ 1 8 5 toward a $20000 debt on a high-interest creditcard youre still going to feel hopeless But if you completely payoff a $ 1 8 5 overdue utility bill you can cross it off yo r list Youvewon a victory over debtRamsey is using the same strategy as the Fly Lady with her5-Minute Room Rescue-if people are facing a daunting taskand their instinct is to avoid it youve got to break down the taskShrink the change Make the change small enough that they canthelp but score a victory Once people clean a single room or payoff a single debt their dread starts to dissipate and their progressbegins to snowballC

One way to shrink change then is to limit the investment youreasking for-only 5 minutes of housecleaning only one smalldebt Another way to shrink change is to think of small winsmilestonesthat are within reach (Our dad Fred Heath whoworked over thirty years for IBM would tell his teams that whenmilestones seemed too distant they should look for inch pebblesNice one Dad)

Kelman a professor of public management at Harvard UniversitysKennedy School of Government got a call from theClinton administration in 1 993 asking him to lead the Officeof Federal Procurement Policy (OFPP) As the head of OFPp hewould be responsible for reforming the governments procurementefforts

Kelman was reluctant to head up OFPp knowing there wasa pretty good chance that despite his best efforts nothing wouldchange but in the end he accepted the job He knew exactly whathe was getting into because three years earlier hed written a bookabout procurement reformThere were lots of problems with procurement Over theyears the government had established many protocols and protectionsto prevent abuses of various kinds There were good intentionsbehind these protections but as they built up layerupon layer they began to cause more harm than the abusestheyd been designed to prevent For instance when makingpurchase decisions procurement officials could not use evidenceof vendors past performance

Kelman knew hed have to make some progress quickly or elsehed be dismissed If an example of successful change couldsomehow be achieved quickly it might be possible to use that toset other changes in motion he wrote later He sought a victorythat would be fast achievable and visible-a small win thatwould work for all of his constituents whether the Defense Departmentor the Health and Human Services Department If hecould get their Elephants moving with an easy mission-the governmentequivalent of the 5-Minute Room Rescue-he thoughthe would be able to keep them moving

One day a conversation with a government employee sparkedan idea The employee told Kelman that when she needed simpleinexpensive items such as a few computer disks the procurementrules made it impossible for her to walk to thecomputer superstore across the str1048958et and buy them She foundthis limitation was infuriatingKelman spotted an opportunity He went to the senior procurementexecutives and issued a challenge I want you to doubleyour agencys use ofgovernment credit cards over the next year (Noticethe precision of the challenge a la the 1 milk campaign By

being specific about the behavioral change Kelman was directinghis constituents Riders) In his vision anytime employees neededsomething small-computer disks or a replacement hard driveor a carton of office paper-they should be able to march acrossthe street armed with their credit cards and purchase what theyneeded on the spot Kelman asked the agencies to make a formalPledge to embrace the idea The agencies were supportive soKelman pushed further Over the next year he organized fourmore pledgesso here they donrsquot need quotation or tender Government may check later whether it complies fair price policy

The second pledge was a biggie Kelman asked the agencies tobreak with the tradition of ignoring past performance He knewthis would be a tough sell so he decided to push for it publiclyonly when he was sure he had at least eight agencies onboard Hehit the phones and his employees and advisers rallied the peoplein their networks Eventually his team had eight agencies signedup but he wasnt finished After we got to nine agencies participationstarted snowballing and soon we could say to the holdoutsAlmost everyone but you is participating (This outcomeforeshadows a point that we make in Chapter 1 0 about behaviorbeing contagious Kelman managed to address all three parts ofthe framework-directing the Rider motivating the Elephantand shaping the Path)

When you engineer early successes what youre really doing isengineering hope Hope is precious to a change effort Its Elephantfuel

Main strategy 2 Motivate the Elephant2c Grow your people(creating sense of

identity amp instill growth mindset)bull Be noted identity may be created it is not always

inherited thing For example creating identity like Iutians are hard working gives a boost to the elephant to do something

bull So this identity to be created in positive way bull Identity may be achieved by birth and or individual

endeavour For example citizen of a country(by birth) is an identity received by birth while lsquoEngineerrsquo identity that is earned through hard study

bull Growth mindset to be instilled by removing limiting belief that things could not be changed by trying The new belief system should be that anything could be learnt and anything is possible

bull Example Brasilatas inventors

The St Lucia Parrot exists only o n the Caribbean island o f StLucia Its gorgeous with a vivid turquoise blue face lime greenwings and a striking red shield on its chest In 1977 only onehundred St Lucia Parrots were left on the island The populationhad been decimated by habitat destruction hunters andpeople who trapped them to use as pets The St Lucia Parrotseemed doomed in the words of one biologist the species couldnot escape oblivion by the year 2000Enter an unlikely savior college student Paul Butler In 1977Butler was finishing his last year of studies at North-East LondonPolytechnic Butlers passion was conservation and hed previouslyspent five weeks completing a field research expedition inSt Lucia where hed studied the parrot and submitted recommendationsfor preserving the species

Pg 149

Weve seen that one way to motivate a switch is to shrink thechange which makes people feel big relative to the challengeBut here were seeing something different Paul Butler didntshrink the change Instead he grew the people He made the StLucians swell with pride over their parrot-a species that existsnowhere else He inspired them to feel more determined moreready more motivated And when you build people up in thisway they dtvelop the strength to act

In essence Butlers goal was to convince St Lucians that theywere the kind of people who protected their own In public eventsButler stressed This parrot is ours Nobody has this but us Weneed to cherish it and look after it He did everything in hispower to make the public more familiar with the bird He hostedSt Lucia Parrot puppet shows distributed T-shirts cajoled a localband to record songs about the bird convinced local hotels toprint up bumper stickers recruited volunteers to dress up in parrotcostumes and visit local schools and asked local ministers tocite relevant Bible verses (for instance verses that instructed believersto be good stewards of the things that were in their trust)

James March a professor of politicalscience at Stanford University March says that when peoplemake choices they tend to rely on one of two basic models ofdecision making the consequences model or the identity modelThe consequences model is familiar to students of economicsIt assumes that when we have a decision to make we weigh thecosts and benefits of our options and make the choice thatmaximizes our satisfaction Its a rational analytical approachThis is the approach that Paul Buder knew would fail withSt Lucians because there simply wasnt a strong costbenefitcase for the parrot

In the identity model of decision making we essentially askourselves three questions when we have a decision to make Whoam l What kind of situation is this What would someone like medo in this situation Notice whats missing any calculation of costsand benefits The identity model explains the way most peoplevote which contradicts our notion of the self-interested voterIt helps to shed light on why an auto mechanic in Oklahomawould vote against a Democrat whod give him health insuranceand why a Silicon Valley millionaire would vote against a Republicanwhod cut her taxes

Generally when we use the word identity were talking aboutan immutable trait of some kind-such as a racial ethic orregional identity But thats a relatively narrow use of the termWere not just born with an identity we adopt identities throughoutour lives We aspire to be good mothers or fathers devoutCatholics or Muslims patriotic citizens and so on

Or consider a professional identity such as being a scientistClearly youre not born a scientist Its an identity you seek outand one that others such as your professors and mentors consciouslycultivate in you As you develop and grow in that identityit becomes an increasingly important part of your self-imageand triggers the kind of decision making that March describes

Its critical to realize that these identity stories arent just specialcase situations confined to scientists or nurses or St LuciansIdentity is going to play a role in nearly every change situationEven yours When you think about the people whose behaviorneeds to change ask yourself whether they would agree with thisstatement I aspire to be the kind of person who would makethis change If their answer is yes thats an enormous factor in your favor If their answer is no then youll have to work hard toshow them that they should aspire to a different self-image Andthats exactly what Paul Butler did in St Lucia He convinced theislands citizens to think This is our bird-if we want to be goodSt Lucians wed better protect it

in a business context consider a firmthat invented an identity that subsequently became the engine ofits success The firm is Brasilata-its a US$ 1 70 million manufacturingfirm in Brazil that produces various kinds of steel cansAs youd imagine the can manufacturing industry is relativelymature-not much growth not much excitement But Brasilatadefies the stereotype of a boring stuck-in-its ways manufacturerIn fact it has one of the best reputations for innovation of anycompany in Latin America

How does a manufacturer of cans become known as an innovatorBrasilatas founders were inspired by the philosophy ofJapanese car manufacturers like Honda and Toyota which empoweredtheir frontline employees to take ownership of theirwork For instance at Toyota any employee who spotted a defectcould stop the assembly line (this would have been unthinkablein Detroit at the time) Toyota and Honda also actively solicited

ideas for innovation from their employees In 1 987 the foundersof Brasilata launched an employee-innovation program modeledon the Japanese forerunnersA new identity was the core of the program Employees ofBrasilata hecame known as inventors and when new employeesjoined the firm they were asked to sign an innovation contractThis wasnt simply feel-good language Top management challengedemployees to be on the lookout for potential innovationsideasfor how to create better products improve productionprocesses and squeeze costs out of the system Procedures developedwithin the factory made it easy for inventors to submit theirideas

The program succeeded beyond any reasonable expectationsIn 2008 employees submitted 1 34846 ideas-an averageof 1452 ideas per inventor This figure puts Brasilata on par withthe Japanese trendsetters that had inspired the programMany of the suggestions led to the development of new productsFor instance in late 2008 Brasilata came up with a new approachfor steel cans designed to carry dangerous or flammableliquids To meet United Nations standards such cans must beable to withstand a drop from 1 2 meters (roughly 4 feet) Traditionallymost manufacturers had reached this standard by thickeningthe metal layers which used up more raw material andrequired new production processes And the reinforced designswerent foolproof-the metal seams were prone to split if a canlanded on an edgeBrasilatas inventors

suggested a new design inspired by carbumpers that collapse on impact Their new steel can deformedslightly on impact reducing stress on the critical seam The newdesign resisted impact better while also reducing the amount ofsteel in the canThe inventors have led Brasilata through emergencies In200 1 a severe energy crisis-the blackout syndrome ndashforced

the government of Brazil to ration energy Businesses received astrict quota of electricity The inventors went to work dreamingup power-saving ideas-hundreds of them Within a few weeksBrasilatas energy consumption was reduced by 35 percent fallingbelow the companys quota and allowing the company to resell itsextra energy

Another unexpected idea was jointly suggested by two employeesEliminate our jobs theyre not necessary anymore The ideawas accepted but the company found a new place for the employeesBrasilata has a no-dismissal policy and also distributes1 5 percent of its net profits to employees Its no surprise thatBrasilata consistently appears on best places to work lists inBrazilLets remember something This inventor identity whichhas fueled business success and employee satisfaction was madeup None of Brasilatas employees were born inventors Theidentity was introduced to them and they liked the sound of itIt seemed to be a mantle worth wearing Being an inventor hasbecome a source of pride and strength

If cultivating an identity sounds daunting take heart A classicstudy in psychology shows that you can start with small steps Inthe 1960s two psychologists from Stanford University JonathanFreedman and Scott Fraser asked a researcher to go door-to-doorin an upscale neighborhood in Palo Alto California

Pg 158

indeed 83 percent of the home ownerspassed on the opportunity ldquo

Two weeks earlier thesame home owners had been approached by a volunteer claimingto represent a different driver-safety organization They wereasked to put a tiny Be a Safe Driver sign-less than half thesize of a postcard-in the window of their car or home The volunteersaid the sign was intended to make citizens more aware ofthe need to drive carefully This seemed such a trivial commitmentthat almost all of the home owners said yes

When the researcherscame back two weeks later and asked the home owners to installthe eyesore billboard 76 percent accepted it

the science of the billboardstudy says something pretty remarkable It shows us that peopleare receptive to developing new identities that identities growfrom small beginnings Once you start seeing yourself as a concernedcitizen youll want to keep acting like one Thats tremendouslygood news for someone leading a change effort It meansfor example that if you can show people why the environment isworth caring about it wont take years for them to think of themselvesas environmentalists It took only a few days for the homeowners to think of themselves as concerned citizens

You need to create the expectationof failure-not the failure of the mission itself but failureen route This notion takes us into a fascinating area of researchthat is likely to change the way you view the world

Main strategy 3 Shape the path3a Tweak the environment

bull TWEAK THE ENVIRONMENT When the situation changes the behavior

bull changes So change the situation [Throwing out the phone system at Rackspace

bull 1-Click ordering simplifying the online time sheet]bull Tweaking the environment is about making the right

behaviors a little bit easier and the wrong behaviors a little bit harder Its that simple

bull ]

Fundamental attribution error ndash we hurrily judge someonesomething from Direct

attributes but forget about situation that may have created those attributes

frequently blind to the power of situations In a famousarticle Stanford psychologist Lee Ross surveyed dozens ofstudies in psychology and noted that people have a systematictendency to ignore the situational forces that shape other peoplesbehavior He called this deep-rooted tendency the FundamentalAttribution Error The error lies in our inclination toattribute peoples behavior to the way they are rather than to thesituation they are in

how a smoother Path can change behavior consider someresearch that studied why college students did (or didnt) donatefood to a canned-food drive for charity The researchers knewsome students would be more charitable and generous thanothers and would be more inclined to donate food Theresearchers wondered Can we alter the situation so that jerks givetoo

Pg 182

Some students received a basicletter announcing the launch of a food drive the following weekand asking them to bring canned food to a booth on TressiderPlaza (a well-known spot on campus) Other students received amore detailed letter which included a map to the precise spot arequest for a can of beans and a suggestion that they think abouta time when theyd ordinarily be near Tressider Plaza so theywouldnt have to go out of their way to get there

Students who received the basic letter were not very generousOnly 8 percent of the saints donated and not a single one ofthe jerks

Students who received the more detailedletter were substantially more charitable 42 percent of thesaints donated and so did 2 5 percent of the jerks

Tweaking the environment is about making the right behaviorsa little bit easier and the wrong behaviors a little bit harder Itsthat simple

3b Build habit

bull When something becomes a habit our rational brain(rider) does not have to exert almost any energy or will power This will power energy is of limited supply and could not work for long stretch of time

bull So if step by step procedure some objective or main task could be turned into a habit it would be easier for human beings to do it

bull BUILD HABITS When behavior is habitual its free-it doesnt tax the Rider

bull Look for ways to encourage habits [Setting action triggers eating two bowls of

bull soup while dieting using checklists

Example or strategy to build habit

bull 21 days repetition method

3b Action trigger

Peter Gollwitzer a psychologist at New York University is thepioneer of work in this area He and colleague Veronika Brandstarterfound that action triggers are quite effective in motivatingaction

By preloading the decisionwe conserve the Riders self-control(it does not have to think about what to do)

In one study they tracked college students who had theoption to earn extra credit in a class by writing a paper about how they spent Christmas Eve But there was a catch To earn the credit they had to submit the paper by December 26 Most studentshad good intentions of writing the paper but only 33 percentof them got around to writing and submitting it Otherstudents in the study were required to set action triggers-tonote in advance exactly when and where they intended to write the report (for example Ill write this report in my dads officeon Christmas morning before everyone gets up) A whopping75 percent of those students wrote the report

3c Rally the herd

bull Social and peer pressure is a very strong force in motivating us to do something

bull So if influential celebrity type people do something the majority follow through Here 8020 rule applies

bull Again if someone could be told that the majority are doing this heshe would like to be the part of the group(here) and comply with Therefore become happy as becoming of a group that fulfills our belonging needs

bull The Elephant constantly looks to the herd for cues about how to behave

bull Other people are getting their work done on time Why wont you

bull RALLY THE HERD Behavior is contagious Help it spread [Fataki in Tanzaniafree spaces in hospitals seeding the tip jar]

By STANDER effect ndash humanbeings take decision after

looking what others doColumbia University students having volunteered for a researchstudy were asked to sit in a room and fill out a surveySome were left alone others were put in rooms with two otherstudents As they filled out their surveys a crisis emergedSmoke began to pour into the room through a wall vent Thesmoke continued to flow in irregular puffs until eventually theroom was filled with haze Of the students sitting in a room bythemselves 75 percent got up and found someone to alert aboutthe smoke But when three students were placed in the roomat the same time only 38 percent of the groups of three ever reportedthe smoke They just sat there inhaling the smoke eachindividuals inaction signaling to the other two people in theroom that this smoke cloud isnt such a big deal

In a similar study individuals or pairs who were completinga survey heard what sounded like a woman falling down loudlyon the other side of a room divider Of the lone bystanders 70percent went to help her but only 40 percent of the pairs helpedEven when the pairs helped they acted more slowly than the individuals

Why do groups fail to respond as well as individualsIn ambiguous situations-smoke pouring into a room theapparent sound of a fall-people look to others for cues abouthow to interpret the event If you see a man suddenly collapse atthe mall your brain races through possible interpretations Its aheart attack Or wait maybe he tripped and fell down Or whatif hes playing a gag on someone Youre reluctant to rush overimmediately because if he simply tripped your alarm-bell behaviorwill leave you both embarrassedIf youre the only person around to react youll probably makeyour best guess-heart attack-and rush over But if theres acrowd youve got two stimuli to process the collapse itself andthe crowds reaction to the collapse You might pause briefly tostudy the crowd Are other people acting like hes had a heart attackYou stand there idling ready to spring into action at thefirst sign of crisis But as you wait other people are looking backat you and when they see you idling your behavior becomes datafor their theory that its not an emergency And thats why threepeople can sit in a room filling with smoke and not make a peep

a group of socialpsychologists persuaded a hotel manager to test out a newsign in the hotel bathrooms The sign didnt mention the environmentat alIi it simply said that the the majority of guests atthe hotel reuse their towels at least once during their stay Itworked-guests who got this sign were 26 percent more likely toreuse their towels They took cues from the herdNote the downside though If the sign had said About 8of our guests decide to reuse their towels new guests would havebeen less likely to reuse theirs

SummaryHOW TO MAKE A SWITCHFor things to change somebody somewhere has to start actingdifferently Maybe its you maybe its your teamPicture that person (or people)Each has an emotional Elephant side and a rational Rider sideYouve got to reach both And youve also got to clear the wayfor them to succeed In short you must do three things

DIRECT the RiderFOLLOW THE BRIGHT SPOTS Investigate whats working and clone it [Jerrysternin in Vietnam solutions-focused therapy]SCRIPT THE CRITICAL MOVES Dont think big picture think in terms of specificbehaviors [1 milk four rules at the Brazilian railroad]POINT TO THE DESTINATION Change is easier when you know where youregoing and why its worth it [You ll be third graders soon No dry holes at BP]

MOTIVATE the ElephantFIND THE FEELING Knowing something isn t enough to cause change Makepeople feel something [Piling gloves on the table the chemotherapy video gameRobyn Waterss demos at Target]SHRINK THE CHANGE Break down the change until it no longer spooks the Elephant[The 5-Minute Room Rescue procurement reform]GROW YOUR PEOPLE Cultivate a sense of identity and instill the growth mindset[Brasilatas inventors junior-high math kids turnaround]

SHAPE the PathTWEAK THE ENVIRONMENT When the situation changes the behaviorchanges So change the situation [Throwing out the phone system at Rackspace1-Click ordering simplifying the online time sheet]BUILD HABITS When behavior is habitual its free-it doesnt tax the RiderLook for ways to encourage habits [Setting action triggers eating two bowls ofsoup while dieting using checklists]RALLY THE HERD Behavior is contagious Help it spread [Fataki in Tanzaniafree spaces in hospitals seeding the tip jar]

Summary Direct the Rider(Head rational thinker)

Heres the good news The Riders strengths are substantialand his flaws can be mitigated When you appeal to the Rider insideyourself or inside others you are trying to influence yourgame plan should be simpleFirst follow the bright spots Think of the Vietnamese childrenwho stayed well nourished against the odds or the Genentechsales reps who racked up sales against the odds AB you analyzeyour situation youre sure to find some things that are workingbetter than others Dont obsess about the failures Instead investigateand clone the successesNext give direction to the Rider-both a start and a finishSend him a destination postcard (Youll be a third grader soon)and script his critical moves (Buy 1 milk) When you do these things youll prepare the Rider to lead aswitch And youll arm him for the ongoing struggles with hisreluctant and formidable partner the Elephant

Summary Motivate the Elephant(Lazy pleasure loving self)

In times of change we need to remind ourselves and others againand again of certain basic truths Our brains and our abilities arelike muscles They can be strengthened with practice Were notborn skateboarders or scientists or nurses we must learn how toskateboard do science or care for sick people And our inspirationto change ourselves comes from our desire to live up to thoseidentitiesIn the story of Molly Howard we see that amazing things canhappen when you combine the aspiration of a new identity withthe persistence of the growth mindset Thats how you grow yourpeople

Over the past few chapters weve seen that the centralchallenge of change is keeping the Elephant moving forwardWhereas the Rider needs direction the Elephant needs motivationAnd weve seen that motivation comes from feelingknowledgeisnt enough to motivate change But motivation alsocomes from confidence The Elephant has to believe that its capableof conquering the change And there are two routes tobuilding peoples confidence so that they feel big relative totheir challenge You can shrink the change or grow your people(or preferably both)

Summary Shaping the pathOur picture of change is still incomplete though because itsclear that in some situations even a reluctant Elephant and a confusedRider will manage to change their behavior For instanceconsider the fact that even a lost angry driver who is hopelesslylate for an appointment will stop dutifully for a red lightThats why to make changes stick weve got to think aboutshaping the Path

First you need to tweak theenvironment to provide a free space for discussion At Alpha therotational teams had a private place to meet and that created afree space where the new identity could grow Do your own reformershave a private place where they can meet and coordinate

Second you should build good habits Recall the idea of actiontriggers-visualizing when and where you are going to dosomething important The interns at Alpha were essentially settingaction triggers They thought about what they would sayand how they would act when 9 pm came and the signoutprocess was triggered They mentally rehearsed how they wouldrespond if an argument flared up with the night resident Havemembers of your team rehearsed how theyll react when theymeet resistance from your organizations old guard

Finally you should rally the herd At Alpha the leaders helpedthe reformers find one another and the reformers began to createa language-as we saw in the examples of the designateddriver and Fataki-that allowed them to talk about their valueswith others As a leader you can help prod them to create this languageto find ways to articulate what is different and better aboutthe change you seek

We started the Path section by discussing the Fundamental AttributionError-the tendency to attribute behavior to peoplescharacter rather than to their environments Look again at theteaching-hospital example At Alpha 42 percent of superiors supportedthe change at Beta 66 percent supported it Almost all ofus would have put our money on Beta Not many of us whenconfronted with that data would have immediately thought Yesbut what about the situational forces

At the two hospitals individual character competed with situationalforces and situational forces won This brings us backfull circle to the food drive study where a jerk with clear instructionswas more charitable than a saint with generic instructionsThe line between saints and jerks wasnt as clear as we mighthave thought Neither was the line between supporters and resistersof hospital reformIf the right Path can turn a jerk into a saint then the rightPath can also turn a change enemy into an ally

ReferenceReference book HOW TO CHANGE THINGS WHEN CH ANGE IS HARD

By CHIP HEATH (a professor at the GraduateSchool of Business at Stanford University) and DAN HEATH(a senior fellow at Duke Universitys Centerfor the Advancement of Social Entrepreneurship(CASE))

• Change Management
• Reference
• Slide 3
• Rider
• Elephant
• Main strategy 1 Direct the Rider 1a Follow the brightspot
• Details of Vietnam example
• Slide 8
• Slide 9
• Main strategy 1 Direct the Rider 1b Script the critical move
• Slide 11
• Slide 12
• Main strategy 1 Direct the Rider 1c POINT TO THE DESTINATION
• Main strategy 2 Motivate the Elephant 2a Find the Feeling
• Slide 15
• Slide 16
• Slide 17
• Slide 18
• Slide 19
• Slide 20
• Slide 21
• Slide 22
• Slide 23
• Main strategy 2 Motivate the Elephant 2b Shrink the Change
• Slide 25
• Slide 26
• Slide 27
• Slide 28
• Slide 29
• Slide 30
• Slide 31
• Slide 32
• Slide 33
• Slide 34
• Slide 35
• Slide 36
• Slide 37
• Slide 38
• Slide 39
• Slide 40
• Main strategy 2 Motivate the Elephant 2c Grow your people(creating sense of identity amp instill growth mindset)
• Slide 42
• Slide 43
• Slide 44
• Slide 45
• Slide 46
• Slide 47
• Slide 48
• Slide 49
• Slide 50
• Slide 51
• Slide 52
• Slide 53
• Slide 54
• Slide 55
• Main strategy 3 Shape the path 3a Tweak the environment
• Fundamental attribution error ndash we hurrily judge someonesomething from Direct attributes but forget about situation that may have created those attributes
• Slide 58
• Slide 59
• 3b Build habit
• Slide 61
• Example or strategy to build habit
• 3b Action trigger
• Slide 64
• 3c Rally the herd
• Slide 66
• By STANDER effect ndash humanbeings take decision after looking what others do
• Slide 68
• Slide 69
• Slide 70
• Summary
• Slide 72
• Slide 73
• Summary Direct the Rider(Head rational thinker)
• Summary Motivate the Elephant(Lazy pleasure loving self)
• Slide 76
• Summary Shaping the path
• Slide 78
• Slide 79
• Slide 80
• Slide 81

bull So what Sternin did he commissioned a survey to find out despite all these odds whether there were some kids who were healthy

bull In the survey it was found that in a few localities(villages) kids grew up healthy Their socio-economic condition was no better than other vietnamese

bull The only difference came out was that the kids were served four times a day instead of usual two times a day Further healthy kids mothers added crabs and shrimps in their meals which were usually considered suitable for adults

bull This was the brightspot Sternin found and he introduced it other villages He brought different groups of people two that two model villages to see themselves about it and implement in their own localities

Main strategy 1 Direct the Rider 1b Script the critical move

bull At any task or outcome there are some sub tasks Among the subtasks only one or two are nearly responsible for the major portion of the task

bull Pareto principle states that 80 of the outcome is caused by 20 of the effort

bull So it would be extremely beneficial to figure out which subtask or subtasks are the critical moves

bull Then clearly and precisely what to be done with this critical move may be mentioned The reason if left with analyzing of brain to figure out the actual procedures to be taken it may take too long and fall into analysis-paralysis or simply confused(Refer to hip pain patient where 53 of the doctors excluded second drug and just opted for surgery which went against common sense)

bull So this critical move may be scripted(written) with precise concrete instruction

bull Example to fight against obesity Americans are to be advised to eat healthy foods Mentioning every meal with a list of diet tax human minds a lot and usually not successful

bull So the researchers decided to pick a critical one and that is milk in break fast

bull They found that if milk intake in the breakfast could be changed from whole fat to low fat(1 fat) then the saturated fat level in most American will come below the danger level

Main strategy 1 Direct the Rider1c POINT TO THE DESTINATION

bull A clear concrete precise(if possible given in numbers like 10 profit increase this year) goal

bull Sometimes 100 success goal is good to clear any ambiguity

bull Example BPrsquos no dry holes goal The management found that when their geologists say that this field has more than 75 probability of having oil usually they find it So it would be better to go for 100 success rate Industrial standard was 1 in 8 holes BPrsquos standard was 1 out of 5 holes After taking the lsquono dryholersquo goal BPrsquos success rate has become 2 out of 3 thatrsquos very good at any standard

Main strategy 2 Motivate the Elephant

2a Find the Feelingbull To motivate the pleasure loving pain

avoiding self(elephant) it is best to show the real thing give him the tactile feeling odour taste etc

bull Example tagging the gloves with price and put them in the conference table to motivate the managers to purchase wisely and cheap

In The Heart oChange John Kotter and Dan Cohen report ona study they conducted with the help of a team at Deloitte ConsultingThe project team interviewed over 400 people acrossmore than 130 companies in the United States Europe Australiaand South Africa in hopes of understanding why change happensin large organizations Summarizing the data Kotter andCohen said that in most change situations managers initiallyfocus on strategy structure culture or systems which leads themto miss the most important issue

Jon Stegner believed the company he worked for a large manufacturerwas wasting vast sums of money I thought we had anopportunity to drive down purchasing costs not by 2 percent butby something on the order of $1 billion over the next five years said Stegner who i s quoted i n John Kotter and Dan Cohens essentialbook The Heart of ChangeTo reap these savings a big process shift would be requiredand for that shift to occur Stegner knew that hed have to convincehis bosses

Seeking a compelling example of the companys poor purchasinghabits Stegner assigned a summer student intern to investigate a single item-work gloves which workers in most ofthe companys factories wore The student embarked on a missionto identify all the types of gloves used in all the companys factoriesand then trace back what the company was paying for themThe intrepid intern soon reported that the factories werepurchasing 424 different kinds of gloves Furthermore they wereusing different glove suppliers and they were all negotiating theirown prices The same pair of gloves that cost $5 at one factorymight cost $17 at another

At Stegners request the student collected a specimen of everyone of the 424 different types of gloves and tagged each with theprice paid Then all the gloves were gathered up brought to theboardroom and piled up on the conference table Stegner invitedall the division presidents to come visit the Glove Shrine

They could see the prices Theylooked at two gloves that seemed exactly alike yet onewas marked $322 and the other $105 5 Its a rare eventwhen these people dont have anything to say But thatday they just stood with their mouths gapingThe gloves exhibit soon became a traveling road show visitingdozens of plants The reaction was visceral This is crazy Werecrazy And weve got to make sure this stops happening Soon Stegnerhad exactly the mandate for change that hed sought Thecompany changed its purchasing process and saved a great deal ofmoney This was exactly the happy ending everyone wanted

Most of us would not have tried what Stegnerdid It would have been so easy so natural to make a presentationthat spoke only to the Rider Think of the possibilities thespreadsheets the savings data the cost-cutting protocols the recommendationsfor supplier consolidation the exquisite logic forcentral purchasing You could have created a 12-tabbed MicrosoftExcel spreadsheet that would have made a tax accountant weepwith joy But instead of doing any of that Stegner dumped abunch of gloves on a table and invited his bosses to see themIf there is such a thing as white-collar courage surely this was an instance

Stegner knew that if things were going to change he had toget his colleagues Elephants on his side If he had made an analyticalappeal he probably would have gotten some supportivenods and the execs might have requested a follow-up meetingsix weeks later (and then rescheduled it) The analytical case wascompelling-by itself it might have convinced Stegners colleaguesthat overhauling the purchasing system would be an importantthing to do next yearRemember that if you reach your colleagues Riders but nottheir Elephants they will have direction without motivationMaybe their Riders will drag the Elephant down the road for awhile but as weve seen that effort cant last longOnce you break through to feeling though things changeStegner delivered a jolt to his colleagues First they thought tothemselves were crazy Then they thought we can fix this Everyonecould think of a few things to try to fix the glove problemandby extension the ordering process as a whole That got theirElephants fired up to move

bull Kotter and Cohen observed that in almost all successful change efforts the sequence of change is not ANALYZETHINK-CHANGE but rather SEE-FEEL-CHANGE

Most of us would create a businesscase for the power of design Wed compile a PowerPoint presentationwith charts and graphs and strategically selected quotesfrom the chairman whod embraced the design-forward vision

When we finished our presentation everyone in the room wouldunderstand what we meant They might even agree But wouldthey change their behavior Kotters research suggests no

Main strategy 2 Motivate the Elephant

2b Shrink the Changebull If the task appears very big elephant does not want to

do it So if the elephant is tricked to do only a portion of the task or for a small time eventually the whole task to be done It is always harder to start

bull Our human emotional sides require instant gratification and sense of achieving(winning) So accomplishing subtask that is relatively easier and less time consuming provides this psychological boost

bull Example So the change may first applied to a village than to the whole country

bull Example Instead of 60 minutes students may be asked to study for 5 minutes

A local car wash ran a promotion featuring loyalty cards Everytime customers bought a car wash they got a stamp on theircards and when they filled up their cards with eight stamps theygot a free washAnother set of customers at the same car wash got a slightlydifferent loyalty card They needed to collect ten stamps (ratherthan eight) to get a free car wash-but they were given a headstart When they received their cards two stamps had alreadybeen addedThe goal was the same for both sets of customers Buy eightadditional car washes get a reward But the psychology was differentIn one case youre 20 percent of the way toward a goaland in the other case youre starting from scratch A few monthslater only 1 9 percent of the eight-stamp customers had earned afree wash versus 34 percent of the head-start group (And thehead-start group earned the free wash faster)

People find it more motivating to be partly finished with alonger journey than to be at the starting gate of a shorter oneThats why the conventional wisdom in development circles isthat you dont publicly announce a fund-raising campaign for acharity until youve already got 50 percent of the money in thebag (After all who wants to give the first $ 1 00 to a $ 1 millionfund-raising campaign)One way to motivate action then is to make people feel asthough theyre already closer to the finish line than they might have thought

That sense of progress is critical because the Elephant in usis easily demoralized Its easily spooked easily derailed and forthat reason it needs reassurance even for the very first step ofthe journeyIf youre leading a change effort you better start looking forthose first two stamps to put on your teams cards Rather thanfocusing solely on whats new and different about the change tocome make an effort to remind people whats already been conquered

A business cliche commands us to raise the bar But thatsexactly the wrong instinct if you want to motivate a reluctant ElephantYou need to lower the bar Picture taking a high-jump barand lowering it so far that it can be stepped overIf you want a reluctant Elephant to get moving you need toshrink the change

a clever self-help technique calledthe 5-Minute Room Rescue proposed by Marla Cilley a homeorganizingguru who calls herself the Fly Lady (think of zoomingthrough your housecleaning with wings) Heres what you doGet a kitchen timer and set it for 5 minutes Then go to the worstroom in your house-the one youd never let a guest see-andas the timer ticks down start clearing a path and when the timerbuzzes you can stop with a clear conscience

This is an Elephant trick The Elephant hates doing things with no immediate payoff

To get the Elephant off its duff you need to reassureit that the task wont be so bad Look its just 5 minutesHow bad can it be

What good is a 5-minute session of cleaning Not much Itgets you moving though and thats the hardest part Starting anunpleasant task is always worse than continuing it So once youstart cleaning house chances are you wont stop at 5 minutesYoull be surprised at how fast things turn around Youll start totake pride in your accomplishments-starting with the cleansink then the clean bathroom then the clean downstairs areaandthat pride and confidence will build on itself A virtuous circleBut you couldnt have enjoyed the virtuous circle without first shrinking the change

In his book TheTotal Money Makeover Ramsey

One of Ramseys best-known and most controversial debtfightingtechniques is the Debt Snowball When the Farrarsfound themselves with over $ 1 00000 in debt (not includingtheir mortgage) they started working on the Debt SnowballThe first step was to list all their debts-everything from creditcards to overdue electric bills to student loans-and then arrangethem in order from smallest to largest Next their instructionswere to make only the minimum payments on every debt withone exception

After the minimum payments were made everyavailable dollar would be put toward the first debt on the list Becausethe first debt was the smallest one it could be paid off relativelyquickly and the Farrars could cross it off the list and thendirect every available dollar to paying off the second debt thenthe third then the fourth As they crossed off each debt theywere able to eliminate a minimum payment which gave themmore cash to attack the next debt Thats why the strategy iscalled a Debt Snowball With each debt that is conquered the snowball of money applied to the next debt grows and rolls a little faster

Notice whats missing here any mention of interest rates Ifthe Farrars smallest debt was a past-due utility bill with no in

terest charges whatsoever Ramsey still advised them to pay it offbefore tackling any of their credit card bills which might have interestrates of 20 percent or aboveThis advice makes the average financial adviser cringe Afterall simple math tells us that were financially better-off if we paydown high-interest debt first

Ramsey writes --Being a certified nerd I always used to start with makingthe math work I have learned that the math doesneed to work but sometimes motivation is more importantthan math This is one of those times Faceit if you go on a diet and lose weight the first week youwill stay on that diet If you go on a diet and gain weightor go six weeks with no visible progress you will quitWhen training salespeople I try to get them a sale ortwo quickly because that fires them up When you startthe Debt Snowball and in the first few days pay off acouple oflittle debts trust me it lights your fire I dontcare if you have a masters degree in psychology youneed quick wins to get fired up And getting fired up issuper-important

Most financial advisers recommend that their clients paydown high-interest debt first in order to optimize the impact oftheir money But Ramseys not trying to solve an optimizationproblem hes trying to solve an Elephant problem The reasonpeople get themselves into financial trouble he knows is thatthey lose control They begin to feel powerless in the face of amountain of debt And you cant combat powerlessness withmath You combat it by proving to people that they can win Ifyou pay $ 1 8 5 toward a $20000 debt on a high-interest creditcard youre still going to feel hopeless But if you completely payoff a $ 1 8 5 overdue utility bill you can cross it off yo r list Youvewon a victory over debtRamsey is using the same strategy as the Fly Lady with her5-Minute Room Rescue-if people are facing a daunting taskand their instinct is to avoid it youve got to break down the taskShrink the change Make the change small enough that they canthelp but score a victory Once people clean a single room or payoff a single debt their dread starts to dissipate and their progressbegins to snowballC

One way to shrink change then is to limit the investment youreasking for-only 5 minutes of housecleaning only one smalldebt Another way to shrink change is to think of small winsmilestonesthat are within reach (Our dad Fred Heath whoworked over thirty years for IBM would tell his teams that whenmilestones seemed too distant they should look for inch pebblesNice one Dad)

Kelman a professor of public management at Harvard UniversitysKennedy School of Government got a call from theClinton administration in 1 993 asking him to lead the Officeof Federal Procurement Policy (OFPP) As the head of OFPp hewould be responsible for reforming the governments procurementefforts

Kelman was reluctant to head up OFPp knowing there wasa pretty good chance that despite his best efforts nothing wouldchange but in the end he accepted the job He knew exactly whathe was getting into because three years earlier hed written a bookabout procurement reformThere were lots of problems with procurement Over theyears the government had established many protocols and protectionsto prevent abuses of various kinds There were good intentionsbehind these protections but as they built up layerupon layer they began to cause more harm than the abusestheyd been designed to prevent For instance when makingpurchase decisions procurement officials could not use evidenceof vendors past performance

Kelman knew hed have to make some progress quickly or elsehed be dismissed If an example of successful change couldsomehow be achieved quickly it might be possible to use that toset other changes in motion he wrote later He sought a victorythat would be fast achievable and visible-a small win thatwould work for all of his constituents whether the Defense Departmentor the Health and Human Services Department If hecould get their Elephants moving with an easy mission-the governmentequivalent of the 5-Minute Room Rescue-he thoughthe would be able to keep them moving

One day a conversation with a government employee sparkedan idea The employee told Kelman that when she needed simpleinexpensive items such as a few computer disks the procurementrules made it impossible for her to walk to thecomputer superstore across the str1048958et and buy them She foundthis limitation was infuriatingKelman spotted an opportunity He went to the senior procurementexecutives and issued a challenge I want you to doubleyour agencys use ofgovernment credit cards over the next year (Noticethe precision of the challenge a la the 1 milk campaign By

being specific about the behavioral change Kelman was directinghis constituents Riders) In his vision anytime employees neededsomething small-computer disks or a replacement hard driveor a carton of office paper-they should be able to march acrossthe street armed with their credit cards and purchase what theyneeded on the spot Kelman asked the agencies to make a formalPledge to embrace the idea The agencies were supportive soKelman pushed further Over the next year he organized fourmore pledgesso here they donrsquot need quotation or tender Government may check later whether it complies fair price policy

The second pledge was a biggie Kelman asked the agencies tobreak with the tradition of ignoring past performance He knewthis would be a tough sell so he decided to push for it publiclyonly when he was sure he had at least eight agencies onboard Hehit the phones and his employees and advisers rallied the peoplein their networks Eventually his team had eight agencies signedup but he wasnt finished After we got to nine agencies participationstarted snowballing and soon we could say to the holdoutsAlmost everyone but you is participating (This outcomeforeshadows a point that we make in Chapter 1 0 about behaviorbeing contagious Kelman managed to address all three parts ofthe framework-directing the Rider motivating the Elephantand shaping the Path)

When you engineer early successes what youre really doing isengineering hope Hope is precious to a change effort Its Elephantfuel

Main strategy 2 Motivate the Elephant2c Grow your people(creating sense of

identity amp instill growth mindset)bull Be noted identity may be created it is not always

inherited thing For example creating identity like Iutians are hard working gives a boost to the elephant to do something

bull So this identity to be created in positive way bull Identity may be achieved by birth and or individual

endeavour For example citizen of a country(by birth) is an identity received by birth while lsquoEngineerrsquo identity that is earned through hard study

bull Growth mindset to be instilled by removing limiting belief that things could not be changed by trying The new belief system should be that anything could be learnt and anything is possible

bull Example Brasilatas inventors

The St Lucia Parrot exists only o n the Caribbean island o f StLucia Its gorgeous with a vivid turquoise blue face lime greenwings and a striking red shield on its chest In 1977 only onehundred St Lucia Parrots were left on the island The populationhad been decimated by habitat destruction hunters andpeople who trapped them to use as pets The St Lucia Parrotseemed doomed in the words of one biologist the species couldnot escape oblivion by the year 2000Enter an unlikely savior college student Paul Butler In 1977Butler was finishing his last year of studies at North-East LondonPolytechnic Butlers passion was conservation and hed previouslyspent five weeks completing a field research expedition inSt Lucia where hed studied the parrot and submitted recommendationsfor preserving the species

Pg 149

Weve seen that one way to motivate a switch is to shrink thechange which makes people feel big relative to the challengeBut here were seeing something different Paul Butler didntshrink the change Instead he grew the people He made the StLucians swell with pride over their parrot-a species that existsnowhere else He inspired them to feel more determined moreready more motivated And when you build people up in thisway they dtvelop the strength to act

In essence Butlers goal was to convince St Lucians that theywere the kind of people who protected their own In public eventsButler stressed This parrot is ours Nobody has this but us Weneed to cherish it and look after it He did everything in hispower to make the public more familiar with the bird He hostedSt Lucia Parrot puppet shows distributed T-shirts cajoled a localband to record songs about the bird convinced local hotels toprint up bumper stickers recruited volunteers to dress up in parrotcostumes and visit local schools and asked local ministers tocite relevant Bible verses (for instance verses that instructed believersto be good stewards of the things that were in their trust)

James March a professor of politicalscience at Stanford University March says that when peoplemake choices they tend to rely on one of two basic models ofdecision making the consequences model or the identity modelThe consequences model is familiar to students of economicsIt assumes that when we have a decision to make we weigh thecosts and benefits of our options and make the choice thatmaximizes our satisfaction Its a rational analytical approachThis is the approach that Paul Buder knew would fail withSt Lucians because there simply wasnt a strong costbenefitcase for the parrot

In the identity model of decision making we essentially askourselves three questions when we have a decision to make Whoam l What kind of situation is this What would someone like medo in this situation Notice whats missing any calculation of costsand benefits The identity model explains the way most peoplevote which contradicts our notion of the self-interested voterIt helps to shed light on why an auto mechanic in Oklahomawould vote against a Democrat whod give him health insuranceand why a Silicon Valley millionaire would vote against a Republicanwhod cut her taxes

Generally when we use the word identity were talking aboutan immutable trait of some kind-such as a racial ethic orregional identity But thats a relatively narrow use of the termWere not just born with an identity we adopt identities throughoutour lives We aspire to be good mothers or fathers devoutCatholics or Muslims patriotic citizens and so on

Or consider a professional identity such as being a scientistClearly youre not born a scientist Its an identity you seek outand one that others such as your professors and mentors consciouslycultivate in you As you develop and grow in that identityit becomes an increasingly important part of your self-imageand triggers the kind of decision making that March describes

Its critical to realize that these identity stories arent just specialcase situations confined to scientists or nurses or St LuciansIdentity is going to play a role in nearly every change situationEven yours When you think about the people whose behaviorneeds to change ask yourself whether they would agree with thisstatement I aspire to be the kind of person who would makethis change If their answer is yes thats an enormous factor in your favor If their answer is no then youll have to work hard toshow them that they should aspire to a different self-image Andthats exactly what Paul Butler did in St Lucia He convinced theislands citizens to think This is our bird-if we want to be goodSt Lucians wed better protect it

in a business context consider a firmthat invented an identity that subsequently became the engine ofits success The firm is Brasilata-its a US$ 1 70 million manufacturingfirm in Brazil that produces various kinds of steel cansAs youd imagine the can manufacturing industry is relativelymature-not much growth not much excitement But Brasilatadefies the stereotype of a boring stuck-in-its ways manufacturerIn fact it has one of the best reputations for innovation of anycompany in Latin America

How does a manufacturer of cans become known as an innovatorBrasilatas founders were inspired by the philosophy ofJapanese car manufacturers like Honda and Toyota which empoweredtheir frontline employees to take ownership of theirwork For instance at Toyota any employee who spotted a defectcould stop the assembly line (this would have been unthinkablein Detroit at the time) Toyota and Honda also actively solicited

ideas for innovation from their employees In 1 987 the foundersof Brasilata launched an employee-innovation program modeledon the Japanese forerunnersA new identity was the core of the program Employees ofBrasilata hecame known as inventors and when new employeesjoined the firm they were asked to sign an innovation contractThis wasnt simply feel-good language Top management challengedemployees to be on the lookout for potential innovationsideasfor how to create better products improve productionprocesses and squeeze costs out of the system Procedures developedwithin the factory made it easy for inventors to submit theirideas

The program succeeded beyond any reasonable expectationsIn 2008 employees submitted 1 34846 ideas-an averageof 1452 ideas per inventor This figure puts Brasilata on par withthe Japanese trendsetters that had inspired the programMany of the suggestions led to the development of new productsFor instance in late 2008 Brasilata came up with a new approachfor steel cans designed to carry dangerous or flammableliquids To meet United Nations standards such cans must beable to withstand a drop from 1 2 meters (roughly 4 feet) Traditionallymost manufacturers had reached this standard by thickeningthe metal layers which used up more raw material andrequired new production processes And the reinforced designswerent foolproof-the metal seams were prone to split if a canlanded on an edgeBrasilatas inventors

suggested a new design inspired by carbumpers that collapse on impact Their new steel can deformedslightly on impact reducing stress on the critical seam The newdesign resisted impact better while also reducing the amount ofsteel in the canThe inventors have led Brasilata through emergencies In200 1 a severe energy crisis-the blackout syndrome ndashforced

the government of Brazil to ration energy Businesses received astrict quota of electricity The inventors went to work dreamingup power-saving ideas-hundreds of them Within a few weeksBrasilatas energy consumption was reduced by 35 percent fallingbelow the companys quota and allowing the company to resell itsextra energy

Another unexpected idea was jointly suggested by two employeesEliminate our jobs theyre not necessary anymore The ideawas accepted but the company found a new place for the employeesBrasilata has a no-dismissal policy and also distributes1 5 percent of its net profits to employees Its no surprise thatBrasilata consistently appears on best places to work lists inBrazilLets remember something This inventor identity whichhas fueled business success and employee satisfaction was madeup None of Brasilatas employees were born inventors Theidentity was introduced to them and they liked the sound of itIt seemed to be a mantle worth wearing Being an inventor hasbecome a source of pride and strength

If cultivating an identity sounds daunting take heart A classicstudy in psychology shows that you can start with small steps Inthe 1960s two psychologists from Stanford University JonathanFreedman and Scott Fraser asked a researcher to go door-to-doorin an upscale neighborhood in Palo Alto California

Pg 158

indeed 83 percent of the home ownerspassed on the opportunity ldquo

Two weeks earlier thesame home owners had been approached by a volunteer claimingto represent a different driver-safety organization They wereasked to put a tiny Be a Safe Driver sign-less than half thesize of a postcard-in the window of their car or home The volunteersaid the sign was intended to make citizens more aware ofthe need to drive carefully This seemed such a trivial commitmentthat almost all of the home owners said yes

When the researcherscame back two weeks later and asked the home owners to installthe eyesore billboard 76 percent accepted it

the science of the billboardstudy says something pretty remarkable It shows us that peopleare receptive to developing new identities that identities growfrom small beginnings Once you start seeing yourself as a concernedcitizen youll want to keep acting like one Thats tremendouslygood news for someone leading a change effort It meansfor example that if you can show people why the environment isworth caring about it wont take years for them to think of themselvesas environmentalists It took only a few days for the homeowners to think of themselves as concerned citizens

You need to create the expectationof failure-not the failure of the mission itself but failureen route This notion takes us into a fascinating area of researchthat is likely to change the way you view the world

Main strategy 3 Shape the path3a Tweak the environment

bull TWEAK THE ENVIRONMENT When the situation changes the behavior

bull changes So change the situation [Throwing out the phone system at Rackspace

bull 1-Click ordering simplifying the online time sheet]bull Tweaking the environment is about making the right

behaviors a little bit easier and the wrong behaviors a little bit harder Its that simple

bull ]

Fundamental attribution error ndash we hurrily judge someonesomething from Direct

attributes but forget about situation that may have created those attributes

frequently blind to the power of situations In a famousarticle Stanford psychologist Lee Ross surveyed dozens ofstudies in psychology and noted that people have a systematictendency to ignore the situational forces that shape other peoplesbehavior He called this deep-rooted tendency the FundamentalAttribution Error The error lies in our inclination toattribute peoples behavior to the way they are rather than to thesituation they are in

how a smoother Path can change behavior consider someresearch that studied why college students did (or didnt) donatefood to a canned-food drive for charity The researchers knewsome students would be more charitable and generous thanothers and would be more inclined to donate food Theresearchers wondered Can we alter the situation so that jerks givetoo

Pg 182

Some students received a basicletter announcing the launch of a food drive the following weekand asking them to bring canned food to a booth on TressiderPlaza (a well-known spot on campus) Other students received amore detailed letter which included a map to the precise spot arequest for a can of beans and a suggestion that they think abouta time when theyd ordinarily be near Tressider Plaza so theywouldnt have to go out of their way to get there

Students who received the basic letter were not very generousOnly 8 percent of the saints donated and not a single one ofthe jerks

Students who received the more detailedletter were substantially more charitable 42 percent of thesaints donated and so did 2 5 percent of the jerks

Tweaking the environment is about making the right behaviorsa little bit easier and the wrong behaviors a little bit harder Itsthat simple

3b Build habit

bull When something becomes a habit our rational brain(rider) does not have to exert almost any energy or will power This will power energy is of limited supply and could not work for long stretch of time

bull So if step by step procedure some objective or main task could be turned into a habit it would be easier for human beings to do it

bull BUILD HABITS When behavior is habitual its free-it doesnt tax the Rider

bull Look for ways to encourage habits [Setting action triggers eating two bowls of

bull soup while dieting using checklists

Example or strategy to build habit

bull 21 days repetition method

3b Action trigger

Peter Gollwitzer a psychologist at New York University is thepioneer of work in this area He and colleague Veronika Brandstarterfound that action triggers are quite effective in motivatingaction

By preloading the decisionwe conserve the Riders self-control(it does not have to think about what to do)

In one study they tracked college students who had theoption to earn extra credit in a class by writing a paper about how they spent Christmas Eve But there was a catch To earn the credit they had to submit the paper by December 26 Most studentshad good intentions of writing the paper but only 33 percentof them got around to writing and submitting it Otherstudents in the study were required to set action triggers-tonote in advance exactly when and where they intended to write the report (for example Ill write this report in my dads officeon Christmas morning before everyone gets up) A whopping75 percent of those students wrote the report

3c Rally the herd

bull Social and peer pressure is a very strong force in motivating us to do something

bull So if influential celebrity type people do something the majority follow through Here 8020 rule applies

bull Again if someone could be told that the majority are doing this heshe would like to be the part of the group(here) and comply with Therefore become happy as becoming of a group that fulfills our belonging needs

bull The Elephant constantly looks to the herd for cues about how to behave

bull Other people are getting their work done on time Why wont you

bull RALLY THE HERD Behavior is contagious Help it spread [Fataki in Tanzaniafree spaces in hospitals seeding the tip jar]

By STANDER effect ndash humanbeings take decision after

looking what others doColumbia University students having volunteered for a researchstudy were asked to sit in a room and fill out a surveySome were left alone others were put in rooms with two otherstudents As they filled out their surveys a crisis emergedSmoke began to pour into the room through a wall vent Thesmoke continued to flow in irregular puffs until eventually theroom was filled with haze Of the students sitting in a room bythemselves 75 percent got up and found someone to alert aboutthe smoke But when three students were placed in the roomat the same time only 38 percent of the groups of three ever reportedthe smoke They just sat there inhaling the smoke eachindividuals inaction signaling to the other two people in theroom that this smoke cloud isnt such a big deal

In a similar study individuals or pairs who were completinga survey heard what sounded like a woman falling down loudlyon the other side of a room divider Of the lone bystanders 70percent went to help her but only 40 percent of the pairs helpedEven when the pairs helped they acted more slowly than the individuals

Why do groups fail to respond as well as individualsIn ambiguous situations-smoke pouring into a room theapparent sound of a fall-people look to others for cues abouthow to interpret the event If you see a man suddenly collapse atthe mall your brain races through possible interpretations Its aheart attack Or wait maybe he tripped and fell down Or whatif hes playing a gag on someone Youre reluctant to rush overimmediately because if he simply tripped your alarm-bell behaviorwill leave you both embarrassedIf youre the only person around to react youll probably makeyour best guess-heart attack-and rush over But if theres acrowd youve got two stimuli to process the collapse itself andthe crowds reaction to the collapse You might pause briefly tostudy the crowd Are other people acting like hes had a heart attackYou stand there idling ready to spring into action at thefirst sign of crisis But as you wait other people are looking backat you and when they see you idling your behavior becomes datafor their theory that its not an emergency And thats why threepeople can sit in a room filling with smoke and not make a peep

a group of socialpsychologists persuaded a hotel manager to test out a newsign in the hotel bathrooms The sign didnt mention the environmentat alIi it simply said that the the majority of guests atthe hotel reuse their towels at least once during their stay Itworked-guests who got this sign were 26 percent more likely toreuse their towels They took cues from the herdNote the downside though If the sign had said About 8of our guests decide to reuse their towels new guests would havebeen less likely to reuse theirs

SummaryHOW TO MAKE A SWITCHFor things to change somebody somewhere has to start actingdifferently Maybe its you maybe its your teamPicture that person (or people)Each has an emotional Elephant side and a rational Rider sideYouve got to reach both And youve also got to clear the wayfor them to succeed In short you must do three things

DIRECT the RiderFOLLOW THE BRIGHT SPOTS Investigate whats working and clone it [Jerrysternin in Vietnam solutions-focused therapy]SCRIPT THE CRITICAL MOVES Dont think big picture think in terms of specificbehaviors [1 milk four rules at the Brazilian railroad]POINT TO THE DESTINATION Change is easier when you know where youregoing and why its worth it [You ll be third graders soon No dry holes at BP]

MOTIVATE the ElephantFIND THE FEELING Knowing something isn t enough to cause change Makepeople feel something [Piling gloves on the table the chemotherapy video gameRobyn Waterss demos at Target]SHRINK THE CHANGE Break down the change until it no longer spooks the Elephant[The 5-Minute Room Rescue procurement reform]GROW YOUR PEOPLE Cultivate a sense of identity and instill the growth mindset[Brasilatas inventors junior-high math kids turnaround]

SHAPE the PathTWEAK THE ENVIRONMENT When the situation changes the behaviorchanges So change the situation [Throwing out the phone system at Rackspace1-Click ordering simplifying the online time sheet]BUILD HABITS When behavior is habitual its free-it doesnt tax the RiderLook for ways to encourage habits [Setting action triggers eating two bowls ofsoup while dieting using checklists]RALLY THE HERD Behavior is contagious Help it spread [Fataki in Tanzaniafree spaces in hospitals seeding the tip jar]

Summary Direct the Rider(Head rational thinker)

Heres the good news The Riders strengths are substantialand his flaws can be mitigated When you appeal to the Rider insideyourself or inside others you are trying to influence yourgame plan should be simpleFirst follow the bright spots Think of the Vietnamese childrenwho stayed well nourished against the odds or the Genentechsales reps who racked up sales against the odds AB you analyzeyour situation youre sure to find some things that are workingbetter than others Dont obsess about the failures Instead investigateand clone the successesNext give direction to the Rider-both a start and a finishSend him a destination postcard (Youll be a third grader soon)and script his critical moves (Buy 1 milk) When you do these things youll prepare the Rider to lead aswitch And youll arm him for the ongoing struggles with hisreluctant and formidable partner the Elephant

Summary Motivate the Elephant(Lazy pleasure loving self)

In times of change we need to remind ourselves and others againand again of certain basic truths Our brains and our abilities arelike muscles They can be strengthened with practice Were notborn skateboarders or scientists or nurses we must learn how toskateboard do science or care for sick people And our inspirationto change ourselves comes from our desire to live up to thoseidentitiesIn the story of Molly Howard we see that amazing things canhappen when you combine the aspiration of a new identity withthe persistence of the growth mindset Thats how you grow yourpeople

Over the past few chapters weve seen that the centralchallenge of change is keeping the Elephant moving forwardWhereas the Rider needs direction the Elephant needs motivationAnd weve seen that motivation comes from feelingknowledgeisnt enough to motivate change But motivation alsocomes from confidence The Elephant has to believe that its capableof conquering the change And there are two routes tobuilding peoples confidence so that they feel big relative totheir challenge You can shrink the change or grow your people(or preferably both)

Summary Shaping the pathOur picture of change is still incomplete though because itsclear that in some situations even a reluctant Elephant and a confusedRider will manage to change their behavior For instanceconsider the fact that even a lost angry driver who is hopelesslylate for an appointment will stop dutifully for a red lightThats why to make changes stick weve got to think aboutshaping the Path

First you need to tweak theenvironment to provide a free space for discussion At Alpha therotational teams had a private place to meet and that created afree space where the new identity could grow Do your own reformershave a private place where they can meet and coordinate

Second you should build good habits Recall the idea of actiontriggers-visualizing when and where you are going to dosomething important The interns at Alpha were essentially settingaction triggers They thought about what they would sayand how they would act when 9 pm came and the signoutprocess was triggered They mentally rehearsed how they wouldrespond if an argument flared up with the night resident Havemembers of your team rehearsed how theyll react when theymeet resistance from your organizations old guard

Finally you should rally the herd At Alpha the leaders helpedthe reformers find one another and the reformers began to createa language-as we saw in the examples of the designateddriver and Fataki-that allowed them to talk about their valueswith others As a leader you can help prod them to create this languageto find ways to articulate what is different and better aboutthe change you seek

We started the Path section by discussing the Fundamental AttributionError-the tendency to attribute behavior to peoplescharacter rather than to their environments Look again at theteaching-hospital example At Alpha 42 percent of superiors supportedthe change at Beta 66 percent supported it Almost all ofus would have put our money on Beta Not many of us whenconfronted with that data would have immediately thought Yesbut what about the situational forces

At the two hospitals individual character competed with situationalforces and situational forces won This brings us backfull circle to the food drive study where a jerk with clear instructionswas more charitable than a saint with generic instructionsThe line between saints and jerks wasnt as clear as we mighthave thought Neither was the line between supporters and resistersof hospital reformIf the right Path can turn a jerk into a saint then the rightPath can also turn a change enemy into an ally

ReferenceReference book HOW TO CHANGE THINGS WHEN CH ANGE IS HARD

By CHIP HEATH (a professor at the GraduateSchool of Business at Stanford University) and DAN HEATH(a senior fellow at Duke Universitys Centerfor the Advancement of Social Entrepreneurship(CASE))

• Change Management
• Reference
• Slide 3
• Rider
• Elephant
• Main strategy 1 Direct the Rider 1a Follow the brightspot
• Details of Vietnam example
• Slide 8
• Slide 9
• Main strategy 1 Direct the Rider 1b Script the critical move
• Slide 11
• Slide 12
• Main strategy 1 Direct the Rider 1c POINT TO THE DESTINATION
• Main strategy 2 Motivate the Elephant 2a Find the Feeling
• Slide 15
• Slide 16
• Slide 17
• Slide 18
• Slide 19
• Slide 20
• Slide 21
• Slide 22
• Slide 23
• Main strategy 2 Motivate the Elephant 2b Shrink the Change
• Slide 25
• Slide 26
• Slide 27
• Slide 28
• Slide 29
• Slide 30
• Slide 31
• Slide 32
• Slide 33
• Slide 34
• Slide 35
• Slide 36
• Slide 37
• Slide 38
• Slide 39
• Slide 40
• Main strategy 2 Motivate the Elephant 2c Grow your people(creating sense of identity amp instill growth mindset)
• Slide 42
• Slide 43
• Slide 44
• Slide 45
• Slide 46
• Slide 47
• Slide 48
• Slide 49
• Slide 50
• Slide 51
• Slide 52
• Slide 53
• Slide 54
• Slide 55
• Main strategy 3 Shape the path 3a Tweak the environment
• Fundamental attribution error ndash we hurrily judge someonesomething from Direct attributes but forget about situation that may have created those attributes
• Slide 58
• Slide 59
• 3b Build habit
• Slide 61
• Example or strategy to build habit
• 3b Action trigger
• Slide 64
• 3c Rally the herd
• Slide 66
• By STANDER effect ndash humanbeings take decision after looking what others do
• Slide 68
• Slide 69
• Slide 70
• Summary
• Slide 72
• Slide 73
• Summary Direct the Rider(Head rational thinker)
• Summary Motivate the Elephant(Lazy pleasure loving self)
• Slide 76
• Summary Shaping the path
• Slide 78
• Slide 79
• Slide 80
• Slide 81

bull This was the brightspot Sternin found and he introduced it other villages He brought different groups of people two that two model villages to see themselves about it and implement in their own localities

Main strategy 1 Direct the Rider 1b Script the critical move

bull At any task or outcome there are some sub tasks Among the subtasks only one or two are nearly responsible for the major portion of the task

bull Pareto principle states that 80 of the outcome is caused by 20 of the effort

bull So it would be extremely beneficial to figure out which subtask or subtasks are the critical moves

bull Then clearly and precisely what to be done with this critical move may be mentioned The reason if left with analyzing of brain to figure out the actual procedures to be taken it may take too long and fall into analysis-paralysis or simply confused(Refer to hip pain patient where 53 of the doctors excluded second drug and just opted for surgery which went against common sense)

bull So this critical move may be scripted(written) with precise concrete instruction

bull Example to fight against obesity Americans are to be advised to eat healthy foods Mentioning every meal with a list of diet tax human minds a lot and usually not successful

bull So the researchers decided to pick a critical one and that is milk in break fast

bull They found that if milk intake in the breakfast could be changed from whole fat to low fat(1 fat) then the saturated fat level in most American will come below the danger level

Main strategy 1 Direct the Rider1c POINT TO THE DESTINATION

bull A clear concrete precise(if possible given in numbers like 10 profit increase this year) goal

bull Sometimes 100 success goal is good to clear any ambiguity

bull Example BPrsquos no dry holes goal The management found that when their geologists say that this field has more than 75 probability of having oil usually they find it So it would be better to go for 100 success rate Industrial standard was 1 in 8 holes BPrsquos standard was 1 out of 5 holes After taking the lsquono dryholersquo goal BPrsquos success rate has become 2 out of 3 thatrsquos very good at any standard

Main strategy 2 Motivate the Elephant

2a Find the Feelingbull To motivate the pleasure loving pain

avoiding self(elephant) it is best to show the real thing give him the tactile feeling odour taste etc

bull Example tagging the gloves with price and put them in the conference table to motivate the managers to purchase wisely and cheap

In The Heart oChange John Kotter and Dan Cohen report ona study they conducted with the help of a team at Deloitte ConsultingThe project team interviewed over 400 people acrossmore than 130 companies in the United States Europe Australiaand South Africa in hopes of understanding why change happensin large organizations Summarizing the data Kotter andCohen said that in most change situations managers initiallyfocus on strategy structure culture or systems which leads themto miss the most important issue

Jon Stegner believed the company he worked for a large manufacturerwas wasting vast sums of money I thought we had anopportunity to drive down purchasing costs not by 2 percent butby something on the order of $1 billion over the next five years said Stegner who i s quoted i n John Kotter and Dan Cohens essentialbook The Heart of ChangeTo reap these savings a big process shift would be requiredand for that shift to occur Stegner knew that hed have to convincehis bosses

Seeking a compelling example of the companys poor purchasinghabits Stegner assigned a summer student intern to investigate a single item-work gloves which workers in most ofthe companys factories wore The student embarked on a missionto identify all the types of gloves used in all the companys factoriesand then trace back what the company was paying for themThe intrepid intern soon reported that the factories werepurchasing 424 different kinds of gloves Furthermore they wereusing different glove suppliers and they were all negotiating theirown prices The same pair of gloves that cost $5 at one factorymight cost $17 at another

At Stegners request the student collected a specimen of everyone of the 424 different types of gloves and tagged each with theprice paid Then all the gloves were gathered up brought to theboardroom and piled up on the conference table Stegner invitedall the division presidents to come visit the Glove Shrine

They could see the prices Theylooked at two gloves that seemed exactly alike yet onewas marked $322 and the other $105 5 Its a rare eventwhen these people dont have anything to say But thatday they just stood with their mouths gapingThe gloves exhibit soon became a traveling road show visitingdozens of plants The reaction was visceral This is crazy Werecrazy And weve got to make sure this stops happening Soon Stegnerhad exactly the mandate for change that hed sought Thecompany changed its purchasing process and saved a great deal ofmoney This was exactly the happy ending everyone wanted

Most of us would not have tried what Stegnerdid It would have been so easy so natural to make a presentationthat spoke only to the Rider Think of the possibilities thespreadsheets the savings data the cost-cutting protocols the recommendationsfor supplier consolidation the exquisite logic forcentral purchasing You could have created a 12-tabbed MicrosoftExcel spreadsheet that would have made a tax accountant weepwith joy But instead of doing any of that Stegner dumped abunch of gloves on a table and invited his bosses to see themIf there is such a thing as white-collar courage surely this was an instance

Stegner knew that if things were going to change he had toget his colleagues Elephants on his side If he had made an analyticalappeal he probably would have gotten some supportivenods and the execs might have requested a follow-up meetingsix weeks later (and then rescheduled it) The analytical case wascompelling-by itself it might have convinced Stegners colleaguesthat overhauling the purchasing system would be an importantthing to do next yearRemember that if you reach your colleagues Riders but nottheir Elephants they will have direction without motivationMaybe their Riders will drag the Elephant down the road for awhile but as weve seen that effort cant last longOnce you break through to feeling though things changeStegner delivered a jolt to his colleagues First they thought tothemselves were crazy Then they thought we can fix this Everyonecould think of a few things to try to fix the glove problemandby extension the ordering process as a whole That got theirElephants fired up to move

bull Kotter and Cohen observed that in almost all successful change efforts the sequence of change is not ANALYZETHINK-CHANGE but rather SEE-FEEL-CHANGE

Most of us would create a businesscase for the power of design Wed compile a PowerPoint presentationwith charts and graphs and strategically selected quotesfrom the chairman whod embraced the design-forward vision

When we finished our presentation everyone in the room wouldunderstand what we meant They might even agree But wouldthey change their behavior Kotters research suggests no

Main strategy 2 Motivate the Elephant

2b Shrink the Changebull If the task appears very big elephant does not want to

do it So if the elephant is tricked to do only a portion of the task or for a small time eventually the whole task to be done It is always harder to start

bull Our human emotional sides require instant gratification and sense of achieving(winning) So accomplishing subtask that is relatively easier and less time consuming provides this psychological boost

bull Example So the change may first applied to a village than to the whole country

bull Example Instead of 60 minutes students may be asked to study for 5 minutes

A local car wash ran a promotion featuring loyalty cards Everytime customers bought a car wash they got a stamp on theircards and when they filled up their cards with eight stamps theygot a free washAnother set of customers at the same car wash got a slightlydifferent loyalty card They needed to collect ten stamps (ratherthan eight) to get a free car wash-but they were given a headstart When they received their cards two stamps had alreadybeen addedThe goal was the same for both sets of customers Buy eightadditional car washes get a reward But the psychology was differentIn one case youre 20 percent of the way toward a goaland in the other case youre starting from scratch A few monthslater only 1 9 percent of the eight-stamp customers had earned afree wash versus 34 percent of the head-start group (And thehead-start group earned the free wash faster)

People find it more motivating to be partly finished with alonger journey than to be at the starting gate of a shorter oneThats why the conventional wisdom in development circles isthat you dont publicly announce a fund-raising campaign for acharity until youve already got 50 percent of the money in thebag (After all who wants to give the first $ 1 00 to a $ 1 millionfund-raising campaign)One way to motivate action then is to make people feel asthough theyre already closer to the finish line than they might have thought

That sense of progress is critical because the Elephant in usis easily demoralized Its easily spooked easily derailed and forthat reason it needs reassurance even for the very first step ofthe journeyIf youre leading a change effort you better start looking forthose first two stamps to put on your teams cards Rather thanfocusing solely on whats new and different about the change tocome make an effort to remind people whats already been conquered

A business cliche commands us to raise the bar But thatsexactly the wrong instinct if you want to motivate a reluctant ElephantYou need to lower the bar Picture taking a high-jump barand lowering it so far that it can be stepped overIf you want a reluctant Elephant to get moving you need toshrink the change

a clever self-help technique calledthe 5-Minute Room Rescue proposed by Marla Cilley a homeorganizingguru who calls herself the Fly Lady (think of zoomingthrough your housecleaning with wings) Heres what you doGet a kitchen timer and set it for 5 minutes Then go to the worstroom in your house-the one youd never let a guest see-andas the timer ticks down start clearing a path and when the timerbuzzes you can stop with a clear conscience

This is an Elephant trick The Elephant hates doing things with no immediate payoff

To get the Elephant off its duff you need to reassureit that the task wont be so bad Look its just 5 minutesHow bad can it be

What good is a 5-minute session of cleaning Not much Itgets you moving though and thats the hardest part Starting anunpleasant task is always worse than continuing it So once youstart cleaning house chances are you wont stop at 5 minutesYoull be surprised at how fast things turn around Youll start totake pride in your accomplishments-starting with the cleansink then the clean bathroom then the clean downstairs areaandthat pride and confidence will build on itself A virtuous circleBut you couldnt have enjoyed the virtuous circle without first shrinking the change

In his book TheTotal Money Makeover Ramsey

One of Ramseys best-known and most controversial debtfightingtechniques is the Debt Snowball When the Farrarsfound themselves with over $ 1 00000 in debt (not includingtheir mortgage) they started working on the Debt SnowballThe first step was to list all their debts-everything from creditcards to overdue electric bills to student loans-and then arrangethem in order from smallest to largest Next their instructionswere to make only the minimum payments on every debt withone exception

After the minimum payments were made everyavailable dollar would be put toward the first debt on the list Becausethe first debt was the smallest one it could be paid off relativelyquickly and the Farrars could cross it off the list and thendirect every available dollar to paying off the second debt thenthe third then the fourth As they crossed off each debt theywere able to eliminate a minimum payment which gave themmore cash to attack the next debt Thats why the strategy iscalled a Debt Snowball With each debt that is conquered the snowball of money applied to the next debt grows and rolls a little faster

Notice whats missing here any mention of interest rates Ifthe Farrars smallest debt was a past-due utility bill with no in

terest charges whatsoever Ramsey still advised them to pay it offbefore tackling any of their credit card bills which might have interestrates of 20 percent or aboveThis advice makes the average financial adviser cringe Afterall simple math tells us that were financially better-off if we paydown high-interest debt first

Ramsey writes --Being a certified nerd I always used to start with makingthe math work I have learned that the math doesneed to work but sometimes motivation is more importantthan math This is one of those times Faceit if you go on a diet and lose weight the first week youwill stay on that diet If you go on a diet and gain weightor go six weeks with no visible progress you will quitWhen training salespeople I try to get them a sale ortwo quickly because that fires them up When you startthe Debt Snowball and in the first few days pay off acouple oflittle debts trust me it lights your fire I dontcare if you have a masters degree in psychology youneed quick wins to get fired up And getting fired up issuper-important

Most financial advisers recommend that their clients paydown high-interest debt first in order to optimize the impact oftheir money But Ramseys not trying to solve an optimizationproblem hes trying to solve an Elephant problem The reasonpeople get themselves into financial trouble he knows is thatthey lose control They begin to feel powerless in the face of amountain of debt And you cant combat powerlessness withmath You combat it by proving to people that they can win Ifyou pay $ 1 8 5 toward a $20000 debt on a high-interest creditcard youre still going to feel hopeless But if you completely payoff a $ 1 8 5 overdue utility bill you can cross it off yo r list Youvewon a victory over debtRamsey is using the same strategy as the Fly Lady with her5-Minute Room Rescue-if people are facing a daunting taskand their instinct is to avoid it youve got to break down the taskShrink the change Make the change small enough that they canthelp but score a victory Once people clean a single room or payoff a single debt their dread starts to dissipate and their progressbegins to snowballC

One way to shrink change then is to limit the investment youreasking for-only 5 minutes of housecleaning only one smalldebt Another way to shrink change is to think of small winsmilestonesthat are within reach (Our dad Fred Heath whoworked over thirty years for IBM would tell his teams that whenmilestones seemed too distant they should look for inch pebblesNice one Dad)

Kelman a professor of public management at Harvard UniversitysKennedy School of Government got a call from theClinton administration in 1 993 asking him to lead the Officeof Federal Procurement Policy (OFPP) As the head of OFPp hewould be responsible for reforming the governments procurementefforts

Kelman was reluctant to head up OFPp knowing there wasa pretty good chance that despite his best efforts nothing wouldchange but in the end he accepted the job He knew exactly whathe was getting into because three years earlier hed written a bookabout procurement reformThere were lots of problems with procurement Over theyears the government had established many protocols and protectionsto prevent abuses of various kinds There were good intentionsbehind these protections but as they built up layerupon layer they began to cause more harm than the abusestheyd been designed to prevent For instance when makingpurchase decisions procurement officials could not use evidenceof vendors past performance

Kelman knew hed have to make some progress quickly or elsehed be dismissed If an example of successful change couldsomehow be achieved quickly it might be possible to use that toset other changes in motion he wrote later He sought a victorythat would be fast achievable and visible-a small win thatwould work for all of his constituents whether the Defense Departmentor the Health and Human Services Department If hecould get their Elephants moving with an easy mission-the governmentequivalent of the 5-Minute Room Rescue-he thoughthe would be able to keep them moving

One day a conversation with a government employee sparkedan idea The employee told Kelman that when she needed simpleinexpensive items such as a few computer disks the procurementrules made it impossible for her to walk to thecomputer superstore across the str1048958et and buy them She foundthis limitation was infuriatingKelman spotted an opportunity He went to the senior procurementexecutives and issued a challenge I want you to doubleyour agencys use ofgovernment credit cards over the next year (Noticethe precision of the challenge a la the 1 milk campaign By

being specific about the behavioral change Kelman was directinghis constituents Riders) In his vision anytime employees neededsomething small-computer disks or a replacement hard driveor a carton of office paper-they should be able to march acrossthe street armed with their credit cards and purchase what theyneeded on the spot Kelman asked the agencies to make a formalPledge to embrace the idea The agencies were supportive soKelman pushed further Over the next year he organized fourmore pledgesso here they donrsquot need quotation or tender Government may check later whether it complies fair price policy

The second pledge was a biggie Kelman asked the agencies tobreak with the tradition of ignoring past performance He knewthis would be a tough sell so he decided to push for it publiclyonly when he was sure he had at least eight agencies onboard Hehit the phones and his employees and advisers rallied the peoplein their networks Eventually his team had eight agencies signedup but he wasnt finished After we got to nine agencies participationstarted snowballing and soon we could say to the holdoutsAlmost everyone but you is participating (This outcomeforeshadows a point that we make in Chapter 1 0 about behaviorbeing contagious Kelman managed to address all three parts ofthe framework-directing the Rider motivating the Elephantand shaping the Path)

When you engineer early successes what youre really doing isengineering hope Hope is precious to a change effort Its Elephantfuel

Main strategy 2 Motivate the Elephant2c Grow your people(creating sense of

identity amp instill growth mindset)bull Be noted identity may be created it is not always

inherited thing For example creating identity like Iutians are hard working gives a boost to the elephant to do something

bull So this identity to be created in positive way bull Identity may be achieved by birth and or individual

endeavour For example citizen of a country(by birth) is an identity received by birth while lsquoEngineerrsquo identity that is earned through hard study

bull Growth mindset to be instilled by removing limiting belief that things could not be changed by trying The new belief system should be that anything could be learnt and anything is possible

bull Example Brasilatas inventors

The St Lucia Parrot exists only o n the Caribbean island o f StLucia Its gorgeous with a vivid turquoise blue face lime greenwings and a striking red shield on its chest In 1977 only onehundred St Lucia Parrots were left on the island The populationhad been decimated by habitat destruction hunters andpeople who trapped them to use as pets The St Lucia Parrotseemed doomed in the words of one biologist the species couldnot escape oblivion by the year 2000Enter an unlikely savior college student Paul Butler In 1977Butler was finishing his last year of studies at North-East LondonPolytechnic Butlers passion was conservation and hed previouslyspent five weeks completing a field research expedition inSt Lucia where hed studied the parrot and submitted recommendationsfor preserving the species

Pg 149

Weve seen that one way to motivate a switch is to shrink thechange which makes people feel big relative to the challengeBut here were seeing something different Paul Butler didntshrink the change Instead he grew the people He made the StLucians swell with pride over their parrot-a species that existsnowhere else He inspired them to feel more determined moreready more motivated And when you build people up in thisway they dtvelop the strength to act

In essence Butlers goal was to convince St Lucians that theywere the kind of people who protected their own In public eventsButler stressed This parrot is ours Nobody has this but us Weneed to cherish it and look after it He did everything in hispower to make the public more familiar with the bird He hostedSt Lucia Parrot puppet shows distributed T-shirts cajoled a localband to record songs about the bird convinced local hotels toprint up bumper stickers recruited volunteers to dress up in parrotcostumes and visit local schools and asked local ministers tocite relevant Bible verses (for instance verses that instructed believersto be good stewards of the things that were in their trust)

James March a professor of politicalscience at Stanford University March says that when peoplemake choices they tend to rely on one of two basic models ofdecision making the consequences model or the identity modelThe consequences model is familiar to students of economicsIt assumes that when we have a decision to make we weigh thecosts and benefits of our options and make the choice thatmaximizes our satisfaction Its a rational analytical approachThis is the approach that Paul Buder knew would fail withSt Lucians because there simply wasnt a strong costbenefitcase for the parrot

In the identity model of decision making we essentially askourselves three questions when we have a decision to make Whoam l What kind of situation is this What would someone like medo in this situation Notice whats missing any calculation of costsand benefits The identity model explains the way most peoplevote which contradicts our notion of the self-interested voterIt helps to shed light on why an auto mechanic in Oklahomawould vote against a Democrat whod give him health insuranceand why a Silicon Valley millionaire would vote against a Republicanwhod cut her taxes

Generally when we use the word identity were talking aboutan immutable trait of some kind-such as a racial ethic orregional identity But thats a relatively narrow use of the termWere not just born with an identity we adopt identities throughoutour lives We aspire to be good mothers or fathers devoutCatholics or Muslims patriotic citizens and so on

Or consider a professional identity such as being a scientistClearly youre not born a scientist Its an identity you seek outand one that others such as your professors and mentors consciouslycultivate in you As you develop and grow in that identityit becomes an increasingly important part of your self-imageand triggers the kind of decision making that March describes

Its critical to realize that these identity stories arent just specialcase situations confined to scientists or nurses or St LuciansIdentity is going to play a role in nearly every change situationEven yours When you think about the people whose behaviorneeds to change ask yourself whether they would agree with thisstatement I aspire to be the kind of person who would makethis change If their answer is yes thats an enormous factor in your favor If their answer is no then youll have to work hard toshow them that they should aspire to a different self-image Andthats exactly what Paul Butler did in St Lucia He convinced theislands citizens to think This is our bird-if we want to be goodSt Lucians wed better protect it

in a business context consider a firmthat invented an identity that subsequently became the engine ofits success The firm is Brasilata-its a US$ 1 70 million manufacturingfirm in Brazil that produces various kinds of steel cansAs youd imagine the can manufacturing industry is relativelymature-not much growth not much excitement But Brasilatadefies the stereotype of a boring stuck-in-its ways manufacturerIn fact it has one of the best reputations for innovation of anycompany in Latin America

How does a manufacturer of cans become known as an innovatorBrasilatas founders were inspired by the philosophy ofJapanese car manufacturers like Honda and Toyota which empoweredtheir frontline employees to take ownership of theirwork For instance at Toyota any employee who spotted a defectcould stop the assembly line (this would have been unthinkablein Detroit at the time) Toyota and Honda also actively solicited

ideas for innovation from their employees In 1 987 the foundersof Brasilata launched an employee-innovation program modeledon the Japanese forerunnersA new identity was the core of the program Employees ofBrasilata hecame known as inventors and when new employeesjoined the firm they were asked to sign an innovation contractThis wasnt simply feel-good language Top management challengedemployees to be on the lookout for potential innovationsideasfor how to create better products improve productionprocesses and squeeze costs out of the system Procedures developedwithin the factory made it easy for inventors to submit theirideas

The program succeeded beyond any reasonable expectationsIn 2008 employees submitted 1 34846 ideas-an averageof 1452 ideas per inventor This figure puts Brasilata on par withthe Japanese trendsetters that had inspired the programMany of the suggestions led to the development of new productsFor instance in late 2008 Brasilata came up with a new approachfor steel cans designed to carry dangerous or flammableliquids To meet United Nations standards such cans must beable to withstand a drop from 1 2 meters (roughly 4 feet) Traditionallymost manufacturers had reached this standard by thickeningthe metal layers which used up more raw material andrequired new production processes And the reinforced designswerent foolproof-the metal seams were prone to split if a canlanded on an edgeBrasilatas inventors

suggested a new design inspired by carbumpers that collapse on impact Their new steel can deformedslightly on impact reducing stress on the critical seam The newdesign resisted impact better while also reducing the amount ofsteel in the canThe inventors have led Brasilata through emergencies In200 1 a severe energy crisis-the blackout syndrome ndashforced

the government of Brazil to ration energy Businesses received astrict quota of electricity The inventors went to work dreamingup power-saving ideas-hundreds of them Within a few weeksBrasilatas energy consumption was reduced by 35 percent fallingbelow the companys quota and allowing the company to resell itsextra energy

Another unexpected idea was jointly suggested by two employeesEliminate our jobs theyre not necessary anymore The ideawas accepted but the company found a new place for the employeesBrasilata has a no-dismissal policy and also distributes1 5 percent of its net profits to employees Its no surprise thatBrasilata consistently appears on best places to work lists inBrazilLets remember something This inventor identity whichhas fueled business success and employee satisfaction was madeup None of Brasilatas employees were born inventors Theidentity was introduced to them and they liked the sound of itIt seemed to be a mantle worth wearing Being an inventor hasbecome a source of pride and strength

If cultivating an identity sounds daunting take heart A classicstudy in psychology shows that you can start with small steps Inthe 1960s two psychologists from Stanford University JonathanFreedman and Scott Fraser asked a researcher to go door-to-doorin an upscale neighborhood in Palo Alto California

Pg 158

indeed 83 percent of the home ownerspassed on the opportunity ldquo

Two weeks earlier thesame home owners had been approached by a volunteer claimingto represent a different driver-safety organization They wereasked to put a tiny Be a Safe Driver sign-less than half thesize of a postcard-in the window of their car or home The volunteersaid the sign was intended to make citizens more aware ofthe need to drive carefully This seemed such a trivial commitmentthat almost all of the home owners said yes

When the researcherscame back two weeks later and asked the home owners to installthe eyesore billboard 76 percent accepted it

the science of the billboardstudy says something pretty remarkable It shows us that peopleare receptive to developing new identities that identities growfrom small beginnings Once you start seeing yourself as a concernedcitizen youll want to keep acting like one Thats tremendouslygood news for someone leading a change effort It meansfor example that if you can show people why the environment isworth caring about it wont take years for them to think of themselvesas environmentalists It took only a few days for the homeowners to think of themselves as concerned citizens

You need to create the expectationof failure-not the failure of the mission itself but failureen route This notion takes us into a fascinating area of researchthat is likely to change the way you view the world

Main strategy 3 Shape the path3a Tweak the environment

bull TWEAK THE ENVIRONMENT When the situation changes the behavior

bull changes So change the situation [Throwing out the phone system at Rackspace

bull 1-Click ordering simplifying the online time sheet]bull Tweaking the environment is about making the right

behaviors a little bit easier and the wrong behaviors a little bit harder Its that simple

bull ]

Fundamental attribution error ndash we hurrily judge someonesomething from Direct

attributes but forget about situation that may have created those attributes

frequently blind to the power of situations In a famousarticle Stanford psychologist Lee Ross surveyed dozens ofstudies in psychology and noted that people have a systematictendency to ignore the situational forces that shape other peoplesbehavior He called this deep-rooted tendency the FundamentalAttribution Error The error lies in our inclination toattribute peoples behavior to the way they are rather than to thesituation they are in

how a smoother Path can change behavior consider someresearch that studied why college students did (or didnt) donatefood to a canned-food drive for charity The researchers knewsome students would be more charitable and generous thanothers and would be more inclined to donate food Theresearchers wondered Can we alter the situation so that jerks givetoo

Pg 182

Some students received a basicletter announcing the launch of a food drive the following weekand asking them to bring canned food to a booth on TressiderPlaza (a well-known spot on campus) Other students received amore detailed letter which included a map to the precise spot arequest for a can of beans and a suggestion that they think abouta time when theyd ordinarily be near Tressider Plaza so theywouldnt have to go out of their way to get there

Students who received the basic letter were not very generousOnly 8 percent of the saints donated and not a single one ofthe jerks

Students who received the more detailedletter were substantially more charitable 42 percent of thesaints donated and so did 2 5 percent of the jerks

Tweaking the environment is about making the right behaviorsa little bit easier and the wrong behaviors a little bit harder Itsthat simple

3b Build habit

bull When something becomes a habit our rational brain(rider) does not have to exert almost any energy or will power This will power energy is of limited supply and could not work for long stretch of time

bull So if step by step procedure some objective or main task could be turned into a habit it would be easier for human beings to do it

bull BUILD HABITS When behavior is habitual its free-it doesnt tax the Rider

bull Look for ways to encourage habits [Setting action triggers eating two bowls of

bull soup while dieting using checklists

Example or strategy to build habit

bull 21 days repetition method

3b Action trigger

Peter Gollwitzer a psychologist at New York University is thepioneer of work in this area He and colleague Veronika Brandstarterfound that action triggers are quite effective in motivatingaction

By preloading the decisionwe conserve the Riders self-control(it does not have to think about what to do)

In one study they tracked college students who had theoption to earn extra credit in a class by writing a paper about how they spent Christmas Eve But there was a catch To earn the credit they had to submit the paper by December 26 Most studentshad good intentions of writing the paper but only 33 percentof them got around to writing and submitting it Otherstudents in the study were required to set action triggers-tonote in advance exactly when and where they intended to write the report (for example Ill write this report in my dads officeon Christmas morning before everyone gets up) A whopping75 percent of those students wrote the report

3c Rally the herd

bull Social and peer pressure is a very strong force in motivating us to do something

bull So if influential celebrity type people do something the majority follow through Here 8020 rule applies

bull Again if someone could be told that the majority are doing this heshe would like to be the part of the group(here) and comply with Therefore become happy as becoming of a group that fulfills our belonging needs

bull The Elephant constantly looks to the herd for cues about how to behave

bull Other people are getting their work done on time Why wont you

bull RALLY THE HERD Behavior is contagious Help it spread [Fataki in Tanzaniafree spaces in hospitals seeding the tip jar]

By STANDER effect ndash humanbeings take decision after

looking what others doColumbia University students having volunteered for a researchstudy were asked to sit in a room and fill out a surveySome were left alone others were put in rooms with two otherstudents As they filled out their surveys a crisis emergedSmoke began to pour into the room through a wall vent Thesmoke continued to flow in irregular puffs until eventually theroom was filled with haze Of the students sitting in a room bythemselves 75 percent got up and found someone to alert aboutthe smoke But when three students were placed in the roomat the same time only 38 percent of the groups of three ever reportedthe smoke They just sat there inhaling the smoke eachindividuals inaction signaling to the other two people in theroom that this smoke cloud isnt such a big deal

In a similar study individuals or pairs who were completinga survey heard what sounded like a woman falling down loudlyon the other side of a room divider Of the lone bystanders 70percent went to help her but only 40 percent of the pairs helpedEven when the pairs helped they acted more slowly than the individuals

Why do groups fail to respond as well as individualsIn ambiguous situations-smoke pouring into a room theapparent sound of a fall-people look to others for cues abouthow to interpret the event If you see a man suddenly collapse atthe mall your brain races through possible interpretations Its aheart attack Or wait maybe he tripped and fell down Or whatif hes playing a gag on someone Youre reluctant to rush overimmediately because if he simply tripped your alarm-bell behaviorwill leave you both embarrassedIf youre the only person around to react youll probably makeyour best guess-heart attack-and rush over But if theres acrowd youve got two stimuli to process the collapse itself andthe crowds reaction to the collapse You might pause briefly tostudy the crowd Are other people acting like hes had a heart attackYou stand there idling ready to spring into action at thefirst sign of crisis But as you wait other people are looking backat you and when they see you idling your behavior becomes datafor their theory that its not an emergency And thats why threepeople can sit in a room filling with smoke and not make a peep

a group of socialpsychologists persuaded a hotel manager to test out a newsign in the hotel bathrooms The sign didnt mention the environmentat alIi it simply said that the the majority of guests atthe hotel reuse their towels at least once during their stay Itworked-guests who got this sign were 26 percent more likely toreuse their towels They took cues from the herdNote the downside though If the sign had said About 8of our guests decide to reuse their towels new guests would havebeen less likely to reuse theirs

SummaryHOW TO MAKE A SWITCHFor things to change somebody somewhere has to start actingdifferently Maybe its you maybe its your teamPicture that person (or people)Each has an emotional Elephant side and a rational Rider sideYouve got to reach both And youve also got to clear the wayfor them to succeed In short you must do three things

DIRECT the RiderFOLLOW THE BRIGHT SPOTS Investigate whats working and clone it [Jerrysternin in Vietnam solutions-focused therapy]SCRIPT THE CRITICAL MOVES Dont think big picture think in terms of specificbehaviors [1 milk four rules at the Brazilian railroad]POINT TO THE DESTINATION Change is easier when you know where youregoing and why its worth it [You ll be third graders soon No dry holes at BP]

MOTIVATE the ElephantFIND THE FEELING Knowing something isn t enough to cause change Makepeople feel something [Piling gloves on the table the chemotherapy video gameRobyn Waterss demos at Target]SHRINK THE CHANGE Break down the change until it no longer spooks the Elephant[The 5-Minute Room Rescue procurement reform]GROW YOUR PEOPLE Cultivate a sense of identity and instill the growth mindset[Brasilatas inventors junior-high math kids turnaround]

SHAPE the PathTWEAK THE ENVIRONMENT When the situation changes the behaviorchanges So change the situation [Throwing out the phone system at Rackspace1-Click ordering simplifying the online time sheet]BUILD HABITS When behavior is habitual its free-it doesnt tax the RiderLook for ways to encourage habits [Setting action triggers eating two bowls ofsoup while dieting using checklists]RALLY THE HERD Behavior is contagious Help it spread [Fataki in Tanzaniafree spaces in hospitals seeding the tip jar]

Summary Direct the Rider(Head rational thinker)

Heres the good news The Riders strengths are substantialand his flaws can be mitigated When you appeal to the Rider insideyourself or inside others you are trying to influence yourgame plan should be simpleFirst follow the bright spots Think of the Vietnamese childrenwho stayed well nourished against the odds or the Genentechsales reps who racked up sales against the odds AB you analyzeyour situation youre sure to find some things that are workingbetter than others Dont obsess about the failures Instead investigateand clone the successesNext give direction to the Rider-both a start and a finishSend him a destination postcard (Youll be a third grader soon)and script his critical moves (Buy 1 milk) When you do these things youll prepare the Rider to lead aswitch And youll arm him for the ongoing struggles with hisreluctant and formidable partner the Elephant

Summary Motivate the Elephant(Lazy pleasure loving self)

In times of change we need to remind ourselves and others againand again of certain basic truths Our brains and our abilities arelike muscles They can be strengthened with practice Were notborn skateboarders or scientists or nurses we must learn how toskateboard do science or care for sick people And our inspirationto change ourselves comes from our desire to live up to thoseidentitiesIn the story of Molly Howard we see that amazing things canhappen when you combine the aspiration of a new identity withthe persistence of the growth mindset Thats how you grow yourpeople

Over the past few chapters weve seen that the centralchallenge of change is keeping the Elephant moving forwardWhereas the Rider needs direction the Elephant needs motivationAnd weve seen that motivation comes from feelingknowledgeisnt enough to motivate change But motivation alsocomes from confidence The Elephant has to believe that its capableof conquering the change And there are two routes tobuilding peoples confidence so that they feel big relative totheir challenge You can shrink the change or grow your people(or preferably both)

Summary Shaping the pathOur picture of change is still incomplete though because itsclear that in some situations even a reluctant Elephant and a confusedRider will manage to change their behavior For instanceconsider the fact that even a lost angry driver who is hopelesslylate for an appointment will stop dutifully for a red lightThats why to make changes stick weve got to think aboutshaping the Path

First you need to tweak theenvironment to provide a free space for discussion At Alpha therotational teams had a private place to meet and that created afree space where the new identity could grow Do your own reformershave a private place where they can meet and coordinate

Second you should build good habits Recall the idea of actiontriggers-visualizing when and where you are going to dosomething important The interns at Alpha were essentially settingaction triggers They thought about what they would sayand how they would act when 9 pm came and the signoutprocess was triggered They mentally rehearsed how they wouldrespond if an argument flared up with the night resident Havemembers of your team rehearsed how theyll react when theymeet resistance from your organizations old guard

Finally you should rally the herd At Alpha the leaders helpedthe reformers find one another and the reformers began to createa language-as we saw in the examples of the designateddriver and Fataki-that allowed them to talk about their valueswith others As a leader you can help prod them to create this languageto find ways to articulate what is different and better aboutthe change you seek

We started the Path section by discussing the Fundamental AttributionError-the tendency to attribute behavior to peoplescharacter rather than to their environments Look again at theteaching-hospital example At Alpha 42 percent of superiors supportedthe change at Beta 66 percent supported it Almost all ofus would have put our money on Beta Not many of us whenconfronted with that data would have immediately thought Yesbut what about the situational forces

At the two hospitals individual character competed with situationalforces and situational forces won This brings us backfull circle to the food drive study where a jerk with clear instructionswas more charitable than a saint with generic instructionsThe line between saints and jerks wasnt as clear as we mighthave thought Neither was the line between supporters and resistersof hospital reformIf the right Path can turn a jerk into a saint then the rightPath can also turn a change enemy into an ally

ReferenceReference book HOW TO CHANGE THINGS WHEN CH ANGE IS HARD

By CHIP HEATH (a professor at the GraduateSchool of Business at Stanford University) and DAN HEATH(a senior fellow at Duke Universitys Centerfor the Advancement of Social Entrepreneurship(CASE))

• Change Management
• Reference
• Slide 3
• Rider
• Elephant
• Main strategy 1 Direct the Rider 1a Follow the brightspot
• Details of Vietnam example
• Slide 8
• Slide 9
• Main strategy 1 Direct the Rider 1b Script the critical move
• Slide 11
• Slide 12
• Main strategy 1 Direct the Rider 1c POINT TO THE DESTINATION
• Main strategy 2 Motivate the Elephant 2a Find the Feeling
• Slide 15
• Slide 16
• Slide 17
• Slide 18
• Slide 19
• Slide 20
• Slide 21
• Slide 22
• Slide 23
• Main strategy 2 Motivate the Elephant 2b Shrink the Change
• Slide 25
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• Slide 27
• Slide 28
• Slide 29
• Slide 30
• Slide 31
• Slide 32
• Slide 33
• Slide 34
• Slide 35
• Slide 36
• Slide 37
• Slide 38
• Slide 39
• Slide 40
• Main strategy 2 Motivate the Elephant 2c Grow your people(creating sense of identity amp instill growth mindset)
• Slide 42
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• Slide 44
• Slide 45
• Slide 46
• Slide 47
• Slide 48
• Slide 49
• Slide 50
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• Slide 53
• Slide 54
• Slide 55
• Main strategy 3 Shape the path 3a Tweak the environment
• Fundamental attribution error ndash we hurrily judge someonesomething from Direct attributes but forget about situation that may have created those attributes
• Slide 58
• Slide 59
• 3b Build habit
• Slide 61
• Example or strategy to build habit
• 3b Action trigger
• Slide 64
• 3c Rally the herd
• Slide 66
• By STANDER effect ndash humanbeings take decision after looking what others do
• Slide 68
• Slide 69
• Slide 70
• Summary
• Slide 72
• Slide 73
• Summary Direct the Rider(Head rational thinker)
• Summary Motivate the Elephant(Lazy pleasure loving self)
• Slide 76
• Summary Shaping the path
• Slide 78
• Slide 79
• Slide 80
• Slide 81

Main strategy 1 Direct the Rider 1b Script the critical move

bull At any task or outcome there are some sub tasks Among the subtasks only one or two are nearly responsible for the major portion of the task

bull Pareto principle states that 80 of the outcome is caused by 20 of the effort

bull So it would be extremely beneficial to figure out which subtask or subtasks are the critical moves

bull Then clearly and precisely what to be done with this critical move may be mentioned The reason if left with analyzing of brain to figure out the actual procedures to be taken it may take too long and fall into analysis-paralysis or simply confused(Refer to hip pain patient where 53 of the doctors excluded second drug and just opted for surgery which went against common sense)

bull So this critical move may be scripted(written) with precise concrete instruction

bull Example to fight against obesity Americans are to be advised to eat healthy foods Mentioning every meal with a list of diet tax human minds a lot and usually not successful

bull So the researchers decided to pick a critical one and that is milk in break fast

bull They found that if milk intake in the breakfast could be changed from whole fat to low fat(1 fat) then the saturated fat level in most American will come below the danger level

Main strategy 1 Direct the Rider1c POINT TO THE DESTINATION

bull A clear concrete precise(if possible given in numbers like 10 profit increase this year) goal

bull Sometimes 100 success goal is good to clear any ambiguity

bull Example BPrsquos no dry holes goal The management found that when their geologists say that this field has more than 75 probability of having oil usually they find it So it would be better to go for 100 success rate Industrial standard was 1 in 8 holes BPrsquos standard was 1 out of 5 holes After taking the lsquono dryholersquo goal BPrsquos success rate has become 2 out of 3 thatrsquos very good at any standard

Main strategy 2 Motivate the Elephant

2a Find the Feelingbull To motivate the pleasure loving pain

avoiding self(elephant) it is best to show the real thing give him the tactile feeling odour taste etc

bull Example tagging the gloves with price and put them in the conference table to motivate the managers to purchase wisely and cheap

In The Heart oChange John Kotter and Dan Cohen report ona study they conducted with the help of a team at Deloitte ConsultingThe project team interviewed over 400 people acrossmore than 130 companies in the United States Europe Australiaand South Africa in hopes of understanding why change happensin large organizations Summarizing the data Kotter andCohen said that in most change situations managers initiallyfocus on strategy structure culture or systems which leads themto miss the most important issue

Jon Stegner believed the company he worked for a large manufacturerwas wasting vast sums of money I thought we had anopportunity to drive down purchasing costs not by 2 percent butby something on the order of $1 billion over the next five years said Stegner who i s quoted i n John Kotter and Dan Cohens essentialbook The Heart of ChangeTo reap these savings a big process shift would be requiredand for that shift to occur Stegner knew that hed have to convincehis bosses

Seeking a compelling example of the companys poor purchasinghabits Stegner assigned a summer student intern to investigate a single item-work gloves which workers in most ofthe companys factories wore The student embarked on a missionto identify all the types of gloves used in all the companys factoriesand then trace back what the company was paying for themThe intrepid intern soon reported that the factories werepurchasing 424 different kinds of gloves Furthermore they wereusing different glove suppliers and they were all negotiating theirown prices The same pair of gloves that cost $5 at one factorymight cost $17 at another

At Stegners request the student collected a specimen of everyone of the 424 different types of gloves and tagged each with theprice paid Then all the gloves were gathered up brought to theboardroom and piled up on the conference table Stegner invitedall the division presidents to come visit the Glove Shrine

They could see the prices Theylooked at two gloves that seemed exactly alike yet onewas marked $322 and the other $105 5 Its a rare eventwhen these people dont have anything to say But thatday they just stood with their mouths gapingThe gloves exhibit soon became a traveling road show visitingdozens of plants The reaction was visceral This is crazy Werecrazy And weve got to make sure this stops happening Soon Stegnerhad exactly the mandate for change that hed sought Thecompany changed its purchasing process and saved a great deal ofmoney This was exactly the happy ending everyone wanted

Most of us would not have tried what Stegnerdid It would have been so easy so natural to make a presentationthat spoke only to the Rider Think of the possibilities thespreadsheets the savings data the cost-cutting protocols the recommendationsfor supplier consolidation the exquisite logic forcentral purchasing You could have created a 12-tabbed MicrosoftExcel spreadsheet that would have made a tax accountant weepwith joy But instead of doing any of that Stegner dumped abunch of gloves on a table and invited his bosses to see themIf there is such a thing as white-collar courage surely this was an instance

Stegner knew that if things were going to change he had toget his colleagues Elephants on his side If he had made an analyticalappeal he probably would have gotten some supportivenods and the execs might have requested a follow-up meetingsix weeks later (and then rescheduled it) The analytical case wascompelling-by itself it might have convinced Stegners colleaguesthat overhauling the purchasing system would be an importantthing to do next yearRemember that if you reach your colleagues Riders but nottheir Elephants they will have direction without motivationMaybe their Riders will drag the Elephant down the road for awhile but as weve seen that effort cant last longOnce you break through to feeling though things changeStegner delivered a jolt to his colleagues First they thought tothemselves were crazy Then they thought we can fix this Everyonecould think of a few things to try to fix the glove problemandby extension the ordering process as a whole That got theirElephants fired up to move

bull Kotter and Cohen observed that in almost all successful change efforts the sequence of change is not ANALYZETHINK-CHANGE but rather SEE-FEEL-CHANGE

Most of us would create a businesscase for the power of design Wed compile a PowerPoint presentationwith charts and graphs and strategically selected quotesfrom the chairman whod embraced the design-forward vision

When we finished our presentation everyone in the room wouldunderstand what we meant They might even agree But wouldthey change their behavior Kotters research suggests no

Main strategy 2 Motivate the Elephant

2b Shrink the Changebull If the task appears very big elephant does not want to

do it So if the elephant is tricked to do only a portion of the task or for a small time eventually the whole task to be done It is always harder to start

bull Our human emotional sides require instant gratification and sense of achieving(winning) So accomplishing subtask that is relatively easier and less time consuming provides this psychological boost

bull Example So the change may first applied to a village than to the whole country

bull Example Instead of 60 minutes students may be asked to study for 5 minutes

A local car wash ran a promotion featuring loyalty cards Everytime customers bought a car wash they got a stamp on theircards and when they filled up their cards with eight stamps theygot a free washAnother set of customers at the same car wash got a slightlydifferent loyalty card They needed to collect ten stamps (ratherthan eight) to get a free car wash-but they were given a headstart When they received their cards two stamps had alreadybeen addedThe goal was the same for both sets of customers Buy eightadditional car washes get a reward But the psychology was differentIn one case youre 20 percent of the way toward a goaland in the other case youre starting from scratch A few monthslater only 1 9 percent of the eight-stamp customers had earned afree wash versus 34 percent of the head-start group (And thehead-start group earned the free wash faster)

People find it more motivating to be partly finished with alonger journey than to be at the starting gate of a shorter oneThats why the conventional wisdom in development circles isthat you dont publicly announce a fund-raising campaign for acharity until youve already got 50 percent of the money in thebag (After all who wants to give the first $ 1 00 to a $ 1 millionfund-raising campaign)One way to motivate action then is to make people feel asthough theyre already closer to the finish line than they might have thought

That sense of progress is critical because the Elephant in usis easily demoralized Its easily spooked easily derailed and forthat reason it needs reassurance even for the very first step ofthe journeyIf youre leading a change effort you better start looking forthose first two stamps to put on your teams cards Rather thanfocusing solely on whats new and different about the change tocome make an effort to remind people whats already been conquered

A business cliche commands us to raise the bar But thatsexactly the wrong instinct if you want to motivate a reluctant ElephantYou need to lower the bar Picture taking a high-jump barand lowering it so far that it can be stepped overIf you want a reluctant Elephant to get moving you need toshrink the change

a clever self-help technique calledthe 5-Minute Room Rescue proposed by Marla Cilley a homeorganizingguru who calls herself the Fly Lady (think of zoomingthrough your housecleaning with wings) Heres what you doGet a kitchen timer and set it for 5 minutes Then go to the worstroom in your house-the one youd never let a guest see-andas the timer ticks down start clearing a path and when the timerbuzzes you can stop with a clear conscience

This is an Elephant trick The Elephant hates doing things with no immediate payoff

To get the Elephant off its duff you need to reassureit that the task wont be so bad Look its just 5 minutesHow bad can it be

What good is a 5-minute session of cleaning Not much Itgets you moving though and thats the hardest part Starting anunpleasant task is always worse than continuing it So once youstart cleaning house chances are you wont stop at 5 minutesYoull be surprised at how fast things turn around Youll start totake pride in your accomplishments-starting with the cleansink then the clean bathroom then the clean downstairs areaandthat pride and confidence will build on itself A virtuous circleBut you couldnt have enjoyed the virtuous circle without first shrinking the change

In his book TheTotal Money Makeover Ramsey

One of Ramseys best-known and most controversial debtfightingtechniques is the Debt Snowball When the Farrarsfound themselves with over $ 1 00000 in debt (not includingtheir mortgage) they started working on the Debt SnowballThe first step was to list all their debts-everything from creditcards to overdue electric bills to student loans-and then arrangethem in order from smallest to largest Next their instructionswere to make only the minimum payments on every debt withone exception

After the minimum payments were made everyavailable dollar would be put toward the first debt on the list Becausethe first debt was the smallest one it could be paid off relativelyquickly and the Farrars could cross it off the list and thendirect every available dollar to paying off the second debt thenthe third then the fourth As they crossed off each debt theywere able to eliminate a minimum payment which gave themmore cash to attack the next debt Thats why the strategy iscalled a Debt Snowball With each debt that is conquered the snowball of money applied to the next debt grows and rolls a little faster

Notice whats missing here any mention of interest rates Ifthe Farrars smallest debt was a past-due utility bill with no in

terest charges whatsoever Ramsey still advised them to pay it offbefore tackling any of their credit card bills which might have interestrates of 20 percent or aboveThis advice makes the average financial adviser cringe Afterall simple math tells us that were financially better-off if we paydown high-interest debt first

Ramsey writes --Being a certified nerd I always used to start with makingthe math work I have learned that the math doesneed to work but sometimes motivation is more importantthan math This is one of those times Faceit if you go on a diet and lose weight the first week youwill stay on that diet If you go on a diet and gain weightor go six weeks with no visible progress you will quitWhen training salespeople I try to get them a sale ortwo quickly because that fires them up When you startthe Debt Snowball and in the first few days pay off acouple oflittle debts trust me it lights your fire I dontcare if you have a masters degree in psychology youneed quick wins to get fired up And getting fired up issuper-important

Most financial advisers recommend that their clients paydown high-interest debt first in order to optimize the impact oftheir money But Ramseys not trying to solve an optimizationproblem hes trying to solve an Elephant problem The reasonpeople get themselves into financial trouble he knows is thatthey lose control They begin to feel powerless in the face of amountain of debt And you cant combat powerlessness withmath You combat it by proving to people that they can win Ifyou pay $ 1 8 5 toward a $20000 debt on a high-interest creditcard youre still going to feel hopeless But if you completely payoff a $ 1 8 5 overdue utility bill you can cross it off yo r list Youvewon a victory over debtRamsey is using the same strategy as the Fly Lady with her5-Minute Room Rescue-if people are facing a daunting taskand their instinct is to avoid it youve got to break down the taskShrink the change Make the change small enough that they canthelp but score a victory Once people clean a single room or payoff a single debt their dread starts to dissipate and their progressbegins to snowballC

One way to shrink change then is to limit the investment youreasking for-only 5 minutes of housecleaning only one smalldebt Another way to shrink change is to think of small winsmilestonesthat are within reach (Our dad Fred Heath whoworked over thirty years for IBM would tell his teams that whenmilestones seemed too distant they should look for inch pebblesNice one Dad)

Kelman a professor of public management at Harvard UniversitysKennedy School of Government got a call from theClinton administration in 1 993 asking him to lead the Officeof Federal Procurement Policy (OFPP) As the head of OFPp hewould be responsible for reforming the governments procurementefforts

Kelman was reluctant to head up OFPp knowing there wasa pretty good chance that despite his best efforts nothing wouldchange but in the end he accepted the job He knew exactly whathe was getting into because three years earlier hed written a bookabout procurement reformThere were lots of problems with procurement Over theyears the government had established many protocols and protectionsto prevent abuses of various kinds There were good intentionsbehind these protections but as they built up layerupon layer they began to cause more harm than the abusestheyd been designed to prevent For instance when makingpurchase decisions procurement officials could not use evidenceof vendors past performance

Kelman knew hed have to make some progress quickly or elsehed be dismissed If an example of successful change couldsomehow be achieved quickly it might be possible to use that toset other changes in motion he wrote later He sought a victorythat would be fast achievable and visible-a small win thatwould work for all of his constituents whether the Defense Departmentor the Health and Human Services Department If hecould get their Elephants moving with an easy mission-the governmentequivalent of the 5-Minute Room Rescue-he thoughthe would be able to keep them moving

One day a conversation with a government employee sparkedan idea The employee told Kelman that when she needed simpleinexpensive items such as a few computer disks the procurementrules made it impossible for her to walk to thecomputer superstore across the str1048958et and buy them She foundthis limitation was infuriatingKelman spotted an opportunity He went to the senior procurementexecutives and issued a challenge I want you to doubleyour agencys use ofgovernment credit cards over the next year (Noticethe precision of the challenge a la the 1 milk campaign By

being specific about the behavioral change Kelman was directinghis constituents Riders) In his vision anytime employees neededsomething small-computer disks or a replacement hard driveor a carton of office paper-they should be able to march acrossthe street armed with their credit cards and purchase what theyneeded on the spot Kelman asked the agencies to make a formalPledge to embrace the idea The agencies were supportive soKelman pushed further Over the next year he organized fourmore pledgesso here they donrsquot need quotation or tender Government may check later whether it complies fair price policy

The second pledge was a biggie Kelman asked the agencies tobreak with the tradition of ignoring past performance He knewthis would be a tough sell so he decided to push for it publiclyonly when he was sure he had at least eight agencies onboard Hehit the phones and his employees and advisers rallied the peoplein their networks Eventually his team had eight agencies signedup but he wasnt finished After we got to nine agencies participationstarted snowballing and soon we could say to the holdoutsAlmost everyone but you is participating (This outcomeforeshadows a point that we make in Chapter 1 0 about behaviorbeing contagious Kelman managed to address all three parts ofthe framework-directing the Rider motivating the Elephantand shaping the Path)

When you engineer early successes what youre really doing isengineering hope Hope is precious to a change effort Its Elephantfuel

Main strategy 2 Motivate the Elephant2c Grow your people(creating sense of

identity amp instill growth mindset)bull Be noted identity may be created it is not always

inherited thing For example creating identity like Iutians are hard working gives a boost to the elephant to do something

bull So this identity to be created in positive way bull Identity may be achieved by birth and or individual

endeavour For example citizen of a country(by birth) is an identity received by birth while lsquoEngineerrsquo identity that is earned through hard study

bull Growth mindset to be instilled by removing limiting belief that things could not be changed by trying The new belief system should be that anything could be learnt and anything is possible

bull Example Brasilatas inventors

The St Lucia Parrot exists only o n the Caribbean island o f StLucia Its gorgeous with a vivid turquoise blue face lime greenwings and a striking red shield on its chest In 1977 only onehundred St Lucia Parrots were left on the island The populationhad been decimated by habitat destruction hunters andpeople who trapped them to use as pets The St Lucia Parrotseemed doomed in the words of one biologist the species couldnot escape oblivion by the year 2000Enter an unlikely savior college student Paul Butler In 1977Butler was finishing his last year of studies at North-East LondonPolytechnic Butlers passion was conservation and hed previouslyspent five weeks completing a field research expedition inSt Lucia where hed studied the parrot and submitted recommendationsfor preserving the species

Pg 149

Weve seen that one way to motivate a switch is to shrink thechange which makes people feel big relative to the challengeBut here were seeing something different Paul Butler didntshrink the change Instead he grew the people He made the StLucians swell with pride over their parrot-a species that existsnowhere else He inspired them to feel more determined moreready more motivated And when you build people up in thisway they dtvelop the strength to act

In essence Butlers goal was to convince St Lucians that theywere the kind of people who protected their own In public eventsButler stressed This parrot is ours Nobody has this but us Weneed to cherish it and look after it He did everything in hispower to make the public more familiar with the bird He hostedSt Lucia Parrot puppet shows distributed T-shirts cajoled a localband to record songs about the bird convinced local hotels toprint up bumper stickers recruited volunteers to dress up in parrotcostumes and visit local schools and asked local ministers tocite relevant Bible verses (for instance verses that instructed believersto be good stewards of the things that were in their trust)

James March a professor of politicalscience at Stanford University March says that when peoplemake choices they tend to rely on one of two basic models ofdecision making the consequences model or the identity modelThe consequences model is familiar to students of economicsIt assumes that when we have a decision to make we weigh thecosts and benefits of our options and make the choice thatmaximizes our satisfaction Its a rational analytical approachThis is the approach that Paul Buder knew would fail withSt Lucians because there simply wasnt a strong costbenefitcase for the parrot

In the identity model of decision making we essentially askourselves three questions when we have a decision to make Whoam l What kind of situation is this What would someone like medo in this situation Notice whats missing any calculation of costsand benefits The identity model explains the way most peoplevote which contradicts our notion of the self-interested voterIt helps to shed light on why an auto mechanic in Oklahomawould vote against a Democrat whod give him health insuranceand why a Silicon Valley millionaire would vote against a Republicanwhod cut her taxes

Generally when we use the word identity were talking aboutan immutable trait of some kind-such as a racial ethic orregional identity But thats a relatively narrow use of the termWere not just born with an identity we adopt identities throughoutour lives We aspire to be good mothers or fathers devoutCatholics or Muslims patriotic citizens and so on

Or consider a professional identity such as being a scientistClearly youre not born a scientist Its an identity you seek outand one that others such as your professors and mentors consciouslycultivate in you As you develop and grow in that identityit becomes an increasingly important part of your self-imageand triggers the kind of decision making that March describes

Its critical to realize that these identity stories arent just specialcase situations confined to scientists or nurses or St LuciansIdentity is going to play a role in nearly every change situationEven yours When you think about the people whose behaviorneeds to change ask yourself whether they would agree with thisstatement I aspire to be the kind of person who would makethis change If their answer is yes thats an enormous factor in your favor If their answer is no then youll have to work hard toshow them that they should aspire to a different self-image Andthats exactly what Paul Butler did in St Lucia He convinced theislands citizens to think This is our bird-if we want to be goodSt Lucians wed better protect it

in a business context consider a firmthat invented an identity that subsequently became the engine ofits success The firm is Brasilata-its a US$ 1 70 million manufacturingfirm in Brazil that produces various kinds of steel cansAs youd imagine the can manufacturing industry is relativelymature-not much growth not much excitement But Brasilatadefies the stereotype of a boring stuck-in-its ways manufacturerIn fact it has one of the best reputations for innovation of anycompany in Latin America

How does a manufacturer of cans become known as an innovatorBrasilatas founders were inspired by the philosophy ofJapanese car manufacturers like Honda and Toyota which empoweredtheir frontline employees to take ownership of theirwork For instance at Toyota any employee who spotted a defectcould stop the assembly line (this would have been unthinkablein Detroit at the time) Toyota and Honda also actively solicited

ideas for innovation from their employees In 1 987 the foundersof Brasilata launched an employee-innovation program modeledon the Japanese forerunnersA new identity was the core of the program Employees ofBrasilata hecame known as inventors and when new employeesjoined the firm they were asked to sign an innovation contractThis wasnt simply feel-good language Top management challengedemployees to be on the lookout for potential innovationsideasfor how to create better products improve productionprocesses and squeeze costs out of the system Procedures developedwithin the factory made it easy for inventors to submit theirideas

The program succeeded beyond any reasonable expectationsIn 2008 employees submitted 1 34846 ideas-an averageof 1452 ideas per inventor This figure puts Brasilata on par withthe Japanese trendsetters that had inspired the programMany of the suggestions led to the development of new productsFor instance in late 2008 Brasilata came up with a new approachfor steel cans designed to carry dangerous or flammableliquids To meet United Nations standards such cans must beable to withstand a drop from 1 2 meters (roughly 4 feet) Traditionallymost manufacturers had reached this standard by thickeningthe metal layers which used up more raw material andrequired new production processes And the reinforced designswerent foolproof-the metal seams were prone to split if a canlanded on an edgeBrasilatas inventors

suggested a new design inspired by carbumpers that collapse on impact Their new steel can deformedslightly on impact reducing stress on the critical seam The newdesign resisted impact better while also reducing the amount ofsteel in the canThe inventors have led Brasilata through emergencies In200 1 a severe energy crisis-the blackout syndrome ndashforced

the government of Brazil to ration energy Businesses received astrict quota of electricity The inventors went to work dreamingup power-saving ideas-hundreds of them Within a few weeksBrasilatas energy consumption was reduced by 35 percent fallingbelow the companys quota and allowing the company to resell itsextra energy

Another unexpected idea was jointly suggested by two employeesEliminate our jobs theyre not necessary anymore The ideawas accepted but the company found a new place for the employeesBrasilata has a no-dismissal policy and also distributes1 5 percent of its net profits to employees Its no surprise thatBrasilata consistently appears on best places to work lists inBrazilLets remember something This inventor identity whichhas fueled business success and employee satisfaction was madeup None of Brasilatas employees were born inventors Theidentity was introduced to them and they liked the sound of itIt seemed to be a mantle worth wearing Being an inventor hasbecome a source of pride and strength

If cultivating an identity sounds daunting take heart A classicstudy in psychology shows that you can start with small steps Inthe 1960s two psychologists from Stanford University JonathanFreedman and Scott Fraser asked a researcher to go door-to-doorin an upscale neighborhood in Palo Alto California

Pg 158

indeed 83 percent of the home ownerspassed on the opportunity ldquo

Two weeks earlier thesame home owners had been approached by a volunteer claimingto represent a different driver-safety organization They wereasked to put a tiny Be a Safe Driver sign-less than half thesize of a postcard-in the window of their car or home The volunteersaid the sign was intended to make citizens more aware ofthe need to drive carefully This seemed such a trivial commitmentthat almost all of the home owners said yes

When the researcherscame back two weeks later and asked the home owners to installthe eyesore billboard 76 percent accepted it

the science of the billboardstudy says something pretty remarkable It shows us that peopleare receptive to developing new identities that identities growfrom small beginnings Once you start seeing yourself as a concernedcitizen youll want to keep acting like one Thats tremendouslygood news for someone leading a change effort It meansfor example that if you can show people why the environment isworth caring about it wont take years for them to think of themselvesas environmentalists It took only a few days for the homeowners to think of themselves as concerned citizens

You need to create the expectationof failure-not the failure of the mission itself but failureen route This notion takes us into a fascinating area of researchthat is likely to change the way you view the world

Main strategy 3 Shape the path3a Tweak the environment

bull TWEAK THE ENVIRONMENT When the situation changes the behavior

bull changes So change the situation [Throwing out the phone system at Rackspace

bull 1-Click ordering simplifying the online time sheet]bull Tweaking the environment is about making the right

behaviors a little bit easier and the wrong behaviors a little bit harder Its that simple

bull ]

Fundamental attribution error ndash we hurrily judge someonesomething from Direct

attributes but forget about situation that may have created those attributes

frequently blind to the power of situations In a famousarticle Stanford psychologist Lee Ross surveyed dozens ofstudies in psychology and noted that people have a systematictendency to ignore the situational forces that shape other peoplesbehavior He called this deep-rooted tendency the FundamentalAttribution Error The error lies in our inclination toattribute peoples behavior to the way they are rather than to thesituation they are in

how a smoother Path can change behavior consider someresearch that studied why college students did (or didnt) donatefood to a canned-food drive for charity The researchers knewsome students would be more charitable and generous thanothers and would be more inclined to donate food Theresearchers wondered Can we alter the situation so that jerks givetoo

Pg 182

Some students received a basicletter announcing the launch of a food drive the following weekand asking them to bring canned food to a booth on TressiderPlaza (a well-known spot on campus) Other students received amore detailed letter which included a map to the precise spot arequest for a can of beans and a suggestion that they think abouta time when theyd ordinarily be near Tressider Plaza so theywouldnt have to go out of their way to get there

Students who received the basic letter were not very generousOnly 8 percent of the saints donated and not a single one ofthe jerks

Students who received the more detailedletter were substantially more charitable 42 percent of thesaints donated and so did 2 5 percent of the jerks

Tweaking the environment is about making the right behaviorsa little bit easier and the wrong behaviors a little bit harder Itsthat simple

3b Build habit

bull When something becomes a habit our rational brain(rider) does not have to exert almost any energy or will power This will power energy is of limited supply and could not work for long stretch of time

bull So if step by step procedure some objective or main task could be turned into a habit it would be easier for human beings to do it

bull BUILD HABITS When behavior is habitual its free-it doesnt tax the Rider

bull Look for ways to encourage habits [Setting action triggers eating two bowls of

bull soup while dieting using checklists

Example or strategy to build habit

bull 21 days repetition method

3b Action trigger

Peter Gollwitzer a psychologist at New York University is thepioneer of work in this area He and colleague Veronika Brandstarterfound that action triggers are quite effective in motivatingaction

By preloading the decisionwe conserve the Riders self-control(it does not have to think about what to do)

In one study they tracked college students who had theoption to earn extra credit in a class by writing a paper about how they spent Christmas Eve But there was a catch To earn the credit they had to submit the paper by December 26 Most studentshad good intentions of writing the paper but only 33 percentof them got around to writing and submitting it Otherstudents in the study were required to set action triggers-tonote in advance exactly when and where they intended to write the report (for example Ill write this report in my dads officeon Christmas morning before everyone gets up) A whopping75 percent of those students wrote the report

3c Rally the herd

bull Social and peer pressure is a very strong force in motivating us to do something

bull So if influential celebrity type people do something the majority follow through Here 8020 rule applies

bull Again if someone could be told that the majority are doing this heshe would like to be the part of the group(here) and comply with Therefore become happy as becoming of a group that fulfills our belonging needs

bull The Elephant constantly looks to the herd for cues about how to behave

bull Other people are getting their work done on time Why wont you

bull RALLY THE HERD Behavior is contagious Help it spread [Fataki in Tanzaniafree spaces in hospitals seeding the tip jar]

By STANDER effect ndash humanbeings take decision after

looking what others doColumbia University students having volunteered for a researchstudy were asked to sit in a room and fill out a surveySome were left alone others were put in rooms with two otherstudents As they filled out their surveys a crisis emergedSmoke began to pour into the room through a wall vent Thesmoke continued to flow in irregular puffs until eventually theroom was filled with haze Of the students sitting in a room bythemselves 75 percent got up and found someone to alert aboutthe smoke But when three students were placed in the roomat the same time only 38 percent of the groups of three ever reportedthe smoke They just sat there inhaling the smoke eachindividuals inaction signaling to the other two people in theroom that this smoke cloud isnt such a big deal

In a similar study individuals or pairs who were completinga survey heard what sounded like a woman falling down loudlyon the other side of a room divider Of the lone bystanders 70percent went to help her but only 40 percent of the pairs helpedEven when the pairs helped they acted more slowly than the individuals

Why do groups fail to respond as well as individualsIn ambiguous situations-smoke pouring into a room theapparent sound of a fall-people look to others for cues abouthow to interpret the event If you see a man suddenly collapse atthe mall your brain races through possible interpretations Its aheart attack Or wait maybe he tripped and fell down Or whatif hes playing a gag on someone Youre reluctant to rush overimmediately because if he simply tripped your alarm-bell behaviorwill leave you both embarrassedIf youre the only person around to react youll probably makeyour best guess-heart attack-and rush over But if theres acrowd youve got two stimuli to process the collapse itself andthe crowds reaction to the collapse You might pause briefly tostudy the crowd Are other people acting like hes had a heart attackYou stand there idling ready to spring into action at thefirst sign of crisis But as you wait other people are looking backat you and when they see you idling your behavior becomes datafor their theory that its not an emergency And thats why threepeople can sit in a room filling with smoke and not make a peep

a group of socialpsychologists persuaded a hotel manager to test out a newsign in the hotel bathrooms The sign didnt mention the environmentat alIi it simply said that the the majority of guests atthe hotel reuse their towels at least once during their stay Itworked-guests who got this sign were 26 percent more likely toreuse their towels They took cues from the herdNote the downside though If the sign had said About 8of our guests decide to reuse their towels new guests would havebeen less likely to reuse theirs

SummaryHOW TO MAKE A SWITCHFor things to change somebody somewhere has to start actingdifferently Maybe its you maybe its your teamPicture that person (or people)Each has an emotional Elephant side and a rational Rider sideYouve got to reach both And youve also got to clear the wayfor them to succeed In short you must do three things

DIRECT the RiderFOLLOW THE BRIGHT SPOTS Investigate whats working and clone it [Jerrysternin in Vietnam solutions-focused therapy]SCRIPT THE CRITICAL MOVES Dont think big picture think in terms of specificbehaviors [1 milk four rules at the Brazilian railroad]POINT TO THE DESTINATION Change is easier when you know where youregoing and why its worth it [You ll be third graders soon No dry holes at BP]

MOTIVATE the ElephantFIND THE FEELING Knowing something isn t enough to cause change Makepeople feel something [Piling gloves on the table the chemotherapy video gameRobyn Waterss demos at Target]SHRINK THE CHANGE Break down the change until it no longer spooks the Elephant[The 5-Minute Room Rescue procurement reform]GROW YOUR PEOPLE Cultivate a sense of identity and instill the growth mindset[Brasilatas inventors junior-high math kids turnaround]

SHAPE the PathTWEAK THE ENVIRONMENT When the situation changes the behaviorchanges So change the situation [Throwing out the phone system at Rackspace1-Click ordering simplifying the online time sheet]BUILD HABITS When behavior is habitual its free-it doesnt tax the RiderLook for ways to encourage habits [Setting action triggers eating two bowls ofsoup while dieting using checklists]RALLY THE HERD Behavior is contagious Help it spread [Fataki in Tanzaniafree spaces in hospitals seeding the tip jar]

Summary Direct the Rider(Head rational thinker)

Heres the good news The Riders strengths are substantialand his flaws can be mitigated When you appeal to the Rider insideyourself or inside others you are trying to influence yourgame plan should be simpleFirst follow the bright spots Think of the Vietnamese childrenwho stayed well nourished against the odds or the Genentechsales reps who racked up sales against the odds AB you analyzeyour situation youre sure to find some things that are workingbetter than others Dont obsess about the failures Instead investigateand clone the successesNext give direction to the Rider-both a start and a finishSend him a destination postcard (Youll be a third grader soon)and script his critical moves (Buy 1 milk) When you do these things youll prepare the Rider to lead aswitch And youll arm him for the ongoing struggles with hisreluctant and formidable partner the Elephant

Summary Motivate the Elephant(Lazy pleasure loving self)

In times of change we need to remind ourselves and others againand again of certain basic truths Our brains and our abilities arelike muscles They can be strengthened with practice Were notborn skateboarders or scientists or nurses we must learn how toskateboard do science or care for sick people And our inspirationto change ourselves comes from our desire to live up to thoseidentitiesIn the story of Molly Howard we see that amazing things canhappen when you combine the aspiration of a new identity withthe persistence of the growth mindset Thats how you grow yourpeople

Over the past few chapters weve seen that the centralchallenge of change is keeping the Elephant moving forwardWhereas the Rider needs direction the Elephant needs motivationAnd weve seen that motivation comes from feelingknowledgeisnt enough to motivate change But motivation alsocomes from confidence The Elephant has to believe that its capableof conquering the change And there are two routes tobuilding peoples confidence so that they feel big relative totheir challenge You can shrink the change or grow your people(or preferably both)

Summary Shaping the pathOur picture of change is still incomplete though because itsclear that in some situations even a reluctant Elephant and a confusedRider will manage to change their behavior For instanceconsider the fact that even a lost angry driver who is hopelesslylate for an appointment will stop dutifully for a red lightThats why to make changes stick weve got to think aboutshaping the Path

First you need to tweak theenvironment to provide a free space for discussion At Alpha therotational teams had a private place to meet and that created afree space where the new identity could grow Do your own reformershave a private place where they can meet and coordinate

Second you should build good habits Recall the idea of actiontriggers-visualizing when and where you are going to dosomething important The interns at Alpha were essentially settingaction triggers They thought about what they would sayand how they would act when 9 pm came and the signoutprocess was triggered They mentally rehearsed how they wouldrespond if an argument flared up with the night resident Havemembers of your team rehearsed how theyll react when theymeet resistance from your organizations old guard

Finally you should rally the herd At Alpha the leaders helpedthe reformers find one another and the reformers began to createa language-as we saw in the examples of the designateddriver and Fataki-that allowed them to talk about their valueswith others As a leader you can help prod them to create this languageto find ways to articulate what is different and better aboutthe change you seek

We started the Path section by discussing the Fundamental AttributionError-the tendency to attribute behavior to peoplescharacter rather than to their environments Look again at theteaching-hospital example At Alpha 42 percent of superiors supportedthe change at Beta 66 percent supported it Almost all ofus would have put our money on Beta Not many of us whenconfronted with that data would have immediately thought Yesbut what about the situational forces

At the two hospitals individual character competed with situationalforces and situational forces won This brings us backfull circle to the food drive study where a jerk with clear instructionswas more charitable than a saint with generic instructionsThe line between saints and jerks wasnt as clear as we mighthave thought Neither was the line between supporters and resistersof hospital reformIf the right Path can turn a jerk into a saint then the rightPath can also turn a change enemy into an ally

ReferenceReference book HOW TO CHANGE THINGS WHEN CH ANGE IS HARD

By CHIP HEATH (a professor at the GraduateSchool of Business at Stanford University) and DAN HEATH(a senior fellow at Duke Universitys Centerfor the Advancement of Social Entrepreneurship(CASE))

• Change Management
• Reference
• Slide 3
• Rider
• Elephant
• Main strategy 1 Direct the Rider 1a Follow the brightspot
• Details of Vietnam example
• Slide 8
• Slide 9
• Main strategy 1 Direct the Rider 1b Script the critical move
• Slide 11
• Slide 12
• Main strategy 1 Direct the Rider 1c POINT TO THE DESTINATION
• Main strategy 2 Motivate the Elephant 2a Find the Feeling
• Slide 15
• Slide 16
• Slide 17
• Slide 18
• Slide 19
• Slide 20
• Slide 21
• Slide 22
• Slide 23
• Main strategy 2 Motivate the Elephant 2b Shrink the Change
• Slide 25
• Slide 26
• Slide 27
• Slide 28
• Slide 29
• Slide 30
• Slide 31
• Slide 32
• Slide 33
• Slide 34
• Slide 35
• Slide 36
• Slide 37
• Slide 38
• Slide 39
• Slide 40
• Main strategy 2 Motivate the Elephant 2c Grow your people(creating sense of identity amp instill growth mindset)
• Slide 42
• Slide 43
• Slide 44
• Slide 45
• Slide 46
• Slide 47
• Slide 48
• Slide 49
• Slide 50
• Slide 51
• Slide 52
• Slide 53
• Slide 54
• Slide 55
• Main strategy 3 Shape the path 3a Tweak the environment
• Fundamental attribution error ndash we hurrily judge someonesomething from Direct attributes but forget about situation that may have created those attributes
• Slide 58
• Slide 59
• 3b Build habit
• Slide 61
• Example or strategy to build habit
• 3b Action trigger
• Slide 64
• 3c Rally the herd
• Slide 66
• By STANDER effect ndash humanbeings take decision after looking what others do
• Slide 68
• Slide 69
• Slide 70
• Summary
• Slide 72
• Slide 73
• Summary Direct the Rider(Head rational thinker)
• Summary Motivate the Elephant(Lazy pleasure loving self)
• Slide 76
• Summary Shaping the path
• Slide 78
• Slide 79
• Slide 80
• Slide 81

bull Then clearly and precisely what to be done with this critical move may be mentioned The reason if left with analyzing of brain to figure out the actual procedures to be taken it may take too long and fall into analysis-paralysis or simply confused(Refer to hip pain patient where 53 of the doctors excluded second drug and just opted for surgery which went against common sense)

bull So this critical move may be scripted(written) with precise concrete instruction

bull Example to fight against obesity Americans are to be advised to eat healthy foods Mentioning every meal with a list of diet tax human minds a lot and usually not successful

bull So the researchers decided to pick a critical one and that is milk in break fast

bull They found that if milk intake in the breakfast could be changed from whole fat to low fat(1 fat) then the saturated fat level in most American will come below the danger level

Main strategy 1 Direct the Rider1c POINT TO THE DESTINATION

bull A clear concrete precise(if possible given in numbers like 10 profit increase this year) goal

bull Sometimes 100 success goal is good to clear any ambiguity

bull Example BPrsquos no dry holes goal The management found that when their geologists say that this field has more than 75 probability of having oil usually they find it So it would be better to go for 100 success rate Industrial standard was 1 in 8 holes BPrsquos standard was 1 out of 5 holes After taking the lsquono dryholersquo goal BPrsquos success rate has become 2 out of 3 thatrsquos very good at any standard

Main strategy 2 Motivate the Elephant

2a Find the Feelingbull To motivate the pleasure loving pain

avoiding self(elephant) it is best to show the real thing give him the tactile feeling odour taste etc

bull Example tagging the gloves with price and put them in the conference table to motivate the managers to purchase wisely and cheap

In The Heart oChange John Kotter and Dan Cohen report ona study they conducted with the help of a team at Deloitte ConsultingThe project team interviewed over 400 people acrossmore than 130 companies in the United States Europe Australiaand South Africa in hopes of understanding why change happensin large organizations Summarizing the data Kotter andCohen said that in most change situations managers initiallyfocus on strategy structure culture or systems which leads themto miss the most important issue

Jon Stegner believed the company he worked for a large manufacturerwas wasting vast sums of money I thought we had anopportunity to drive down purchasing costs not by 2 percent butby something on the order of $1 billion over the next five years said Stegner who i s quoted i n John Kotter and Dan Cohens essentialbook The Heart of ChangeTo reap these savings a big process shift would be requiredand for that shift to occur Stegner knew that hed have to convincehis bosses

Seeking a compelling example of the companys poor purchasinghabits Stegner assigned a summer student intern to investigate a single item-work gloves which workers in most ofthe companys factories wore The student embarked on a missionto identify all the types of gloves used in all the companys factoriesand then trace back what the company was paying for themThe intrepid intern soon reported that the factories werepurchasing 424 different kinds of gloves Furthermore they wereusing different glove suppliers and they were all negotiating theirown prices The same pair of gloves that cost $5 at one factorymight cost $17 at another

At Stegners request the student collected a specimen of everyone of the 424 different types of gloves and tagged each with theprice paid Then all the gloves were gathered up brought to theboardroom and piled up on the conference table Stegner invitedall the division presidents to come visit the Glove Shrine

They could see the prices Theylooked at two gloves that seemed exactly alike yet onewas marked $322 and the other $105 5 Its a rare eventwhen these people dont have anything to say But thatday they just stood with their mouths gapingThe gloves exhibit soon became a traveling road show visitingdozens of plants The reaction was visceral This is crazy Werecrazy And weve got to make sure this stops happening Soon Stegnerhad exactly the mandate for change that hed sought Thecompany changed its purchasing process and saved a great deal ofmoney This was exactly the happy ending everyone wanted

Most of us would not have tried what Stegnerdid It would have been so easy so natural to make a presentationthat spoke only to the Rider Think of the possibilities thespreadsheets the savings data the cost-cutting protocols the recommendationsfor supplier consolidation the exquisite logic forcentral purchasing You could have created a 12-tabbed MicrosoftExcel spreadsheet that would have made a tax accountant weepwith joy But instead of doing any of that Stegner dumped abunch of gloves on a table and invited his bosses to see themIf there is such a thing as white-collar courage surely this was an instance

Stegner knew that if things were going to change he had toget his colleagues Elephants on his side If he had made an analyticalappeal he probably would have gotten some supportivenods and the execs might have requested a follow-up meetingsix weeks later (and then rescheduled it) The analytical case wascompelling-by itself it might have convinced Stegners colleaguesthat overhauling the purchasing system would be an importantthing to do next yearRemember that if you reach your colleagues Riders but nottheir Elephants they will have direction without motivationMaybe their Riders will drag the Elephant down the road for awhile but as weve seen that effort cant last longOnce you break through to feeling though things changeStegner delivered a jolt to his colleagues First they thought tothemselves were crazy Then they thought we can fix this Everyonecould think of a few things to try to fix the glove problemandby extension the ordering process as a whole That got theirElephants fired up to move

bull Kotter and Cohen observed that in almost all successful change efforts the sequence of change is not ANALYZETHINK-CHANGE but rather SEE-FEEL-CHANGE

Most of us would create a businesscase for the power of design Wed compile a PowerPoint presentationwith charts and graphs and strategically selected quotesfrom the chairman whod embraced the design-forward vision

When we finished our presentation everyone in the room wouldunderstand what we meant They might even agree But wouldthey change their behavior Kotters research suggests no

Main strategy 2 Motivate the Elephant

2b Shrink the Changebull If the task appears very big elephant does not want to

do it So if the elephant is tricked to do only a portion of the task or for a small time eventually the whole task to be done It is always harder to start

bull Our human emotional sides require instant gratification and sense of achieving(winning) So accomplishing subtask that is relatively easier and less time consuming provides this psychological boost

bull Example So the change may first applied to a village than to the whole country

bull Example Instead of 60 minutes students may be asked to study for 5 minutes

A local car wash ran a promotion featuring loyalty cards Everytime customers bought a car wash they got a stamp on theircards and when they filled up their cards with eight stamps theygot a free washAnother set of customers at the same car wash got a slightlydifferent loyalty card They needed to collect ten stamps (ratherthan eight) to get a free car wash-but they were given a headstart When they received their cards two stamps had alreadybeen addedThe goal was the same for both sets of customers Buy eightadditional car washes get a reward But the psychology was differentIn one case youre 20 percent of the way toward a goaland in the other case youre starting from scratch A few monthslater only 1 9 percent of the eight-stamp customers had earned afree wash versus 34 percent of the head-start group (And thehead-start group earned the free wash faster)

People find it more motivating to be partly finished with alonger journey than to be at the starting gate of a shorter oneThats why the conventional wisdom in development circles isthat you dont publicly announce a fund-raising campaign for acharity until youve already got 50 percent of the money in thebag (After all who wants to give the first $ 1 00 to a $ 1 millionfund-raising campaign)One way to motivate action then is to make people feel asthough theyre already closer to the finish line than they might have thought

That sense of progress is critical because the Elephant in usis easily demoralized Its easily spooked easily derailed and forthat reason it needs reassurance even for the very first step ofthe journeyIf youre leading a change effort you better start looking forthose first two stamps to put on your teams cards Rather thanfocusing solely on whats new and different about the change tocome make an effort to remind people whats already been conquered

A business cliche commands us to raise the bar But thatsexactly the wrong instinct if you want to motivate a reluctant ElephantYou need to lower the bar Picture taking a high-jump barand lowering it so far that it can be stepped overIf you want a reluctant Elephant to get moving you need toshrink the change

a clever self-help technique calledthe 5-Minute Room Rescue proposed by Marla Cilley a homeorganizingguru who calls herself the Fly Lady (think of zoomingthrough your housecleaning with wings) Heres what you doGet a kitchen timer and set it for 5 minutes Then go to the worstroom in your house-the one youd never let a guest see-andas the timer ticks down start clearing a path and when the timerbuzzes you can stop with a clear conscience

This is an Elephant trick The Elephant hates doing things with no immediate payoff

To get the Elephant off its duff you need to reassureit that the task wont be so bad Look its just 5 minutesHow bad can it be

What good is a 5-minute session of cleaning Not much Itgets you moving though and thats the hardest part Starting anunpleasant task is always worse than continuing it So once youstart cleaning house chances are you wont stop at 5 minutesYoull be surprised at how fast things turn around Youll start totake pride in your accomplishments-starting with the cleansink then the clean bathroom then the clean downstairs areaandthat pride and confidence will build on itself A virtuous circleBut you couldnt have enjoyed the virtuous circle without first shrinking the change

In his book TheTotal Money Makeover Ramsey

One of Ramseys best-known and most controversial debtfightingtechniques is the Debt Snowball When the Farrarsfound themselves with over $ 1 00000 in debt (not includingtheir mortgage) they started working on the Debt SnowballThe first step was to list all their debts-everything from creditcards to overdue electric bills to student loans-and then arrangethem in order from smallest to largest Next their instructionswere to make only the minimum payments on every debt withone exception

After the minimum payments were made everyavailable dollar would be put toward the first debt on the list Becausethe first debt was the smallest one it could be paid off relativelyquickly and the Farrars could cross it off the list and thendirect every available dollar to paying off the second debt thenthe third then the fourth As they crossed off each debt theywere able to eliminate a minimum payment which gave themmore cash to attack the next debt Thats why the strategy iscalled a Debt Snowball With each debt that is conquered the snowball of money applied to the next debt grows and rolls a little faster

Notice whats missing here any mention of interest rates Ifthe Farrars smallest debt was a past-due utility bill with no in

terest charges whatsoever Ramsey still advised them to pay it offbefore tackling any of their credit card bills which might have interestrates of 20 percent or aboveThis advice makes the average financial adviser cringe Afterall simple math tells us that were financially better-off if we paydown high-interest debt first

Ramsey writes --Being a certified nerd I always used to start with makingthe math work I have learned that the math doesneed to work but sometimes motivation is more importantthan math This is one of those times Faceit if you go on a diet and lose weight the first week youwill stay on that diet If you go on a diet and gain weightor go six weeks with no visible progress you will quitWhen training salespeople I try to get them a sale ortwo quickly because that fires them up When you startthe Debt Snowball and in the first few days pay off acouple oflittle debts trust me it lights your fire I dontcare if you have a masters degree in psychology youneed quick wins to get fired up And getting fired up issuper-important

Most financial advisers recommend that their clients paydown high-interest debt first in order to optimize the impact oftheir money But Ramseys not trying to solve an optimizationproblem hes trying to solve an Elephant problem The reasonpeople get themselves into financial trouble he knows is thatthey lose control They begin to feel powerless in the face of amountain of debt And you cant combat powerlessness withmath You combat it by proving to people that they can win Ifyou pay $ 1 8 5 toward a $20000 debt on a high-interest creditcard youre still going to feel hopeless But if you completely payoff a $ 1 8 5 overdue utility bill you can cross it off yo r list Youvewon a victory over debtRamsey is using the same strategy as the Fly Lady with her5-Minute Room Rescue-if people are facing a daunting taskand their instinct is to avoid it youve got to break down the taskShrink the change Make the change small enough that they canthelp but score a victory Once people clean a single room or payoff a single debt their dread starts to dissipate and their progressbegins to snowballC

One way to shrink change then is to limit the investment youreasking for-only 5 minutes of housecleaning only one smalldebt Another way to shrink change is to think of small winsmilestonesthat are within reach (Our dad Fred Heath whoworked over thirty years for IBM would tell his teams that whenmilestones seemed too distant they should look for inch pebblesNice one Dad)

Kelman a professor of public management at Harvard UniversitysKennedy School of Government got a call from theClinton administration in 1 993 asking him to lead the Officeof Federal Procurement Policy (OFPP) As the head of OFPp hewould be responsible for reforming the governments procurementefforts

Kelman was reluctant to head up OFPp knowing there wasa pretty good chance that despite his best efforts nothing wouldchange but in the end he accepted the job He knew exactly whathe was getting into because three years earlier hed written a bookabout procurement reformThere were lots of problems with procurement Over theyears the government had established many protocols and protectionsto prevent abuses of various kinds There were good intentionsbehind these protections but as they built up layerupon layer they began to cause more harm than the abusestheyd been designed to prevent For instance when makingpurchase decisions procurement officials could not use evidenceof vendors past performance

Kelman knew hed have to make some progress quickly or elsehed be dismissed If an example of successful change couldsomehow be achieved quickly it might be possible to use that toset other changes in motion he wrote later He sought a victorythat would be fast achievable and visible-a small win thatwould work for all of his constituents whether the Defense Departmentor the Health and Human Services Department If hecould get their Elephants moving with an easy mission-the governmentequivalent of the 5-Minute Room Rescue-he thoughthe would be able to keep them moving

One day a conversation with a government employee sparkedan idea The employee told Kelman that when she needed simpleinexpensive items such as a few computer disks the procurementrules made it impossible for her to walk to thecomputer superstore across the str1048958et and buy them She foundthis limitation was infuriatingKelman spotted an opportunity He went to the senior procurementexecutives and issued a challenge I want you to doubleyour agencys use ofgovernment credit cards over the next year (Noticethe precision of the challenge a la the 1 milk campaign By

being specific about the behavioral change Kelman was directinghis constituents Riders) In his vision anytime employees neededsomething small-computer disks or a replacement hard driveor a carton of office paper-they should be able to march acrossthe street armed with their credit cards and purchase what theyneeded on the spot Kelman asked the agencies to make a formalPledge to embrace the idea The agencies were supportive soKelman pushed further Over the next year he organized fourmore pledgesso here they donrsquot need quotation or tender Government may check later whether it complies fair price policy

The second pledge was a biggie Kelman asked the agencies tobreak with the tradition of ignoring past performance He knewthis would be a tough sell so he decided to push for it publiclyonly when he was sure he had at least eight agencies onboard Hehit the phones and his employees and advisers rallied the peoplein their networks Eventually his team had eight agencies signedup but he wasnt finished After we got to nine agencies participationstarted snowballing and soon we could say to the holdoutsAlmost everyone but you is participating (This outcomeforeshadows a point that we make in Chapter 1 0 about behaviorbeing contagious Kelman managed to address all three parts ofthe framework-directing the Rider motivating the Elephantand shaping the Path)

When you engineer early successes what youre really doing isengineering hope Hope is precious to a change effort Its Elephantfuel

Main strategy 2 Motivate the Elephant2c Grow your people(creating sense of

identity amp instill growth mindset)bull Be noted identity may be created it is not always

inherited thing For example creating identity like Iutians are hard working gives a boost to the elephant to do something

bull So this identity to be created in positive way bull Identity may be achieved by birth and or individual

endeavour For example citizen of a country(by birth) is an identity received by birth while lsquoEngineerrsquo identity that is earned through hard study

bull Growth mindset to be instilled by removing limiting belief that things could not be changed by trying The new belief system should be that anything could be learnt and anything is possible

bull Example Brasilatas inventors

The St Lucia Parrot exists only o n the Caribbean island o f StLucia Its gorgeous with a vivid turquoise blue face lime greenwings and a striking red shield on its chest In 1977 only onehundred St Lucia Parrots were left on the island The populationhad been decimated by habitat destruction hunters andpeople who trapped them to use as pets The St Lucia Parrotseemed doomed in the words of one biologist the species couldnot escape oblivion by the year 2000Enter an unlikely savior college student Paul Butler In 1977Butler was finishing his last year of studies at North-East LondonPolytechnic Butlers passion was conservation and hed previouslyspent five weeks completing a field research expedition inSt Lucia where hed studied the parrot and submitted recommendationsfor preserving the species

Pg 149

Weve seen that one way to motivate a switch is to shrink thechange which makes people feel big relative to the challengeBut here were seeing something different Paul Butler didntshrink the change Instead he grew the people He made the StLucians swell with pride over their parrot-a species that existsnowhere else He inspired them to feel more determined moreready more motivated And when you build people up in thisway they dtvelop the strength to act

In essence Butlers goal was to convince St Lucians that theywere the kind of people who protected their own In public eventsButler stressed This parrot is ours Nobody has this but us Weneed to cherish it and look after it He did everything in hispower to make the public more familiar with the bird He hostedSt Lucia Parrot puppet shows distributed T-shirts cajoled a localband to record songs about the bird convinced local hotels toprint up bumper stickers recruited volunteers to dress up in parrotcostumes and visit local schools and asked local ministers tocite relevant Bible verses (for instance verses that instructed believersto be good stewards of the things that were in their trust)

James March a professor of politicalscience at Stanford University March says that when peoplemake choices they tend to rely on one of two basic models ofdecision making the consequences model or the identity modelThe consequences model is familiar to students of economicsIt assumes that when we have a decision to make we weigh thecosts and benefits of our options and make the choice thatmaximizes our satisfaction Its a rational analytical approachThis is the approach that Paul Buder knew would fail withSt Lucians because there simply wasnt a strong costbenefitcase for the parrot

In the identity model of decision making we essentially askourselves three questions when we have a decision to make Whoam l What kind of situation is this What would someone like medo in this situation Notice whats missing any calculation of costsand benefits The identity model explains the way most peoplevote which contradicts our notion of the self-interested voterIt helps to shed light on why an auto mechanic in Oklahomawould vote against a Democrat whod give him health insuranceand why a Silicon Valley millionaire would vote against a Republicanwhod cut her taxes

Generally when we use the word identity were talking aboutan immutable trait of some kind-such as a racial ethic orregional identity But thats a relatively narrow use of the termWere not just born with an identity we adopt identities throughoutour lives We aspire to be good mothers or fathers devoutCatholics or Muslims patriotic citizens and so on

Or consider a professional identity such as being a scientistClearly youre not born a scientist Its an identity you seek outand one that others such as your professors and mentors consciouslycultivate in you As you develop and grow in that identityit becomes an increasingly important part of your self-imageand triggers the kind of decision making that March describes

Its critical to realize that these identity stories arent just specialcase situations confined to scientists or nurses or St LuciansIdentity is going to play a role in nearly every change situationEven yours When you think about the people whose behaviorneeds to change ask yourself whether they would agree with thisstatement I aspire to be the kind of person who would makethis change If their answer is yes thats an enormous factor in your favor If their answer is no then youll have to work hard toshow them that they should aspire to a different self-image Andthats exactly what Paul Butler did in St Lucia He convinced theislands citizens to think This is our bird-if we want to be goodSt Lucians wed better protect it

in a business context consider a firmthat invented an identity that subsequently became the engine ofits success The firm is Brasilata-its a US$ 1 70 million manufacturingfirm in Brazil that produces various kinds of steel cansAs youd imagine the can manufacturing industry is relativelymature-not much growth not much excitement But Brasilatadefies the stereotype of a boring stuck-in-its ways manufacturerIn fact it has one of the best reputations for innovation of anycompany in Latin America

How does a manufacturer of cans become known as an innovatorBrasilatas founders were inspired by the philosophy ofJapanese car manufacturers like Honda and Toyota which empoweredtheir frontline employees to take ownership of theirwork For instance at Toyota any employee who spotted a defectcould stop the assembly line (this would have been unthinkablein Detroit at the time) Toyota and Honda also actively solicited

ideas for innovation from their employees In 1 987 the foundersof Brasilata launched an employee-innovation program modeledon the Japanese forerunnersA new identity was the core of the program Employees ofBrasilata hecame known as inventors and when new employeesjoined the firm they were asked to sign an innovation contractThis wasnt simply feel-good language Top management challengedemployees to be on the lookout for potential innovationsideasfor how to create better products improve productionprocesses and squeeze costs out of the system Procedures developedwithin the factory made it easy for inventors to submit theirideas

The program succeeded beyond any reasonable expectationsIn 2008 employees submitted 1 34846 ideas-an averageof 1452 ideas per inventor This figure puts Brasilata on par withthe Japanese trendsetters that had inspired the programMany of the suggestions led to the development of new productsFor instance in late 2008 Brasilata came up with a new approachfor steel cans designed to carry dangerous or flammableliquids To meet United Nations standards such cans must beable to withstand a drop from 1 2 meters (roughly 4 feet) Traditionallymost manufacturers had reached this standard by thickeningthe metal layers which used up more raw material andrequired new production processes And the reinforced designswerent foolproof-the metal seams were prone to split if a canlanded on an edgeBrasilatas inventors

suggested a new design inspired by carbumpers that collapse on impact Their new steel can deformedslightly on impact reducing stress on the critical seam The newdesign resisted impact better while also reducing the amount ofsteel in the canThe inventors have led Brasilata through emergencies In200 1 a severe energy crisis-the blackout syndrome ndashforced

the government of Brazil to ration energy Businesses received astrict quota of electricity The inventors went to work dreamingup power-saving ideas-hundreds of them Within a few weeksBrasilatas energy consumption was reduced by 35 percent fallingbelow the companys quota and allowing the company to resell itsextra energy

Another unexpected idea was jointly suggested by two employeesEliminate our jobs theyre not necessary anymore The ideawas accepted but the company found a new place for the employeesBrasilata has a no-dismissal policy and also distributes1 5 percent of its net profits to employees Its no surprise thatBrasilata consistently appears on best places to work lists inBrazilLets remember something This inventor identity whichhas fueled business success and employee satisfaction was madeup None of Brasilatas employees were born inventors Theidentity was introduced to them and they liked the sound of itIt seemed to be a mantle worth wearing Being an inventor hasbecome a source of pride and strength

If cultivating an identity sounds daunting take heart A classicstudy in psychology shows that you can start with small steps Inthe 1960s two psychologists from Stanford University JonathanFreedman and Scott Fraser asked a researcher to go door-to-doorin an upscale neighborhood in Palo Alto California

Pg 158

indeed 83 percent of the home ownerspassed on the opportunity ldquo

Two weeks earlier thesame home owners had been approached by a volunteer claimingto represent a different driver-safety organization They wereasked to put a tiny Be a Safe Driver sign-less than half thesize of a postcard-in the window of their car or home The volunteersaid the sign was intended to make citizens more aware ofthe need to drive carefully This seemed such a trivial commitmentthat almost all of the home owners said yes

When the researcherscame back two weeks later and asked the home owners to installthe eyesore billboard 76 percent accepted it

the science of the billboardstudy says something pretty remarkable It shows us that peopleare receptive to developing new identities that identities growfrom small beginnings Once you start seeing yourself as a concernedcitizen youll want to keep acting like one Thats tremendouslygood news for someone leading a change effort It meansfor example that if you can show people why the environment isworth caring about it wont take years for them to think of themselvesas environmentalists It took only a few days for the homeowners to think of themselves as concerned citizens

You need to create the expectationof failure-not the failure of the mission itself but failureen route This notion takes us into a fascinating area of researchthat is likely to change the way you view the world

Main strategy 3 Shape the path3a Tweak the environment

bull TWEAK THE ENVIRONMENT When the situation changes the behavior

bull changes So change the situation [Throwing out the phone system at Rackspace

bull 1-Click ordering simplifying the online time sheet]bull Tweaking the environment is about making the right

behaviors a little bit easier and the wrong behaviors a little bit harder Its that simple

bull ]

Fundamental attribution error ndash we hurrily judge someonesomething from Direct

attributes but forget about situation that may have created those attributes

frequently blind to the power of situations In a famousarticle Stanford psychologist Lee Ross surveyed dozens ofstudies in psychology and noted that people have a systematictendency to ignore the situational forces that shape other peoplesbehavior He called this deep-rooted tendency the FundamentalAttribution Error The error lies in our inclination toattribute peoples behavior to the way they are rather than to thesituation they are in

how a smoother Path can change behavior consider someresearch that studied why college students did (or didnt) donatefood to a canned-food drive for charity The researchers knewsome students would be more charitable and generous thanothers and would be more inclined to donate food Theresearchers wondered Can we alter the situation so that jerks givetoo

Pg 182

Some students received a basicletter announcing the launch of a food drive the following weekand asking them to bring canned food to a booth on TressiderPlaza (a well-known spot on campus) Other students received amore detailed letter which included a map to the precise spot arequest for a can of beans and a suggestion that they think abouta time when theyd ordinarily be near Tressider Plaza so theywouldnt have to go out of their way to get there

Students who received the basic letter were not very generousOnly 8 percent of the saints donated and not a single one ofthe jerks

Students who received the more detailedletter were substantially more charitable 42 percent of thesaints donated and so did 2 5 percent of the jerks

Tweaking the environment is about making the right behaviorsa little bit easier and the wrong behaviors a little bit harder Itsthat simple

3b Build habit

bull When something becomes a habit our rational brain(rider) does not have to exert almost any energy or will power This will power energy is of limited supply and could not work for long stretch of time

bull So if step by step procedure some objective or main task could be turned into a habit it would be easier for human beings to do it

bull BUILD HABITS When behavior is habitual its free-it doesnt tax the Rider

bull Look for ways to encourage habits [Setting action triggers eating two bowls of

bull soup while dieting using checklists

Example or strategy to build habit

bull 21 days repetition method

3b Action trigger

Peter Gollwitzer a psychologist at New York University is thepioneer of work in this area He and colleague Veronika Brandstarterfound that action triggers are quite effective in motivatingaction

By preloading the decisionwe conserve the Riders self-control(it does not have to think about what to do)

In one study they tracked college students who had theoption to earn extra credit in a class by writing a paper about how they spent Christmas Eve But there was a catch To earn the credit they had to submit the paper by December 26 Most studentshad good intentions of writing the paper but only 33 percentof them got around to writing and submitting it Otherstudents in the study were required to set action triggers-tonote in advance exactly when and where they intended to write the report (for example Ill write this report in my dads officeon Christmas morning before everyone gets up) A whopping75 percent of those students wrote the report

3c Rally the herd

bull Social and peer pressure is a very strong force in motivating us to do something

bull So if influential celebrity type people do something the majority follow through Here 8020 rule applies

bull Again if someone could be told that the majority are doing this heshe would like to be the part of the group(here) and comply with Therefore become happy as becoming of a group that fulfills our belonging needs

bull The Elephant constantly looks to the herd for cues about how to behave

bull Other people are getting their work done on time Why wont you

bull RALLY THE HERD Behavior is contagious Help it spread [Fataki in Tanzaniafree spaces in hospitals seeding the tip jar]

By STANDER effect ndash humanbeings take decision after

looking what others doColumbia University students having volunteered for a researchstudy were asked to sit in a room and fill out a surveySome were left alone others were put in rooms with two otherstudents As they filled out their surveys a crisis emergedSmoke began to pour into the room through a wall vent Thesmoke continued to flow in irregular puffs until eventually theroom was filled with haze Of the students sitting in a room bythemselves 75 percent got up and found someone to alert aboutthe smoke But when three students were placed in the roomat the same time only 38 percent of the groups of three ever reportedthe smoke They just sat there inhaling the smoke eachindividuals inaction signaling to the other two people in theroom that this smoke cloud isnt such a big deal

In a similar study individuals or pairs who were completinga survey heard what sounded like a woman falling down loudlyon the other side of a room divider Of the lone bystanders 70percent went to help her but only 40 percent of the pairs helpedEven when the pairs helped they acted more slowly than the individuals

Why do groups fail to respond as well as individualsIn ambiguous situations-smoke pouring into a room theapparent sound of a fall-people look to others for cues abouthow to interpret the event If you see a man suddenly collapse atthe mall your brain races through possible interpretations Its aheart attack Or wait maybe he tripped and fell down Or whatif hes playing a gag on someone Youre reluctant to rush overimmediately because if he simply tripped your alarm-bell behaviorwill leave you both embarrassedIf youre the only person around to react youll probably makeyour best guess-heart attack-and rush over But if theres acrowd youve got two stimuli to process the collapse itself andthe crowds reaction to the collapse You might pause briefly tostudy the crowd Are other people acting like hes had a heart attackYou stand there idling ready to spring into action at thefirst sign of crisis But as you wait other people are looking backat you and when they see you idling your behavior becomes datafor their theory that its not an emergency And thats why threepeople can sit in a room filling with smoke and not make a peep

a group of socialpsychologists persuaded a hotel manager to test out a newsign in the hotel bathrooms The sign didnt mention the environmentat alIi it simply said that the the majority of guests atthe hotel reuse their towels at least once during their stay Itworked-guests who got this sign were 26 percent more likely toreuse their towels They took cues from the herdNote the downside though If the sign had said About 8of our guests decide to reuse their towels new guests would havebeen less likely to reuse theirs

SummaryHOW TO MAKE A SWITCHFor things to change somebody somewhere has to start actingdifferently Maybe its you maybe its your teamPicture that person (or people)Each has an emotional Elephant side and a rational Rider sideYouve got to reach both And youve also got to clear the wayfor them to succeed In short you must do three things

DIRECT the RiderFOLLOW THE BRIGHT SPOTS Investigate whats working and clone it [Jerrysternin in Vietnam solutions-focused therapy]SCRIPT THE CRITICAL MOVES Dont think big picture think in terms of specificbehaviors [1 milk four rules at the Brazilian railroad]POINT TO THE DESTINATION Change is easier when you know where youregoing and why its worth it [You ll be third graders soon No dry holes at BP]

MOTIVATE the ElephantFIND THE FEELING Knowing something isn t enough to cause change Makepeople feel something [Piling gloves on the table the chemotherapy video gameRobyn Waterss demos at Target]SHRINK THE CHANGE Break down the change until it no longer spooks the Elephant[The 5-Minute Room Rescue procurement reform]GROW YOUR PEOPLE Cultivate a sense of identity and instill the growth mindset[Brasilatas inventors junior-high math kids turnaround]

SHAPE the PathTWEAK THE ENVIRONMENT When the situation changes the behaviorchanges So change the situation [Throwing out the phone system at Rackspace1-Click ordering simplifying the online time sheet]BUILD HABITS When behavior is habitual its free-it doesnt tax the RiderLook for ways to encourage habits [Setting action triggers eating two bowls ofsoup while dieting using checklists]RALLY THE HERD Behavior is contagious Help it spread [Fataki in Tanzaniafree spaces in hospitals seeding the tip jar]

Summary Direct the Rider(Head rational thinker)

Heres the good news The Riders strengths are substantialand his flaws can be mitigated When you appeal to the Rider insideyourself or inside others you are trying to influence yourgame plan should be simpleFirst follow the bright spots Think of the Vietnamese childrenwho stayed well nourished against the odds or the Genentechsales reps who racked up sales against the odds AB you analyzeyour situation youre sure to find some things that are workingbetter than others Dont obsess about the failures Instead investigateand clone the successesNext give direction to the Rider-both a start and a finishSend him a destination postcard (Youll be a third grader soon)and script his critical moves (Buy 1 milk) When you do these things youll prepare the Rider to lead aswitch And youll arm him for the ongoing struggles with hisreluctant and formidable partner the Elephant

Summary Motivate the Elephant(Lazy pleasure loving self)

In times of change we need to remind ourselves and others againand again of certain basic truths Our brains and our abilities arelike muscles They can be strengthened with practice Were notborn skateboarders or scientists or nurses we must learn how toskateboard do science or care for sick people And our inspirationto change ourselves comes from our desire to live up to thoseidentitiesIn the story of Molly Howard we see that amazing things canhappen when you combine the aspiration of a new identity withthe persistence of the growth mindset Thats how you grow yourpeople

Over the past few chapters weve seen that the centralchallenge of change is keeping the Elephant moving forwardWhereas the Rider needs direction the Elephant needs motivationAnd weve seen that motivation comes from feelingknowledgeisnt enough to motivate change But motivation alsocomes from confidence The Elephant has to believe that its capableof conquering the change And there are two routes tobuilding peoples confidence so that they feel big relative totheir challenge You can shrink the change or grow your people(or preferably both)

Summary Shaping the pathOur picture of change is still incomplete though because itsclear that in some situations even a reluctant Elephant and a confusedRider will manage to change their behavior For instanceconsider the fact that even a lost angry driver who is hopelesslylate for an appointment will stop dutifully for a red lightThats why to make changes stick weve got to think aboutshaping the Path

First you need to tweak theenvironment to provide a free space for discussion At Alpha therotational teams had a private place to meet and that created afree space where the new identity could grow Do your own reformershave a private place where they can meet and coordinate

Second you should build good habits Recall the idea of actiontriggers-visualizing when and where you are going to dosomething important The interns at Alpha were essentially settingaction triggers They thought about what they would sayand how they would act when 9 pm came and the signoutprocess was triggered They mentally rehearsed how they wouldrespond if an argument flared up with the night resident Havemembers of your team rehearsed how theyll react when theymeet resistance from your organizations old guard

Finally you should rally the herd At Alpha the leaders helpedthe reformers find one another and the reformers began to createa language-as we saw in the examples of the designateddriver and Fataki-that allowed them to talk about their valueswith others As a leader you can help prod them to create this languageto find ways to articulate what is different and better aboutthe change you seek

We started the Path section by discussing the Fundamental AttributionError-the tendency to attribute behavior to peoplescharacter rather than to their environments Look again at theteaching-hospital example At Alpha 42 percent of superiors supportedthe change at Beta 66 percent supported it Almost all ofus would have put our money on Beta Not many of us whenconfronted with that data would have immediately thought Yesbut what about the situational forces

At the two hospitals individual character competed with situationalforces and situational forces won This brings us backfull circle to the food drive study where a jerk with clear instructionswas more charitable than a saint with generic instructionsThe line between saints and jerks wasnt as clear as we mighthave thought Neither was the line between supporters and resistersof hospital reformIf the right Path can turn a jerk into a saint then the rightPath can also turn a change enemy into an ally

ReferenceReference book HOW TO CHANGE THINGS WHEN CH ANGE IS HARD

By CHIP HEATH (a professor at the GraduateSchool of Business at Stanford University) and DAN HEATH(a senior fellow at Duke Universitys Centerfor the Advancement of Social Entrepreneurship(CASE))

• Change Management
• Reference
• Slide 3
• Rider
• Elephant
• Main strategy 1 Direct the Rider 1a Follow the brightspot
• Details of Vietnam example
• Slide 8
• Slide 9
• Main strategy 1 Direct the Rider 1b Script the critical move
• Slide 11
• Slide 12
• Main strategy 1 Direct the Rider 1c POINT TO THE DESTINATION
• Main strategy 2 Motivate the Elephant 2a Find the Feeling
• Slide 15
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• Slide 17
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• Slide 20
• Slide 21
• Slide 22
• Slide 23
• Main strategy 2 Motivate the Elephant 2b Shrink the Change
• Slide 25
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• Slide 34
• Slide 35
• Slide 36
• Slide 37
• Slide 38
• Slide 39
• Slide 40
• Main strategy 2 Motivate the Elephant 2c Grow your people(creating sense of identity amp instill growth mindset)
• Slide 42
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• Slide 46
• Slide 47
• Slide 48
• Slide 49
• Slide 50
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• Slide 52
• Slide 53
• Slide 54
• Slide 55
• Main strategy 3 Shape the path 3a Tweak the environment
• Fundamental attribution error ndash we hurrily judge someonesomething from Direct attributes but forget about situation that may have created those attributes
• Slide 58
• Slide 59
• 3b Build habit
• Slide 61
• Example or strategy to build habit
• 3b Action trigger
• Slide 64
• 3c Rally the herd
• Slide 66
• By STANDER effect ndash humanbeings take decision after looking what others do
• Slide 68
• Slide 69
• Slide 70
• Summary
• Slide 72
• Slide 73
• Summary Direct the Rider(Head rational thinker)
• Summary Motivate the Elephant(Lazy pleasure loving self)
• Slide 76
• Summary Shaping the path
• Slide 78
• Slide 79
• Slide 80
• Slide 81

bull Example to fight against obesity Americans are to be advised to eat healthy foods Mentioning every meal with a list of diet tax human minds a lot and usually not successful

bull So the researchers decided to pick a critical one and that is milk in break fast

bull They found that if milk intake in the breakfast could be changed from whole fat to low fat(1 fat) then the saturated fat level in most American will come below the danger level

Main strategy 1 Direct the Rider1c POINT TO THE DESTINATION

bull A clear concrete precise(if possible given in numbers like 10 profit increase this year) goal

bull Sometimes 100 success goal is good to clear any ambiguity

bull Example BPrsquos no dry holes goal The management found that when their geologists say that this field has more than 75 probability of having oil usually they find it So it would be better to go for 100 success rate Industrial standard was 1 in 8 holes BPrsquos standard was 1 out of 5 holes After taking the lsquono dryholersquo goal BPrsquos success rate has become 2 out of 3 thatrsquos very good at any standard

Main strategy 2 Motivate the Elephant

2a Find the Feelingbull To motivate the pleasure loving pain

avoiding self(elephant) it is best to show the real thing give him the tactile feeling odour taste etc

bull Example tagging the gloves with price and put them in the conference table to motivate the managers to purchase wisely and cheap

In The Heart oChange John Kotter and Dan Cohen report ona study they conducted with the help of a team at Deloitte ConsultingThe project team interviewed over 400 people acrossmore than 130 companies in the United States Europe Australiaand South Africa in hopes of understanding why change happensin large organizations Summarizing the data Kotter andCohen said that in most change situations managers initiallyfocus on strategy structure culture or systems which leads themto miss the most important issue

Jon Stegner believed the company he worked for a large manufacturerwas wasting vast sums of money I thought we had anopportunity to drive down purchasing costs not by 2 percent butby something on the order of $1 billion over the next five years said Stegner who i s quoted i n John Kotter and Dan Cohens essentialbook The Heart of ChangeTo reap these savings a big process shift would be requiredand for that shift to occur Stegner knew that hed have to convincehis bosses

Seeking a compelling example of the companys poor purchasinghabits Stegner assigned a summer student intern to investigate a single item-work gloves which workers in most ofthe companys factories wore The student embarked on a missionto identify all the types of gloves used in all the companys factoriesand then trace back what the company was paying for themThe intrepid intern soon reported that the factories werepurchasing 424 different kinds of gloves Furthermore they wereusing different glove suppliers and they were all negotiating theirown prices The same pair of gloves that cost $5 at one factorymight cost $17 at another

At Stegners request the student collected a specimen of everyone of the 424 different types of gloves and tagged each with theprice paid Then all the gloves were gathered up brought to theboardroom and piled up on the conference table Stegner invitedall the division presidents to come visit the Glove Shrine

They could see the prices Theylooked at two gloves that seemed exactly alike yet onewas marked $322 and the other $105 5 Its a rare eventwhen these people dont have anything to say But thatday they just stood with their mouths gapingThe gloves exhibit soon became a traveling road show visitingdozens of plants The reaction was visceral This is crazy Werecrazy And weve got to make sure this stops happening Soon Stegnerhad exactly the mandate for change that hed sought Thecompany changed its purchasing process and saved a great deal ofmoney This was exactly the happy ending everyone wanted

Most of us would not have tried what Stegnerdid It would have been so easy so natural to make a presentationthat spoke only to the Rider Think of the possibilities thespreadsheets the savings data the cost-cutting protocols the recommendationsfor supplier consolidation the exquisite logic forcentral purchasing You could have created a 12-tabbed MicrosoftExcel spreadsheet that would have made a tax accountant weepwith joy But instead of doing any of that Stegner dumped abunch of gloves on a table and invited his bosses to see themIf there is such a thing as white-collar courage surely this was an instance

Stegner knew that if things were going to change he had toget his colleagues Elephants on his side If he had made an analyticalappeal he probably would have gotten some supportivenods and the execs might have requested a follow-up meetingsix weeks later (and then rescheduled it) The analytical case wascompelling-by itself it might have convinced Stegners colleaguesthat overhauling the purchasing system would be an importantthing to do next yearRemember that if you reach your colleagues Riders but nottheir Elephants they will have direction without motivationMaybe their Riders will drag the Elephant down the road for awhile but as weve seen that effort cant last longOnce you break through to feeling though things changeStegner delivered a jolt to his colleagues First they thought tothemselves were crazy Then they thought we can fix this Everyonecould think of a few things to try to fix the glove problemandby extension the ordering process as a whole That got theirElephants fired up to move

bull Kotter and Cohen observed that in almost all successful change efforts the sequence of change is not ANALYZETHINK-CHANGE but rather SEE-FEEL-CHANGE

Most of us would create a businesscase for the power of design Wed compile a PowerPoint presentationwith charts and graphs and strategically selected quotesfrom the chairman whod embraced the design-forward vision

When we finished our presentation everyone in the room wouldunderstand what we meant They might even agree But wouldthey change their behavior Kotters research suggests no

Main strategy 2 Motivate the Elephant

2b Shrink the Changebull If the task appears very big elephant does not want to

do it So if the elephant is tricked to do only a portion of the task or for a small time eventually the whole task to be done It is always harder to start

bull Our human emotional sides require instant gratification and sense of achieving(winning) So accomplishing subtask that is relatively easier and less time consuming provides this psychological boost

bull Example So the change may first applied to a village than to the whole country

bull Example Instead of 60 minutes students may be asked to study for 5 minutes

A local car wash ran a promotion featuring loyalty cards Everytime customers bought a car wash they got a stamp on theircards and when they filled up their cards with eight stamps theygot a free washAnother set of customers at the same car wash got a slightlydifferent loyalty card They needed to collect ten stamps (ratherthan eight) to get a free car wash-but they were given a headstart When they received their cards two stamps had alreadybeen addedThe goal was the same for both sets of customers Buy eightadditional car washes get a reward But the psychology was differentIn one case youre 20 percent of the way toward a goaland in the other case youre starting from scratch A few monthslater only 1 9 percent of the eight-stamp customers had earned afree wash versus 34 percent of the head-start group (And thehead-start group earned the free wash faster)

People find it more motivating to be partly finished with alonger journey than to be at the starting gate of a shorter oneThats why the conventional wisdom in development circles isthat you dont publicly announce a fund-raising campaign for acharity until youve already got 50 percent of the money in thebag (After all who wants to give the first $ 1 00 to a $ 1 millionfund-raising campaign)One way to motivate action then is to make people feel asthough theyre already closer to the finish line than they might have thought

That sense of progress is critical because the Elephant in usis easily demoralized Its easily spooked easily derailed and forthat reason it needs reassurance even for the very first step ofthe journeyIf youre leading a change effort you better start looking forthose first two stamps to put on your teams cards Rather thanfocusing solely on whats new and different about the change tocome make an effort to remind people whats already been conquered

A business cliche commands us to raise the bar But thatsexactly the wrong instinct if you want to motivate a reluctant ElephantYou need to lower the bar Picture taking a high-jump barand lowering it so far that it can be stepped overIf you want a reluctant Elephant to get moving you need toshrink the change

a clever self-help technique calledthe 5-Minute Room Rescue proposed by Marla Cilley a homeorganizingguru who calls herself the Fly Lady (think of zoomingthrough your housecleaning with wings) Heres what you doGet a kitchen timer and set it for 5 minutes Then go to the worstroom in your house-the one youd never let a guest see-andas the timer ticks down start clearing a path and when the timerbuzzes you can stop with a clear conscience

This is an Elephant trick The Elephant hates doing things with no immediate payoff

To get the Elephant off its duff you need to reassureit that the task wont be so bad Look its just 5 minutesHow bad can it be

What good is a 5-minute session of cleaning Not much Itgets you moving though and thats the hardest part Starting anunpleasant task is always worse than continuing it So once youstart cleaning house chances are you wont stop at 5 minutesYoull be surprised at how fast things turn around Youll start totake pride in your accomplishments-starting with the cleansink then the clean bathroom then the clean downstairs areaandthat pride and confidence will build on itself A virtuous circleBut you couldnt have enjoyed the virtuous circle without first shrinking the change

In his book TheTotal Money Makeover Ramsey

One of Ramseys best-known and most controversial debtfightingtechniques is the Debt Snowball When the Farrarsfound themselves with over $ 1 00000 in debt (not includingtheir mortgage) they started working on the Debt SnowballThe first step was to list all their debts-everything from creditcards to overdue electric bills to student loans-and then arrangethem in order from smallest to largest Next their instructionswere to make only the minimum payments on every debt withone exception

After the minimum payments were made everyavailable dollar would be put toward the first debt on the list Becausethe first debt was the smallest one it could be paid off relativelyquickly and the Farrars could cross it off the list and thendirect every available dollar to paying off the second debt thenthe third then the fourth As they crossed off each debt theywere able to eliminate a minimum payment which gave themmore cash to attack the next debt Thats why the strategy iscalled a Debt Snowball With each debt that is conquered the snowball of money applied to the next debt grows and rolls a little faster

Notice whats missing here any mention of interest rates Ifthe Farrars smallest debt was a past-due utility bill with no in

terest charges whatsoever Ramsey still advised them to pay it offbefore tackling any of their credit card bills which might have interestrates of 20 percent or aboveThis advice makes the average financial adviser cringe Afterall simple math tells us that were financially better-off if we paydown high-interest debt first

Ramsey writes --Being a certified nerd I always used to start with makingthe math work I have learned that the math doesneed to work but sometimes motivation is more importantthan math This is one of those times Faceit if you go on a diet and lose weight the first week youwill stay on that diet If you go on a diet and gain weightor go six weeks with no visible progress you will quitWhen training salespeople I try to get them a sale ortwo quickly because that fires them up When you startthe Debt Snowball and in the first few days pay off acouple oflittle debts trust me it lights your fire I dontcare if you have a masters degree in psychology youneed quick wins to get fired up And getting fired up issuper-important

Most financial advisers recommend that their clients paydown high-interest debt first in order to optimize the impact oftheir money But Ramseys not trying to solve an optimizationproblem hes trying to solve an Elephant problem The reasonpeople get themselves into financial trouble he knows is thatthey lose control They begin to feel powerless in the face of amountain of debt And you cant combat powerlessness withmath You combat it by proving to people that they can win Ifyou pay $ 1 8 5 toward a $20000 debt on a high-interest creditcard youre still going to feel hopeless But if you completely payoff a $ 1 8 5 overdue utility bill you can cross it off yo r list Youvewon a victory over debtRamsey is using the same strategy as the Fly Lady with her5-Minute Room Rescue-if people are facing a daunting taskand their instinct is to avoid it youve got to break down the taskShrink the change Make the change small enough that they canthelp but score a victory Once people clean a single room or payoff a single debt their dread starts to dissipate and their progressbegins to snowballC

One way to shrink change then is to limit the investment youreasking for-only 5 minutes of housecleaning only one smalldebt Another way to shrink change is to think of small winsmilestonesthat are within reach (Our dad Fred Heath whoworked over thirty years for IBM would tell his teams that whenmilestones seemed too distant they should look for inch pebblesNice one Dad)

Kelman a professor of public management at Harvard UniversitysKennedy School of Government got a call from theClinton administration in 1 993 asking him to lead the Officeof Federal Procurement Policy (OFPP) As the head of OFPp hewould be responsible for reforming the governments procurementefforts

Kelman was reluctant to head up OFPp knowing there wasa pretty good chance that despite his best efforts nothing wouldchange but in the end he accepted the job He knew exactly whathe was getting into because three years earlier hed written a bookabout procurement reformThere were lots of problems with procurement Over theyears the government had established many protocols and protectionsto prevent abuses of various kinds There were good intentionsbehind these protections but as they built up layerupon layer they began to cause more harm than the abusestheyd been designed to prevent For instance when makingpurchase decisions procurement officials could not use evidenceof vendors past performance

Kelman knew hed have to make some progress quickly or elsehed be dismissed If an example of successful change couldsomehow be achieved quickly it might be possible to use that toset other changes in motion he wrote later He sought a victorythat would be fast achievable and visible-a small win thatwould work for all of his constituents whether the Defense Departmentor the Health and Human Services Department If hecould get their Elephants moving with an easy mission-the governmentequivalent of the 5-Minute Room Rescue-he thoughthe would be able to keep them moving

One day a conversation with a government employee sparkedan idea The employee told Kelman that when she needed simpleinexpensive items such as a few computer disks the procurementrules made it impossible for her to walk to thecomputer superstore across the str1048958et and buy them She foundthis limitation was infuriatingKelman spotted an opportunity He went to the senior procurementexecutives and issued a challenge I want you to doubleyour agencys use ofgovernment credit cards over the next year (Noticethe precision of the challenge a la the 1 milk campaign By

being specific about the behavioral change Kelman was directinghis constituents Riders) In his vision anytime employees neededsomething small-computer disks or a replacement hard driveor a carton of office paper-they should be able to march acrossthe street armed with their credit cards and purchase what theyneeded on the spot Kelman asked the agencies to make a formalPledge to embrace the idea The agencies were supportive soKelman pushed further Over the next year he organized fourmore pledgesso here they donrsquot need quotation or tender Government may check later whether it complies fair price policy

The second pledge was a biggie Kelman asked the agencies tobreak with the tradition of ignoring past performance He knewthis would be a tough sell so he decided to push for it publiclyonly when he was sure he had at least eight agencies onboard Hehit the phones and his employees and advisers rallied the peoplein their networks Eventually his team had eight agencies signedup but he wasnt finished After we got to nine agencies participationstarted snowballing and soon we could say to the holdoutsAlmost everyone but you is participating (This outcomeforeshadows a point that we make in Chapter 1 0 about behaviorbeing contagious Kelman managed to address all three parts ofthe framework-directing the Rider motivating the Elephantand shaping the Path)

When you engineer early successes what youre really doing isengineering hope Hope is precious to a change effort Its Elephantfuel

Main strategy 2 Motivate the Elephant2c Grow your people(creating sense of

identity amp instill growth mindset)bull Be noted identity may be created it is not always

inherited thing For example creating identity like Iutians are hard working gives a boost to the elephant to do something

bull So this identity to be created in positive way bull Identity may be achieved by birth and or individual

endeavour For example citizen of a country(by birth) is an identity received by birth while lsquoEngineerrsquo identity that is earned through hard study

bull Growth mindset to be instilled by removing limiting belief that things could not be changed by trying The new belief system should be that anything could be learnt and anything is possible

bull Example Brasilatas inventors

The St Lucia Parrot exists only o n the Caribbean island o f StLucia Its gorgeous with a vivid turquoise blue face lime greenwings and a striking red shield on its chest In 1977 only onehundred St Lucia Parrots were left on the island The populationhad been decimated by habitat destruction hunters andpeople who trapped them to use as pets The St Lucia Parrotseemed doomed in the words of one biologist the species couldnot escape oblivion by the year 2000Enter an unlikely savior college student Paul Butler In 1977Butler was finishing his last year of studies at North-East LondonPolytechnic Butlers passion was conservation and hed previouslyspent five weeks completing a field research expedition inSt Lucia where hed studied the parrot and submitted recommendationsfor preserving the species

Pg 149

Weve seen that one way to motivate a switch is to shrink thechange which makes people feel big relative to the challengeBut here were seeing something different Paul Butler didntshrink the change Instead he grew the people He made the StLucians swell with pride over their parrot-a species that existsnowhere else He inspired them to feel more determined moreready more motivated And when you build people up in thisway they dtvelop the strength to act

In essence Butlers goal was to convince St Lucians that theywere the kind of people who protected their own In public eventsButler stressed This parrot is ours Nobody has this but us Weneed to cherish it and look after it He did everything in hispower to make the public more familiar with the bird He hostedSt Lucia Parrot puppet shows distributed T-shirts cajoled a localband to record songs about the bird convinced local hotels toprint up bumper stickers recruited volunteers to dress up in parrotcostumes and visit local schools and asked local ministers tocite relevant Bible verses (for instance verses that instructed believersto be good stewards of the things that were in their trust)

James March a professor of politicalscience at Stanford University March says that when peoplemake choices they tend to rely on one of two basic models ofdecision making the consequences model or the identity modelThe consequences model is familiar to students of economicsIt assumes that when we have a decision to make we weigh thecosts and benefits of our options and make the choice thatmaximizes our satisfaction Its a rational analytical approachThis is the approach that Paul Buder knew would fail withSt Lucians because there simply wasnt a strong costbenefitcase for the parrot

In the identity model of decision making we essentially askourselves three questions when we have a decision to make Whoam l What kind of situation is this What would someone like medo in this situation Notice whats missing any calculation of costsand benefits The identity model explains the way most peoplevote which contradicts our notion of the self-interested voterIt helps to shed light on why an auto mechanic in Oklahomawould vote against a Democrat whod give him health insuranceand why a Silicon Valley millionaire would vote against a Republicanwhod cut her taxes

Generally when we use the word identity were talking aboutan immutable trait of some kind-such as a racial ethic orregional identity But thats a relatively narrow use of the termWere not just born with an identity we adopt identities throughoutour lives We aspire to be good mothers or fathers devoutCatholics or Muslims patriotic citizens and so on

Or consider a professional identity such as being a scientistClearly youre not born a scientist Its an identity you seek outand one that others such as your professors and mentors consciouslycultivate in you As you develop and grow in that identityit becomes an increasingly important part of your self-imageand triggers the kind of decision making that March describes

Its critical to realize that these identity stories arent just specialcase situations confined to scientists or nurses or St LuciansIdentity is going to play a role in nearly every change situationEven yours When you think about the people whose behaviorneeds to change ask yourself whether they would agree with thisstatement I aspire to be the kind of person who would makethis change If their answer is yes thats an enormous factor in your favor If their answer is no then youll have to work hard toshow them that they should aspire to a different self-image Andthats exactly what Paul Butler did in St Lucia He convinced theislands citizens to think This is our bird-if we want to be goodSt Lucians wed better protect it

in a business context consider a firmthat invented an identity that subsequently became the engine ofits success The firm is Brasilata-its a US$ 1 70 million manufacturingfirm in Brazil that produces various kinds of steel cansAs youd imagine the can manufacturing industry is relativelymature-not much growth not much excitement But Brasilatadefies the stereotype of a boring stuck-in-its ways manufacturerIn fact it has one of the best reputations for innovation of anycompany in Latin America

How does a manufacturer of cans become known as an innovatorBrasilatas founders were inspired by the philosophy ofJapanese car manufacturers like Honda and Toyota which empoweredtheir frontline employees to take ownership of theirwork For instance at Toyota any employee who spotted a defectcould stop the assembly line (this would have been unthinkablein Detroit at the time) Toyota and Honda also actively solicited

ideas for innovation from their employees In 1 987 the foundersof Brasilata launched an employee-innovation program modeledon the Japanese forerunnersA new identity was the core of the program Employees ofBrasilata hecame known as inventors and when new employeesjoined the firm they were asked to sign an innovation contractThis wasnt simply feel-good language Top management challengedemployees to be on the lookout for potential innovationsideasfor how to create better products improve productionprocesses and squeeze costs out of the system Procedures developedwithin the factory made it easy for inventors to submit theirideas

The program succeeded beyond any reasonable expectationsIn 2008 employees submitted 1 34846 ideas-an averageof 1452 ideas per inventor This figure puts Brasilata on par withthe Japanese trendsetters that had inspired the programMany of the suggestions led to the development of new productsFor instance in late 2008 Brasilata came up with a new approachfor steel cans designed to carry dangerous or flammableliquids To meet United Nations standards such cans must beable to withstand a drop from 1 2 meters (roughly 4 feet) Traditionallymost manufacturers had reached this standard by thickeningthe metal layers which used up more raw material andrequired new production processes And the reinforced designswerent foolproof-the metal seams were prone to split if a canlanded on an edgeBrasilatas inventors

suggested a new design inspired by carbumpers that collapse on impact Their new steel can deformedslightly on impact reducing stress on the critical seam The newdesign resisted impact better while also reducing the amount ofsteel in the canThe inventors have led Brasilata through emergencies In200 1 a severe energy crisis-the blackout syndrome ndashforced

the government of Brazil to ration energy Businesses received astrict quota of electricity The inventors went to work dreamingup power-saving ideas-hundreds of them Within a few weeksBrasilatas energy consumption was reduced by 35 percent fallingbelow the companys quota and allowing the company to resell itsextra energy

Another unexpected idea was jointly suggested by two employeesEliminate our jobs theyre not necessary anymore The ideawas accepted but the company found a new place for the employeesBrasilata has a no-dismissal policy and also distributes1 5 percent of its net profits to employees Its no surprise thatBrasilata consistently appears on best places to work lists inBrazilLets remember something This inventor identity whichhas fueled business success and employee satisfaction was madeup None of Brasilatas employees were born inventors Theidentity was introduced to them and they liked the sound of itIt seemed to be a mantle worth wearing Being an inventor hasbecome a source of pride and strength

If cultivating an identity sounds daunting take heart A classicstudy in psychology shows that you can start with small steps Inthe 1960s two psychologists from Stanford University JonathanFreedman and Scott Fraser asked a researcher to go door-to-doorin an upscale neighborhood in Palo Alto California

Pg 158

indeed 83 percent of the home ownerspassed on the opportunity ldquo

Two weeks earlier thesame home owners had been approached by a volunteer claimingto represent a different driver-safety organization They wereasked to put a tiny Be a Safe Driver sign-less than half thesize of a postcard-in the window of their car or home The volunteersaid the sign was intended to make citizens more aware ofthe need to drive carefully This seemed such a trivial commitmentthat almost all of the home owners said yes

When the researcherscame back two weeks later and asked the home owners to installthe eyesore billboard 76 percent accepted it

the science of the billboardstudy says something pretty remarkable It shows us that peopleare receptive to developing new identities that identities growfrom small beginnings Once you start seeing yourself as a concernedcitizen youll want to keep acting like one Thats tremendouslygood news for someone leading a change effort It meansfor example that if you can show people why the environment isworth caring about it wont take years for them to think of themselvesas environmentalists It took only a few days for the homeowners to think of themselves as concerned citizens

You need to create the expectationof failure-not the failure of the mission itself but failureen route This notion takes us into a fascinating area of researchthat is likely to change the way you view the world

Main strategy 3 Shape the path3a Tweak the environment

bull TWEAK THE ENVIRONMENT When the situation changes the behavior

bull changes So change the situation [Throwing out the phone system at Rackspace

bull 1-Click ordering simplifying the online time sheet]bull Tweaking the environment is about making the right

behaviors a little bit easier and the wrong behaviors a little bit harder Its that simple

bull ]

Fundamental attribution error ndash we hurrily judge someonesomething from Direct

attributes but forget about situation that may have created those attributes

frequently blind to the power of situations In a famousarticle Stanford psychologist Lee Ross surveyed dozens ofstudies in psychology and noted that people have a systematictendency to ignore the situational forces that shape other peoplesbehavior He called this deep-rooted tendency the FundamentalAttribution Error The error lies in our inclination toattribute peoples behavior to the way they are rather than to thesituation they are in

how a smoother Path can change behavior consider someresearch that studied why college students did (or didnt) donatefood to a canned-food drive for charity The researchers knewsome students would be more charitable and generous thanothers and would be more inclined to donate food Theresearchers wondered Can we alter the situation so that jerks givetoo

Pg 182

Some students received a basicletter announcing the launch of a food drive the following weekand asking them to bring canned food to a booth on TressiderPlaza (a well-known spot on campus) Other students received amore detailed letter which included a map to the precise spot arequest for a can of beans and a suggestion that they think abouta time when theyd ordinarily be near Tressider Plaza so theywouldnt have to go out of their way to get there

Students who received the basic letter were not very generousOnly 8 percent of the saints donated and not a single one ofthe jerks

Students who received the more detailedletter were substantially more charitable 42 percent of thesaints donated and so did 2 5 percent of the jerks

Tweaking the environment is about making the right behaviorsa little bit easier and the wrong behaviors a little bit harder Itsthat simple

3b Build habit

bull When something becomes a habit our rational brain(rider) does not have to exert almost any energy or will power This will power energy is of limited supply and could not work for long stretch of time

bull So if step by step procedure some objective or main task could be turned into a habit it would be easier for human beings to do it

bull BUILD HABITS When behavior is habitual its free-it doesnt tax the Rider

bull Look for ways to encourage habits [Setting action triggers eating two bowls of

bull soup while dieting using checklists

Example or strategy to build habit

bull 21 days repetition method

3b Action trigger

Peter Gollwitzer a psychologist at New York University is thepioneer of work in this area He and colleague Veronika Brandstarterfound that action triggers are quite effective in motivatingaction

By preloading the decisionwe conserve the Riders self-control(it does not have to think about what to do)

In one study they tracked college students who had theoption to earn extra credit in a class by writing a paper about how they spent Christmas Eve But there was a catch To earn the credit they had to submit the paper by December 26 Most studentshad good intentions of writing the paper but only 33 percentof them got around to writing and submitting it Otherstudents in the study were required to set action triggers-tonote in advance exactly when and where they intended to write the report (for example Ill write this report in my dads officeon Christmas morning before everyone gets up) A whopping75 percent of those students wrote the report

3c Rally the herd

bull Social and peer pressure is a very strong force in motivating us to do something

bull So if influential celebrity type people do something the majority follow through Here 8020 rule applies

bull Again if someone could be told that the majority are doing this heshe would like to be the part of the group(here) and comply with Therefore become happy as becoming of a group that fulfills our belonging needs

bull The Elephant constantly looks to the herd for cues about how to behave

bull Other people are getting their work done on time Why wont you

bull RALLY THE HERD Behavior is contagious Help it spread [Fataki in Tanzaniafree spaces in hospitals seeding the tip jar]

By STANDER effect ndash humanbeings take decision after

looking what others doColumbia University students having volunteered for a researchstudy were asked to sit in a room and fill out a surveySome were left alone others were put in rooms with two otherstudents As they filled out their surveys a crisis emergedSmoke began to pour into the room through a wall vent Thesmoke continued to flow in irregular puffs until eventually theroom was filled with haze Of the students sitting in a room bythemselves 75 percent got up and found someone to alert aboutthe smoke But when three students were placed in the roomat the same time only 38 percent of the groups of three ever reportedthe smoke They just sat there inhaling the smoke eachindividuals inaction signaling to the other two people in theroom that this smoke cloud isnt such a big deal

In a similar study individuals or pairs who were completinga survey heard what sounded like a woman falling down loudlyon the other side of a room divider Of the lone bystanders 70percent went to help her but only 40 percent of the pairs helpedEven when the pairs helped they acted more slowly than the individuals

Why do groups fail to respond as well as individualsIn ambiguous situations-smoke pouring into a room theapparent sound of a fall-people look to others for cues abouthow to interpret the event If you see a man suddenly collapse atthe mall your brain races through possible interpretations Its aheart attack Or wait maybe he tripped and fell down Or whatif hes playing a gag on someone Youre reluctant to rush overimmediately because if he simply tripped your alarm-bell behaviorwill leave you both embarrassedIf youre the only person around to react youll probably makeyour best guess-heart attack-and rush over But if theres acrowd youve got two stimuli to process the collapse itself andthe crowds reaction to the collapse You might pause briefly tostudy the crowd Are other people acting like hes had a heart attackYou stand there idling ready to spring into action at thefirst sign of crisis But as you wait other people are looking backat you and when they see you idling your behavior becomes datafor their theory that its not an emergency And thats why threepeople can sit in a room filling with smoke and not make a peep

a group of socialpsychologists persuaded a hotel manager to test out a newsign in the hotel bathrooms The sign didnt mention the environmentat alIi it simply said that the the majority of guests atthe hotel reuse their towels at least once during their stay Itworked-guests who got this sign were 26 percent more likely toreuse their towels They took cues from the herdNote the downside though If the sign had said About 8of our guests decide to reuse their towels new guests would havebeen less likely to reuse theirs

SummaryHOW TO MAKE A SWITCHFor things to change somebody somewhere has to start actingdifferently Maybe its you maybe its your teamPicture that person (or people)Each has an emotional Elephant side and a rational Rider sideYouve got to reach both And youve also got to clear the wayfor them to succeed In short you must do three things

DIRECT the RiderFOLLOW THE BRIGHT SPOTS Investigate whats working and clone it [Jerrysternin in Vietnam solutions-focused therapy]SCRIPT THE CRITICAL MOVES Dont think big picture think in terms of specificbehaviors [1 milk four rules at the Brazilian railroad]POINT TO THE DESTINATION Change is easier when you know where youregoing and why its worth it [You ll be third graders soon No dry holes at BP]

MOTIVATE the ElephantFIND THE FEELING Knowing something isn t enough to cause change Makepeople feel something [Piling gloves on the table the chemotherapy video gameRobyn Waterss demos at Target]SHRINK THE CHANGE Break down the change until it no longer spooks the Elephant[The 5-Minute Room Rescue procurement reform]GROW YOUR PEOPLE Cultivate a sense of identity and instill the growth mindset[Brasilatas inventors junior-high math kids turnaround]

SHAPE the PathTWEAK THE ENVIRONMENT When the situation changes the behaviorchanges So change the situation [Throwing out the phone system at Rackspace1-Click ordering simplifying the online time sheet]BUILD HABITS When behavior is habitual its free-it doesnt tax the RiderLook for ways to encourage habits [Setting action triggers eating two bowls ofsoup while dieting using checklists]RALLY THE HERD Behavior is contagious Help it spread [Fataki in Tanzaniafree spaces in hospitals seeding the tip jar]

Summary Direct the Rider(Head rational thinker)

Heres the good news The Riders strengths are substantialand his flaws can be mitigated When you appeal to the Rider insideyourself or inside others you are trying to influence yourgame plan should be simpleFirst follow the bright spots Think of the Vietnamese childrenwho stayed well nourished against the odds or the Genentechsales reps who racked up sales against the odds AB you analyzeyour situation youre sure to find some things that are workingbetter than others Dont obsess about the failures Instead investigateand clone the successesNext give direction to the Rider-both a start and a finishSend him a destination postcard (Youll be a third grader soon)and script his critical moves (Buy 1 milk) When you do these things youll prepare the Rider to lead aswitch And youll arm him for the ongoing struggles with hisreluctant and formidable partner the Elephant

Summary Motivate the Elephant(Lazy pleasure loving self)

In times of change we need to remind ourselves and others againand again of certain basic truths Our brains and our abilities arelike muscles They can be strengthened with practice Were notborn skateboarders or scientists or nurses we must learn how toskateboard do science or care for sick people And our inspirationto change ourselves comes from our desire to live up to thoseidentitiesIn the story of Molly Howard we see that amazing things canhappen when you combine the aspiration of a new identity withthe persistence of the growth mindset Thats how you grow yourpeople

Over the past few chapters weve seen that the centralchallenge of change is keeping the Elephant moving forwardWhereas the Rider needs direction the Elephant needs motivationAnd weve seen that motivation comes from feelingknowledgeisnt enough to motivate change But motivation alsocomes from confidence The Elephant has to believe that its capableof conquering the change And there are two routes tobuilding peoples confidence so that they feel big relative totheir challenge You can shrink the change or grow your people(or preferably both)

Summary Shaping the pathOur picture of change is still incomplete though because itsclear that in some situations even a reluctant Elephant and a confusedRider will manage to change their behavior For instanceconsider the fact that even a lost angry driver who is hopelesslylate for an appointment will stop dutifully for a red lightThats why to make changes stick weve got to think aboutshaping the Path

First you need to tweak theenvironment to provide a free space for discussion At Alpha therotational teams had a private place to meet and that created afree space where the new identity could grow Do your own reformershave a private place where they can meet and coordinate

Second you should build good habits Recall the idea of actiontriggers-visualizing when and where you are going to dosomething important The interns at Alpha were essentially settingaction triggers They thought about what they would sayand how they would act when 9 pm came and the signoutprocess was triggered They mentally rehearsed how they wouldrespond if an argument flared up with the night resident Havemembers of your team rehearsed how theyll react when theymeet resistance from your organizations old guard

Finally you should rally the herd At Alpha the leaders helpedthe reformers find one another and the reformers began to createa language-as we saw in the examples of the designateddriver and Fataki-that allowed them to talk about their valueswith others As a leader you can help prod them to create this languageto find ways to articulate what is different and better aboutthe change you seek

We started the Path section by discussing the Fundamental AttributionError-the tendency to attribute behavior to peoplescharacter rather than to their environments Look again at theteaching-hospital example At Alpha 42 percent of superiors supportedthe change at Beta 66 percent supported it Almost all ofus would have put our money on Beta Not many of us whenconfronted with that data would have immediately thought Yesbut what about the situational forces

At the two hospitals individual character competed with situationalforces and situational forces won This brings us backfull circle to the food drive study where a jerk with clear instructionswas more charitable than a saint with generic instructionsThe line between saints and jerks wasnt as clear as we mighthave thought Neither was the line between supporters and resistersof hospital reformIf the right Path can turn a jerk into a saint then the rightPath can also turn a change enemy into an ally

ReferenceReference book HOW TO CHANGE THINGS WHEN CH ANGE IS HARD

By CHIP HEATH (a professor at the GraduateSchool of Business at Stanford University) and DAN HEATH(a senior fellow at Duke Universitys Centerfor the Advancement of Social Entrepreneurship(CASE))

• Change Management
• Reference
• Slide 3
• Rider
• Elephant
• Main strategy 1 Direct the Rider 1a Follow the brightspot
• Details of Vietnam example
• Slide 8
• Slide 9
• Main strategy 1 Direct the Rider 1b Script the critical move
• Slide 11
• Slide 12
• Main strategy 1 Direct the Rider 1c POINT TO THE DESTINATION
• Main strategy 2 Motivate the Elephant 2a Find the Feeling
• Slide 15
• Slide 16
• Slide 17
• Slide 18
• Slide 19
• Slide 20
• Slide 21
• Slide 22
• Slide 23
• Main strategy 2 Motivate the Elephant 2b Shrink the Change
• Slide 25
• Slide 26
• Slide 27
• Slide 28
• Slide 29
• Slide 30
• Slide 31
• Slide 32
• Slide 33
• Slide 34
• Slide 35
• Slide 36
• Slide 37
• Slide 38
• Slide 39
• Slide 40
• Main strategy 2 Motivate the Elephant 2c Grow your people(creating sense of identity amp instill growth mindset)
• Slide 42
• Slide 43
• Slide 44
• Slide 45
• Slide 46
• Slide 47
• Slide 48
• Slide 49
• Slide 50
• Slide 51
• Slide 52
• Slide 53
• Slide 54
• Slide 55
• Main strategy 3 Shape the path 3a Tweak the environment
• Fundamental attribution error ndash we hurrily judge someonesomething from Direct attributes but forget about situation that may have created those attributes
• Slide 58
• Slide 59
• 3b Build habit
• Slide 61
• Example or strategy to build habit
• 3b Action trigger
• Slide 64
• 3c Rally the herd
• Slide 66
• By STANDER effect ndash humanbeings take decision after looking what others do
• Slide 68
• Slide 69
• Slide 70
• Summary
• Slide 72
• Slide 73
• Summary Direct the Rider(Head rational thinker)
• Summary Motivate the Elephant(Lazy pleasure loving self)
• Slide 76
• Summary Shaping the path
• Slide 78
• Slide 79
• Slide 80
• Slide 81

Main strategy 1 Direct the Rider1c POINT TO THE DESTINATION

bull A clear concrete precise(if possible given in numbers like 10 profit increase this year) goal

bull Sometimes 100 success goal is good to clear any ambiguity

bull Example BPrsquos no dry holes goal The management found that when their geologists say that this field has more than 75 probability of having oil usually they find it So it would be better to go for 100 success rate Industrial standard was 1 in 8 holes BPrsquos standard was 1 out of 5 holes After taking the lsquono dryholersquo goal BPrsquos success rate has become 2 out of 3 thatrsquos very good at any standard

Main strategy 2 Motivate the Elephant

2a Find the Feelingbull To motivate the pleasure loving pain

avoiding self(elephant) it is best to show the real thing give him the tactile feeling odour taste etc

bull Example tagging the gloves with price and put them in the conference table to motivate the managers to purchase wisely and cheap

In The Heart oChange John Kotter and Dan Cohen report ona study they conducted with the help of a team at Deloitte ConsultingThe project team interviewed over 400 people acrossmore than 130 companies in the United States Europe Australiaand South Africa in hopes of understanding why change happensin large organizations Summarizing the data Kotter andCohen said that in most change situations managers initiallyfocus on strategy structure culture or systems which leads themto miss the most important issue

Jon Stegner believed the company he worked for a large manufacturerwas wasting vast sums of money I thought we had anopportunity to drive down purchasing costs not by 2 percent butby something on the order of $1 billion over the next five years said Stegner who i s quoted i n John Kotter and Dan Cohens essentialbook The Heart of ChangeTo reap these savings a big process shift would be requiredand for that shift to occur Stegner knew that hed have to convincehis bosses

Seeking a compelling example of the companys poor purchasinghabits Stegner assigned a summer student intern to investigate a single item-work gloves which workers in most ofthe companys factories wore The student embarked on a missionto identify all the types of gloves used in all the companys factoriesand then trace back what the company was paying for themThe intrepid intern soon reported that the factories werepurchasing 424 different kinds of gloves Furthermore they wereusing different glove suppliers and they were all negotiating theirown prices The same pair of gloves that cost $5 at one factorymight cost $17 at another

At Stegners request the student collected a specimen of everyone of the 424 different types of gloves and tagged each with theprice paid Then all the gloves were gathered up brought to theboardroom and piled up on the conference table Stegner invitedall the division presidents to come visit the Glove Shrine

They could see the prices Theylooked at two gloves that seemed exactly alike yet onewas marked $322 and the other $105 5 Its a rare eventwhen these people dont have anything to say But thatday they just stood with their mouths gapingThe gloves exhibit soon became a traveling road show visitingdozens of plants The reaction was visceral This is crazy Werecrazy And weve got to make sure this stops happening Soon Stegnerhad exactly the mandate for change that hed sought Thecompany changed its purchasing process and saved a great deal ofmoney This was exactly the happy ending everyone wanted

Most of us would not have tried what Stegnerdid It would have been so easy so natural to make a presentationthat spoke only to the Rider Think of the possibilities thespreadsheets the savings data the cost-cutting protocols the recommendationsfor supplier consolidation the exquisite logic forcentral purchasing You could have created a 12-tabbed MicrosoftExcel spreadsheet that would have made a tax accountant weepwith joy But instead of doing any of that Stegner dumped abunch of gloves on a table and invited his bosses to see themIf there is such a thing as white-collar courage surely this was an instance

Stegner knew that if things were going to change he had toget his colleagues Elephants on his side If he had made an analyticalappeal he probably would have gotten some supportivenods and the execs might have requested a follow-up meetingsix weeks later (and then rescheduled it) The analytical case wascompelling-by itself it might have convinced Stegners colleaguesthat overhauling the purchasing system would be an importantthing to do next yearRemember that if you reach your colleagues Riders but nottheir Elephants they will have direction without motivationMaybe their Riders will drag the Elephant down the road for awhile but as weve seen that effort cant last longOnce you break through to feeling though things changeStegner delivered a jolt to his colleagues First they thought tothemselves were crazy Then they thought we can fix this Everyonecould think of a few things to try to fix the glove problemandby extension the ordering process as a whole That got theirElephants fired up to move

bull Kotter and Cohen observed that in almost all successful change efforts the sequence of change is not ANALYZETHINK-CHANGE but rather SEE-FEEL-CHANGE

Most of us would create a businesscase for the power of design Wed compile a PowerPoint presentationwith charts and graphs and strategically selected quotesfrom the chairman whod embraced the design-forward vision

When we finished our presentation everyone in the room wouldunderstand what we meant They might even agree But wouldthey change their behavior Kotters research suggests no

Main strategy 2 Motivate the Elephant

2b Shrink the Changebull If the task appears very big elephant does not want to

do it So if the elephant is tricked to do only a portion of the task or for a small time eventually the whole task to be done It is always harder to start

bull Our human emotional sides require instant gratification and sense of achieving(winning) So accomplishing subtask that is relatively easier and less time consuming provides this psychological boost

bull Example So the change may first applied to a village than to the whole country

bull Example Instead of 60 minutes students may be asked to study for 5 minutes

A local car wash ran a promotion featuring loyalty cards Everytime customers bought a car wash they got a stamp on theircards and when they filled up their cards with eight stamps theygot a free washAnother set of customers at the same car wash got a slightlydifferent loyalty card They needed to collect ten stamps (ratherthan eight) to get a free car wash-but they were given a headstart When they received their cards two stamps had alreadybeen addedThe goal was the same for both sets of customers Buy eightadditional car washes get a reward But the psychology was differentIn one case youre 20 percent of the way toward a goaland in the other case youre starting from scratch A few monthslater only 1 9 percent of the eight-stamp customers had earned afree wash versus 34 percent of the head-start group (And thehead-start group earned the free wash faster)

People find it more motivating to be partly finished with alonger journey than to be at the starting gate of a shorter oneThats why the conventional wisdom in development circles isthat you dont publicly announce a fund-raising campaign for acharity until youve already got 50 percent of the money in thebag (After all who wants to give the first $ 1 00 to a $ 1 millionfund-raising campaign)One way to motivate action then is to make people feel asthough theyre already closer to the finish line than they might have thought

That sense of progress is critical because the Elephant in usis easily demoralized Its easily spooked easily derailed and forthat reason it needs reassurance even for the very first step ofthe journeyIf youre leading a change effort you better start looking forthose first two stamps to put on your teams cards Rather thanfocusing solely on whats new and different about the change tocome make an effort to remind people whats already been conquered

A business cliche commands us to raise the bar But thatsexactly the wrong instinct if you want to motivate a reluctant ElephantYou need to lower the bar Picture taking a high-jump barand lowering it so far that it can be stepped overIf you want a reluctant Elephant to get moving you need toshrink the change

a clever self-help technique calledthe 5-Minute Room Rescue proposed by Marla Cilley a homeorganizingguru who calls herself the Fly Lady (think of zoomingthrough your housecleaning with wings) Heres what you doGet a kitchen timer and set it for 5 minutes Then go to the worstroom in your house-the one youd never let a guest see-andas the timer ticks down start clearing a path and when the timerbuzzes you can stop with a clear conscience

This is an Elephant trick The Elephant hates doing things with no immediate payoff

To get the Elephant off its duff you need to reassureit that the task wont be so bad Look its just 5 minutesHow bad can it be

What good is a 5-minute session of cleaning Not much Itgets you moving though and thats the hardest part Starting anunpleasant task is always worse than continuing it So once youstart cleaning house chances are you wont stop at 5 minutesYoull be surprised at how fast things turn around Youll start totake pride in your accomplishments-starting with the cleansink then the clean bathroom then the clean downstairs areaandthat pride and confidence will build on itself A virtuous circleBut you couldnt have enjoyed the virtuous circle without first shrinking the change

In his book TheTotal Money Makeover Ramsey

One of Ramseys best-known and most controversial debtfightingtechniques is the Debt Snowball When the Farrarsfound themselves with over $ 1 00000 in debt (not includingtheir mortgage) they started working on the Debt SnowballThe first step was to list all their debts-everything from creditcards to overdue electric bills to student loans-and then arrangethem in order from smallest to largest Next their instructionswere to make only the minimum payments on every debt withone exception

After the minimum payments were made everyavailable dollar would be put toward the first debt on the list Becausethe first debt was the smallest one it could be paid off relativelyquickly and the Farrars could cross it off the list and thendirect every available dollar to paying off the second debt thenthe third then the fourth As they crossed off each debt theywere able to eliminate a minimum payment which gave themmore cash to attack the next debt Thats why the strategy iscalled a Debt Snowball With each debt that is conquered the snowball of money applied to the next debt grows and rolls a little faster

Notice whats missing here any mention of interest rates Ifthe Farrars smallest debt was a past-due utility bill with no in

terest charges whatsoever Ramsey still advised them to pay it offbefore tackling any of their credit card bills which might have interestrates of 20 percent or aboveThis advice makes the average financial adviser cringe Afterall simple math tells us that were financially better-off if we paydown high-interest debt first

Ramsey writes --Being a certified nerd I always used to start with makingthe math work I have learned that the math doesneed to work but sometimes motivation is more importantthan math This is one of those times Faceit if you go on a diet and lose weight the first week youwill stay on that diet If you go on a diet and gain weightor go six weeks with no visible progress you will quitWhen training salespeople I try to get them a sale ortwo quickly because that fires them up When you startthe Debt Snowball and in the first few days pay off acouple oflittle debts trust me it lights your fire I dontcare if you have a masters degree in psychology youneed quick wins to get fired up And getting fired up issuper-important

Most financial advisers recommend that their clients paydown high-interest debt first in order to optimize the impact oftheir money But Ramseys not trying to solve an optimizationproblem hes trying to solve an Elephant problem The reasonpeople get themselves into financial trouble he knows is thatthey lose control They begin to feel powerless in the face of amountain of debt And you cant combat powerlessness withmath You combat it by proving to people that they can win Ifyou pay $ 1 8 5 toward a $20000 debt on a high-interest creditcard youre still going to feel hopeless But if you completely payoff a $ 1 8 5 overdue utility bill you can cross it off yo r list Youvewon a victory over debtRamsey is using the same strategy as the Fly Lady with her5-Minute Room Rescue-if people are facing a daunting taskand their instinct is to avoid it youve got to break down the taskShrink the change Make the change small enough that they canthelp but score a victory Once people clean a single room or payoff a single debt their dread starts to dissipate and their progressbegins to snowballC

One way to shrink change then is to limit the investment youreasking for-only 5 minutes of housecleaning only one smalldebt Another way to shrink change is to think of small winsmilestonesthat are within reach (Our dad Fred Heath whoworked over thirty years for IBM would tell his teams that whenmilestones seemed too distant they should look for inch pebblesNice one Dad)

Kelman a professor of public management at Harvard UniversitysKennedy School of Government got a call from theClinton administration in 1 993 asking him to lead the Officeof Federal Procurement Policy (OFPP) As the head of OFPp hewould be responsible for reforming the governments procurementefforts

Kelman was reluctant to head up OFPp knowing there wasa pretty good chance that despite his best efforts nothing wouldchange but in the end he accepted the job He knew exactly whathe was getting into because three years earlier hed written a bookabout procurement reformThere were lots of problems with procurement Over theyears the government had established many protocols and protectionsto prevent abuses of various kinds There were good intentionsbehind these protections but as they built up layerupon layer they began to cause more harm than the abusestheyd been designed to prevent For instance when makingpurchase decisions procurement officials could not use evidenceof vendors past performance

Kelman knew hed have to make some progress quickly or elsehed be dismissed If an example of successful change couldsomehow be achieved quickly it might be possible to use that toset other changes in motion he wrote later He sought a victorythat would be fast achievable and visible-a small win thatwould work for all of his constituents whether the Defense Departmentor the Health and Human Services Department If hecould get their Elephants moving with an easy mission-the governmentequivalent of the 5-Minute Room Rescue-he thoughthe would be able to keep them moving

One day a conversation with a government employee sparkedan idea The employee told Kelman that when she needed simpleinexpensive items such as a few computer disks the procurementrules made it impossible for her to walk to thecomputer superstore across the str1048958et and buy them She foundthis limitation was infuriatingKelman spotted an opportunity He went to the senior procurementexecutives and issued a challenge I want you to doubleyour agencys use ofgovernment credit cards over the next year (Noticethe precision of the challenge a la the 1 milk campaign By

being specific about the behavioral change Kelman was directinghis constituents Riders) In his vision anytime employees neededsomething small-computer disks or a replacement hard driveor a carton of office paper-they should be able to march acrossthe street armed with their credit cards and purchase what theyneeded on the spot Kelman asked the agencies to make a formalPledge to embrace the idea The agencies were supportive soKelman pushed further Over the next year he organized fourmore pledgesso here they donrsquot need quotation or tender Government may check later whether it complies fair price policy

The second pledge was a biggie Kelman asked the agencies tobreak with the tradition of ignoring past performance He knewthis would be a tough sell so he decided to push for it publiclyonly when he was sure he had at least eight agencies onboard Hehit the phones and his employees and advisers rallied the peoplein their networks Eventually his team had eight agencies signedup but he wasnt finished After we got to nine agencies participationstarted snowballing and soon we could say to the holdoutsAlmost everyone but you is participating (This outcomeforeshadows a point that we make in Chapter 1 0 about behaviorbeing contagious Kelman managed to address all three parts ofthe framework-directing the Rider motivating the Elephantand shaping the Path)

When you engineer early successes what youre really doing isengineering hope Hope is precious to a change effort Its Elephantfuel

Main strategy 2 Motivate the Elephant2c Grow your people(creating sense of

identity amp instill growth mindset)bull Be noted identity may be created it is not always

inherited thing For example creating identity like Iutians are hard working gives a boost to the elephant to do something

bull So this identity to be created in positive way bull Identity may be achieved by birth and or individual

endeavour For example citizen of a country(by birth) is an identity received by birth while lsquoEngineerrsquo identity that is earned through hard study

bull Growth mindset to be instilled by removing limiting belief that things could not be changed by trying The new belief system should be that anything could be learnt and anything is possible

bull Example Brasilatas inventors

The St Lucia Parrot exists only o n the Caribbean island o f StLucia Its gorgeous with a vivid turquoise blue face lime greenwings and a striking red shield on its chest In 1977 only onehundred St Lucia Parrots were left on the island The populationhad been decimated by habitat destruction hunters andpeople who trapped them to use as pets The St Lucia Parrotseemed doomed in the words of one biologist the species couldnot escape oblivion by the year 2000Enter an unlikely savior college student Paul Butler In 1977Butler was finishing his last year of studies at North-East LondonPolytechnic Butlers passion was conservation and hed previouslyspent five weeks completing a field research expedition inSt Lucia where hed studied the parrot and submitted recommendationsfor preserving the species

Pg 149

Weve seen that one way to motivate a switch is to shrink thechange which makes people feel big relative to the challengeBut here were seeing something different Paul Butler didntshrink the change Instead he grew the people He made the StLucians swell with pride over their parrot-a species that existsnowhere else He inspired them to feel more determined moreready more motivated And when you build people up in thisway they dtvelop the strength to act

In essence Butlers goal was to convince St Lucians that theywere the kind of people who protected their own In public eventsButler stressed This parrot is ours Nobody has this but us Weneed to cherish it and look after it He did everything in hispower to make the public more familiar with the bird He hostedSt Lucia Parrot puppet shows distributed T-shirts cajoled a localband to record songs about the bird convinced local hotels toprint up bumper stickers recruited volunteers to dress up in parrotcostumes and visit local schools and asked local ministers tocite relevant Bible verses (for instance verses that instructed believersto be good stewards of the things that were in their trust)

James March a professor of politicalscience at Stanford University March says that when peoplemake choices they tend to rely on one of two basic models ofdecision making the consequences model or the identity modelThe consequences model is familiar to students of economicsIt assumes that when we have a decision to make we weigh thecosts and benefits of our options and make the choice thatmaximizes our satisfaction Its a rational analytical approachThis is the approach that Paul Buder knew would fail withSt Lucians because there simply wasnt a strong costbenefitcase for the parrot

In the identity model of decision making we essentially askourselves three questions when we have a decision to make Whoam l What kind of situation is this What would someone like medo in this situation Notice whats missing any calculation of costsand benefits The identity model explains the way most peoplevote which contradicts our notion of the self-interested voterIt helps to shed light on why an auto mechanic in Oklahomawould vote against a Democrat whod give him health insuranceand why a Silicon Valley millionaire would vote against a Republicanwhod cut her taxes

Generally when we use the word identity were talking aboutan immutable trait of some kind-such as a racial ethic orregional identity But thats a relatively narrow use of the termWere not just born with an identity we adopt identities throughoutour lives We aspire to be good mothers or fathers devoutCatholics or Muslims patriotic citizens and so on

Or consider a professional identity such as being a scientistClearly youre not born a scientist Its an identity you seek outand one that others such as your professors and mentors consciouslycultivate in you As you develop and grow in that identityit becomes an increasingly important part of your self-imageand triggers the kind of decision making that March describes

Its critical to realize that these identity stories arent just specialcase situations confined to scientists or nurses or St LuciansIdentity is going to play a role in nearly every change situationEven yours When you think about the people whose behaviorneeds to change ask yourself whether they would agree with thisstatement I aspire to be the kind of person who would makethis change If their answer is yes thats an enormous factor in your favor If their answer is no then youll have to work hard toshow them that they should aspire to a different self-image Andthats exactly what Paul Butler did in St Lucia He convinced theislands citizens to think This is our bird-if we want to be goodSt Lucians wed better protect it

in a business context consider a firmthat invented an identity that subsequently became the engine ofits success The firm is Brasilata-its a US$ 1 70 million manufacturingfirm in Brazil that produces various kinds of steel cansAs youd imagine the can manufacturing industry is relativelymature-not much growth not much excitement But Brasilatadefies the stereotype of a boring stuck-in-its ways manufacturerIn fact it has one of the best reputations for innovation of anycompany in Latin America

How does a manufacturer of cans become known as an innovatorBrasilatas founders were inspired by the philosophy ofJapanese car manufacturers like Honda and Toyota which empoweredtheir frontline employees to take ownership of theirwork For instance at Toyota any employee who spotted a defectcould stop the assembly line (this would have been unthinkablein Detroit at the time) Toyota and Honda also actively solicited

ideas for innovation from their employees In 1 987 the foundersof Brasilata launched an employee-innovation program modeledon the Japanese forerunnersA new identity was the core of the program Employees ofBrasilata hecame known as inventors and when new employeesjoined the firm they were asked to sign an innovation contractThis wasnt simply feel-good language Top management challengedemployees to be on the lookout for potential innovationsideasfor how to create better products improve productionprocesses and squeeze costs out of the system Procedures developedwithin the factory made it easy for inventors to submit theirideas

The program succeeded beyond any reasonable expectationsIn 2008 employees submitted 1 34846 ideas-an averageof 1452 ideas per inventor This figure puts Brasilata on par withthe Japanese trendsetters that had inspired the programMany of the suggestions led to the development of new productsFor instance in late 2008 Brasilata came up with a new approachfor steel cans designed to carry dangerous or flammableliquids To meet United Nations standards such cans must beable to withstand a drop from 1 2 meters (roughly 4 feet) Traditionallymost manufacturers had reached this standard by thickeningthe metal layers which used up more raw material andrequired new production processes And the reinforced designswerent foolproof-the metal seams were prone to split if a canlanded on an edgeBrasilatas inventors

suggested a new design inspired by carbumpers that collapse on impact Their new steel can deformedslightly on impact reducing stress on the critical seam The newdesign resisted impact better while also reducing the amount ofsteel in the canThe inventors have led Brasilata through emergencies In200 1 a severe energy crisis-the blackout syndrome ndashforced

the government of Brazil to ration energy Businesses received astrict quota of electricity The inventors went to work dreamingup power-saving ideas-hundreds of them Within a few weeksBrasilatas energy consumption was reduced by 35 percent fallingbelow the companys quota and allowing the company to resell itsextra energy

Another unexpected idea was jointly suggested by two employeesEliminate our jobs theyre not necessary anymore The ideawas accepted but the company found a new place for the employeesBrasilata has a no-dismissal policy and also distributes1 5 percent of its net profits to employees Its no surprise thatBrasilata consistently appears on best places to work lists inBrazilLets remember something This inventor identity whichhas fueled business success and employee satisfaction was madeup None of Brasilatas employees were born inventors Theidentity was introduced to them and they liked the sound of itIt seemed to be a mantle worth wearing Being an inventor hasbecome a source of pride and strength

If cultivating an identity sounds daunting take heart A classicstudy in psychology shows that you can start with small steps Inthe 1960s two psychologists from Stanford University JonathanFreedman and Scott Fraser asked a researcher to go door-to-doorin an upscale neighborhood in Palo Alto California

Pg 158

indeed 83 percent of the home ownerspassed on the opportunity ldquo

Two weeks earlier thesame home owners had been approached by a volunteer claimingto represent a different driver-safety organization They wereasked to put a tiny Be a Safe Driver sign-less than half thesize of a postcard-in the window of their car or home The volunteersaid the sign was intended to make citizens more aware ofthe need to drive carefully This seemed such a trivial commitmentthat almost all of the home owners said yes

When the researcherscame back two weeks later and asked the home owners to installthe eyesore billboard 76 percent accepted it

the science of the billboardstudy says something pretty remarkable It shows us that peopleare receptive to developing new identities that identities growfrom small beginnings Once you start seeing yourself as a concernedcitizen youll want to keep acting like one Thats tremendouslygood news for someone leading a change effort It meansfor example that if you can show people why the environment isworth caring about it wont take years for them to think of themselvesas environmentalists It took only a few days for the homeowners to think of themselves as concerned citizens

You need to create the expectationof failure-not the failure of the mission itself but failureen route This notion takes us into a fascinating area of researchthat is likely to change the way you view the world

Main strategy 3 Shape the path3a Tweak the environment

bull TWEAK THE ENVIRONMENT When the situation changes the behavior

bull changes So change the situation [Throwing out the phone system at Rackspace

bull 1-Click ordering simplifying the online time sheet]bull Tweaking the environment is about making the right

behaviors a little bit easier and the wrong behaviors a little bit harder Its that simple

bull ]

Fundamental attribution error ndash we hurrily judge someonesomething from Direct

attributes but forget about situation that may have created those attributes

frequently blind to the power of situations In a famousarticle Stanford psychologist Lee Ross surveyed dozens ofstudies in psychology and noted that people have a systematictendency to ignore the situational forces that shape other peoplesbehavior He called this deep-rooted tendency the FundamentalAttribution Error The error lies in our inclination toattribute peoples behavior to the way they are rather than to thesituation they are in

how a smoother Path can change behavior consider someresearch that studied why college students did (or didnt) donatefood to a canned-food drive for charity The researchers knewsome students would be more charitable and generous thanothers and would be more inclined to donate food Theresearchers wondered Can we alter the situation so that jerks givetoo

Pg 182

Some students received a basicletter announcing the launch of a food drive the following weekand asking them to bring canned food to a booth on TressiderPlaza (a well-known spot on campus) Other students received amore detailed letter which included a map to the precise spot arequest for a can of beans and a suggestion that they think abouta time when theyd ordinarily be near Tressider Plaza so theywouldnt have to go out of their way to get there

Students who received the basic letter were not very generousOnly 8 percent of the saints donated and not a single one ofthe jerks

Students who received the more detailedletter were substantially more charitable 42 percent of thesaints donated and so did 2 5 percent of the jerks

Tweaking the environment is about making the right behaviorsa little bit easier and the wrong behaviors a little bit harder Itsthat simple

3b Build habit

bull When something becomes a habit our rational brain(rider) does not have to exert almost any energy or will power This will power energy is of limited supply and could not work for long stretch of time

bull So if step by step procedure some objective or main task could be turned into a habit it would be easier for human beings to do it

bull BUILD HABITS When behavior is habitual its free-it doesnt tax the Rider

bull Look for ways to encourage habits [Setting action triggers eating two bowls of

bull soup while dieting using checklists

Example or strategy to build habit

bull 21 days repetition method

3b Action trigger

Peter Gollwitzer a psychologist at New York University is thepioneer of work in this area He and colleague Veronika Brandstarterfound that action triggers are quite effective in motivatingaction

By preloading the decisionwe conserve the Riders self-control(it does not have to think about what to do)

In one study they tracked college students who had theoption to earn extra credit in a class by writing a paper about how they spent Christmas Eve But there was a catch To earn the credit they had to submit the paper by December 26 Most studentshad good intentions of writing the paper but only 33 percentof them got around to writing and submitting it Otherstudents in the study were required to set action triggers-tonote in advance exactly when and where they intended to write the report (for example Ill write this report in my dads officeon Christmas morning before everyone gets up) A whopping75 percent of those students wrote the report

3c Rally the herd

bull Social and peer pressure is a very strong force in motivating us to do something

bull So if influential celebrity type people do something the majority follow through Here 8020 rule applies

bull Again if someone could be told that the majority are doing this heshe would like to be the part of the group(here) and comply with Therefore become happy as becoming of a group that fulfills our belonging needs

bull The Elephant constantly looks to the herd for cues about how to behave

bull Other people are getting their work done on time Why wont you

bull RALLY THE HERD Behavior is contagious Help it spread [Fataki in Tanzaniafree spaces in hospitals seeding the tip jar]

By STANDER effect ndash humanbeings take decision after

looking what others doColumbia University students having volunteered for a researchstudy were asked to sit in a room and fill out a surveySome were left alone others were put in rooms with two otherstudents As they filled out their surveys a crisis emergedSmoke began to pour into the room through a wall vent Thesmoke continued to flow in irregular puffs until eventually theroom was filled with haze Of the students sitting in a room bythemselves 75 percent got up and found someone to alert aboutthe smoke But when three students were placed in the roomat the same time only 38 percent of the groups of three ever reportedthe smoke They just sat there inhaling the smoke eachindividuals inaction signaling to the other two people in theroom that this smoke cloud isnt such a big deal

In a similar study individuals or pairs who were completinga survey heard what sounded like a woman falling down loudlyon the other side of a room divider Of the lone bystanders 70percent went to help her but only 40 percent of the pairs helpedEven when the pairs helped they acted more slowly than the individuals

Why do groups fail to respond as well as individualsIn ambiguous situations-smoke pouring into a room theapparent sound of a fall-people look to others for cues abouthow to interpret the event If you see a man suddenly collapse atthe mall your brain races through possible interpretations Its aheart attack Or wait maybe he tripped and fell down Or whatif hes playing a gag on someone Youre reluctant to rush overimmediately because if he simply tripped your alarm-bell behaviorwill leave you both embarrassedIf youre the only person around to react youll probably makeyour best guess-heart attack-and rush over But if theres acrowd youve got two stimuli to process the collapse itself andthe crowds reaction to the collapse You might pause briefly tostudy the crowd Are other people acting like hes had a heart attackYou stand there idling ready to spring into action at thefirst sign of crisis But as you wait other people are looking backat you and when they see you idling your behavior becomes datafor their theory that its not an emergency And thats why threepeople can sit in a room filling with smoke and not make a peep

a group of socialpsychologists persuaded a hotel manager to test out a newsign in the hotel bathrooms The sign didnt mention the environmentat alIi it simply said that the the majority of guests atthe hotel reuse their towels at least once during their stay Itworked-guests who got this sign were 26 percent more likely toreuse their towels They took cues from the herdNote the downside though If the sign had said About 8of our guests decide to reuse their towels new guests would havebeen less likely to reuse theirs

SummaryHOW TO MAKE A SWITCHFor things to change somebody somewhere has to start actingdifferently Maybe its you maybe its your teamPicture that person (or people)Each has an emotional Elephant side and a rational Rider sideYouve got to reach both And youve also got to clear the wayfor them to succeed In short you must do three things

DIRECT the RiderFOLLOW THE BRIGHT SPOTS Investigate whats working and clone it [Jerrysternin in Vietnam solutions-focused therapy]SCRIPT THE CRITICAL MOVES Dont think big picture think in terms of specificbehaviors [1 milk four rules at the Brazilian railroad]POINT TO THE DESTINATION Change is easier when you know where youregoing and why its worth it [You ll be third graders soon No dry holes at BP]

MOTIVATE the ElephantFIND THE FEELING Knowing something isn t enough to cause change Makepeople feel something [Piling gloves on the table the chemotherapy video gameRobyn Waterss demos at Target]SHRINK THE CHANGE Break down the change until it no longer spooks the Elephant[The 5-Minute Room Rescue procurement reform]GROW YOUR PEOPLE Cultivate a sense of identity and instill the growth mindset[Brasilatas inventors junior-high math kids turnaround]

SHAPE the PathTWEAK THE ENVIRONMENT When the situation changes the behaviorchanges So change the situation [Throwing out the phone system at Rackspace1-Click ordering simplifying the online time sheet]BUILD HABITS When behavior is habitual its free-it doesnt tax the RiderLook for ways to encourage habits [Setting action triggers eating two bowls ofsoup while dieting using checklists]RALLY THE HERD Behavior is contagious Help it spread [Fataki in Tanzaniafree spaces in hospitals seeding the tip jar]

Summary Direct the Rider(Head rational thinker)

Heres the good news The Riders strengths are substantialand his flaws can be mitigated When you appeal to the Rider insideyourself or inside others you are trying to influence yourgame plan should be simpleFirst follow the bright spots Think of the Vietnamese childrenwho stayed well nourished against the odds or the Genentechsales reps who racked up sales against the odds AB you analyzeyour situation youre sure to find some things that are workingbetter than others Dont obsess about the failures Instead investigateand clone the successesNext give direction to the Rider-both a start and a finishSend him a destination postcard (Youll be a third grader soon)and script his critical moves (Buy 1 milk) When you do these things youll prepare the Rider to lead aswitch And youll arm him for the ongoing struggles with hisreluctant and formidable partner the Elephant

Summary Motivate the Elephant(Lazy pleasure loving self)

In times of change we need to remind ourselves and others againand again of certain basic truths Our brains and our abilities arelike muscles They can be strengthened with practice Were notborn skateboarders or scientists or nurses we must learn how toskateboard do science or care for sick people And our inspirationto change ourselves comes from our desire to live up to thoseidentitiesIn the story of Molly Howard we see that amazing things canhappen when you combine the aspiration of a new identity withthe persistence of the growth mindset Thats how you grow yourpeople

Over the past few chapters weve seen that the centralchallenge of change is keeping the Elephant moving forwardWhereas the Rider needs direction the Elephant needs motivationAnd weve seen that motivation comes from feelingknowledgeisnt enough to motivate change But motivation alsocomes from confidence The Elephant has to believe that its capableof conquering the change And there are two routes tobuilding peoples confidence so that they feel big relative totheir challenge You can shrink the change or grow your people(or preferably both)

Summary Shaping the pathOur picture of change is still incomplete though because itsclear that in some situations even a reluctant Elephant and a confusedRider will manage to change their behavior For instanceconsider the fact that even a lost angry driver who is hopelesslylate for an appointment will stop dutifully for a red lightThats why to make changes stick weve got to think aboutshaping the Path

First you need to tweak theenvironment to provide a free space for discussion At Alpha therotational teams had a private place to meet and that created afree space where the new identity could grow Do your own reformershave a private place where they can meet and coordinate

Second you should build good habits Recall the idea of actiontriggers-visualizing when and where you are going to dosomething important The interns at Alpha were essentially settingaction triggers They thought about what they would sayand how they would act when 9 pm came and the signoutprocess was triggered They mentally rehearsed how they wouldrespond if an argument flared up with the night resident Havemembers of your team rehearsed how theyll react when theymeet resistance from your organizations old guard

Finally you should rally the herd At Alpha the leaders helpedthe reformers find one another and the reformers began to createa language-as we saw in the examples of the designateddriver and Fataki-that allowed them to talk about their valueswith others As a leader you can help prod them to create this languageto find ways to articulate what is different and better aboutthe change you seek

We started the Path section by discussing the Fundamental AttributionError-the tendency to attribute behavior to peoplescharacter rather than to their environments Look again at theteaching-hospital example At Alpha 42 percent of superiors supportedthe change at Beta 66 percent supported it Almost all ofus would have put our money on Beta Not many of us whenconfronted with that data would have immediately thought Yesbut what about the situational forces

At the two hospitals individual character competed with situationalforces and situational forces won This brings us backfull circle to the food drive study where a jerk with clear instructionswas more charitable than a saint with generic instructionsThe line between saints and jerks wasnt as clear as we mighthave thought Neither was the line between supporters and resistersof hospital reformIf the right Path can turn a jerk into a saint then the rightPath can also turn a change enemy into an ally

ReferenceReference book HOW TO CHANGE THINGS WHEN CH ANGE IS HARD

By CHIP HEATH (a professor at the GraduateSchool of Business at Stanford University) and DAN HEATH(a senior fellow at Duke Universitys Centerfor the Advancement of Social Entrepreneurship(CASE))

• Change Management
• Reference
• Slide 3
• Rider
• Elephant
• Main strategy 1 Direct the Rider 1a Follow the brightspot
• Details of Vietnam example
• Slide 8
• Slide 9
• Main strategy 1 Direct the Rider 1b Script the critical move
• Slide 11
• Slide 12
• Main strategy 1 Direct the Rider 1c POINT TO THE DESTINATION
• Main strategy 2 Motivate the Elephant 2a Find the Feeling
• Slide 15
• Slide 16
• Slide 17
• Slide 18
• Slide 19
• Slide 20
• Slide 21
• Slide 22
• Slide 23
• Main strategy 2 Motivate the Elephant 2b Shrink the Change
• Slide 25
• Slide 26
• Slide 27
• Slide 28
• Slide 29
• Slide 30
• Slide 31
• Slide 32
• Slide 33
• Slide 34
• Slide 35
• Slide 36
• Slide 37
• Slide 38
• Slide 39
• Slide 40
• Main strategy 2 Motivate the Elephant 2c Grow your people(creating sense of identity amp instill growth mindset)
• Slide 42
• Slide 43
• Slide 44
• Slide 45
• Slide 46
• Slide 47
• Slide 48
• Slide 49
• Slide 50
• Slide 51
• Slide 52
• Slide 53
• Slide 54
• Slide 55
• Main strategy 3 Shape the path 3a Tweak the environment
• Fundamental attribution error ndash we hurrily judge someonesomething from Direct attributes but forget about situation that may have created those attributes
• Slide 58
• Slide 59
• 3b Build habit
• Slide 61
• Example or strategy to build habit
• 3b Action trigger
• Slide 64
• 3c Rally the herd
• Slide 66
• By STANDER effect ndash humanbeings take decision after looking what others do
• Slide 68
• Slide 69
• Slide 70
• Summary
• Slide 72
• Slide 73
• Summary Direct the Rider(Head rational thinker)
• Summary Motivate the Elephant(Lazy pleasure loving self)
• Slide 76
• Summary Shaping the path
• Slide 78
• Slide 79
• Slide 80
• Slide 81

Main strategy 2 Motivate the Elephant

2a Find the Feelingbull To motivate the pleasure loving pain

avoiding self(elephant) it is best to show the real thing give him the tactile feeling odour taste etc

bull Example tagging the gloves with price and put them in the conference table to motivate the managers to purchase wisely and cheap

In The Heart oChange John Kotter and Dan Cohen report ona study they conducted with the help of a team at Deloitte ConsultingThe project team interviewed over 400 people acrossmore than 130 companies in the United States Europe Australiaand South Africa in hopes of understanding why change happensin large organizations Summarizing the data Kotter andCohen said that in most change situations managers initiallyfocus on strategy structure culture or systems which leads themto miss the most important issue

Jon Stegner believed the company he worked for a large manufacturerwas wasting vast sums of money I thought we had anopportunity to drive down purchasing costs not by 2 percent butby something on the order of $1 billion over the next five years said Stegner who i s quoted i n John Kotter and Dan Cohens essentialbook The Heart of ChangeTo reap these savings a big process shift would be requiredand for that shift to occur Stegner knew that hed have to convincehis bosses

Seeking a compelling example of the companys poor purchasinghabits Stegner assigned a summer student intern to investigate a single item-work gloves which workers in most ofthe companys factories wore The student embarked on a missionto identify all the types of gloves used in all the companys factoriesand then trace back what the company was paying for themThe intrepid intern soon reported that the factories werepurchasing 424 different kinds of gloves Furthermore they wereusing different glove suppliers and they were all negotiating theirown prices The same pair of gloves that cost $5 at one factorymight cost $17 at another

At Stegners request the student collected a specimen of everyone of the 424 different types of gloves and tagged each with theprice paid Then all the gloves were gathered up brought to theboardroom and piled up on the conference table Stegner invitedall the division presidents to come visit the Glove Shrine

They could see the prices Theylooked at two gloves that seemed exactly alike yet onewas marked $322 and the other $105 5 Its a rare eventwhen these people dont have anything to say But thatday they just stood with their mouths gapingThe gloves exhibit soon became a traveling road show visitingdozens of plants The reaction was visceral This is crazy Werecrazy And weve got to make sure this stops happening Soon Stegnerhad exactly the mandate for change that hed sought Thecompany changed its purchasing process and saved a great deal ofmoney This was exactly the happy ending everyone wanted

Most of us would not have tried what Stegnerdid It would have been so easy so natural to make a presentationthat spoke only to the Rider Think of the possibilities thespreadsheets the savings data the cost-cutting protocols the recommendationsfor supplier consolidation the exquisite logic forcentral purchasing You could have created a 12-tabbed MicrosoftExcel spreadsheet that would have made a tax accountant weepwith joy But instead of doing any of that Stegner dumped abunch of gloves on a table and invited his bosses to see themIf there is such a thing as white-collar courage surely this was an instance

Stegner knew that if things were going to change he had toget his colleagues Elephants on his side If he had made an analyticalappeal he probably would have gotten some supportivenods and the execs might have requested a follow-up meetingsix weeks later (and then rescheduled it) The analytical case wascompelling-by itself it might have convinced Stegners colleaguesthat overhauling the purchasing system would be an importantthing to do next yearRemember that if you reach your colleagues Riders but nottheir Elephants they will have direction without motivationMaybe their Riders will drag the Elephant down the road for awhile but as weve seen that effort cant last longOnce you break through to feeling though things changeStegner delivered a jolt to his colleagues First they thought tothemselves were crazy Then they thought we can fix this Everyonecould think of a few things to try to fix the glove problemandby extension the ordering process as a whole That got theirElephants fired up to move

bull Kotter and Cohen observed that in almost all successful change efforts the sequence of change is not ANALYZETHINK-CHANGE but rather SEE-FEEL-CHANGE

Most of us would create a businesscase for the power of design Wed compile a PowerPoint presentationwith charts and graphs and strategically selected quotesfrom the chairman whod embraced the design-forward vision

When we finished our presentation everyone in the room wouldunderstand what we meant They might even agree But wouldthey change their behavior Kotters research suggests no

Main strategy 2 Motivate the Elephant

2b Shrink the Changebull If the task appears very big elephant does not want to

do it So if the elephant is tricked to do only a portion of the task or for a small time eventually the whole task to be done It is always harder to start

bull Our human emotional sides require instant gratification and sense of achieving(winning) So accomplishing subtask that is relatively easier and less time consuming provides this psychological boost

bull Example So the change may first applied to a village than to the whole country

bull Example Instead of 60 minutes students may be asked to study for 5 minutes

A local car wash ran a promotion featuring loyalty cards Everytime customers bought a car wash they got a stamp on theircards and when they filled up their cards with eight stamps theygot a free washAnother set of customers at the same car wash got a slightlydifferent loyalty card They needed to collect ten stamps (ratherthan eight) to get a free car wash-but they were given a headstart When they received their cards two stamps had alreadybeen addedThe goal was the same for both sets of customers Buy eightadditional car washes get a reward But the psychology was differentIn one case youre 20 percent of the way toward a goaland in the other case youre starting from scratch A few monthslater only 1 9 percent of the eight-stamp customers had earned afree wash versus 34 percent of the head-start group (And thehead-start group earned the free wash faster)

People find it more motivating to be partly finished with alonger journey than to be at the starting gate of a shorter oneThats why the conventional wisdom in development circles isthat you dont publicly announce a fund-raising campaign for acharity until youve already got 50 percent of the money in thebag (After all who wants to give the first $ 1 00 to a $ 1 millionfund-raising campaign)One way to motivate action then is to make people feel asthough theyre already closer to the finish line than they might have thought

That sense of progress is critical because the Elephant in usis easily demoralized Its easily spooked easily derailed and forthat reason it needs reassurance even for the very first step ofthe journeyIf youre leading a change effort you better start looking forthose first two stamps to put on your teams cards Rather thanfocusing solely on whats new and different about the change tocome make an effort to remind people whats already been conquered

A business cliche commands us to raise the bar But thatsexactly the wrong instinct if you want to motivate a reluctant ElephantYou need to lower the bar Picture taking a high-jump barand lowering it so far that it can be stepped overIf you want a reluctant Elephant to get moving you need toshrink the change

a clever self-help technique calledthe 5-Minute Room Rescue proposed by Marla Cilley a homeorganizingguru who calls herself the Fly Lady (think of zoomingthrough your housecleaning with wings) Heres what you doGet a kitchen timer and set it for 5 minutes Then go to the worstroom in your house-the one youd never let a guest see-andas the timer ticks down start clearing a path and when the timerbuzzes you can stop with a clear conscience

This is an Elephant trick The Elephant hates doing things with no immediate payoff

To get the Elephant off its duff you need to reassureit that the task wont be so bad Look its just 5 minutesHow bad can it be

What good is a 5-minute session of cleaning Not much Itgets you moving though and thats the hardest part Starting anunpleasant task is always worse than continuing it So once youstart cleaning house chances are you wont stop at 5 minutesYoull be surprised at how fast things turn around Youll start totake pride in your accomplishments-starting with the cleansink then the clean bathroom then the clean downstairs areaandthat pride and confidence will build on itself A virtuous circleBut you couldnt have enjoyed the virtuous circle without first shrinking the change

In his book TheTotal Money Makeover Ramsey

One of Ramseys best-known and most controversial debtfightingtechniques is the Debt Snowball When the Farrarsfound themselves with over $ 1 00000 in debt (not includingtheir mortgage) they started working on the Debt SnowballThe first step was to list all their debts-everything from creditcards to overdue electric bills to student loans-and then arrangethem in order from smallest to largest Next their instructionswere to make only the minimum payments on every debt withone exception

After the minimum payments were made everyavailable dollar would be put toward the first debt on the list Becausethe first debt was the smallest one it could be paid off relativelyquickly and the Farrars could cross it off the list and thendirect every available dollar to paying off the second debt thenthe third then the fourth As they crossed off each debt theywere able to eliminate a minimum payment which gave themmore cash to attack the next debt Thats why the strategy iscalled a Debt Snowball With each debt that is conquered the snowball of money applied to the next debt grows and rolls a little faster

Notice whats missing here any mention of interest rates Ifthe Farrars smallest debt was a past-due utility bill with no in

terest charges whatsoever Ramsey still advised them to pay it offbefore tackling any of their credit card bills which might have interestrates of 20 percent or aboveThis advice makes the average financial adviser cringe Afterall simple math tells us that were financially better-off if we paydown high-interest debt first

Ramsey writes --Being a certified nerd I always used to start with makingthe math work I have learned that the math doesneed to work but sometimes motivation is more importantthan math This is one of those times Faceit if you go on a diet and lose weight the first week youwill stay on that diet If you go on a diet and gain weightor go six weeks with no visible progress you will quitWhen training salespeople I try to get them a sale ortwo quickly because that fires them up When you startthe Debt Snowball and in the first few days pay off acouple oflittle debts trust me it lights your fire I dontcare if you have a masters degree in psychology youneed quick wins to get fired up And getting fired up issuper-important

Most financial advisers recommend that their clients paydown high-interest debt first in order to optimize the impact oftheir money But Ramseys not trying to solve an optimizationproblem hes trying to solve an Elephant problem The reasonpeople get themselves into financial trouble he knows is thatthey lose control They begin to feel powerless in the face of amountain of debt And you cant combat powerlessness withmath You combat it by proving to people that they can win Ifyou pay $ 1 8 5 toward a $20000 debt on a high-interest creditcard youre still going to feel hopeless But if you completely payoff a $ 1 8 5 overdue utility bill you can cross it off yo r list Youvewon a victory over debtRamsey is using the same strategy as the Fly Lady with her5-Minute Room Rescue-if people are facing a daunting taskand their instinct is to avoid it youve got to break down the taskShrink the change Make the change small enough that they canthelp but score a victory Once people clean a single room or payoff a single debt their dread starts to dissipate and their progressbegins to snowballC

One way to shrink change then is to limit the investment youreasking for-only 5 minutes of housecleaning only one smalldebt Another way to shrink change is to think of small winsmilestonesthat are within reach (Our dad Fred Heath whoworked over thirty years for IBM would tell his teams that whenmilestones seemed too distant they should look for inch pebblesNice one Dad)

Kelman a professor of public management at Harvard UniversitysKennedy School of Government got a call from theClinton administration in 1 993 asking him to lead the Officeof Federal Procurement Policy (OFPP) As the head of OFPp hewould be responsible for reforming the governments procurementefforts

Kelman was reluctant to head up OFPp knowing there wasa pretty good chance that despite his best efforts nothing wouldchange but in the end he accepted the job He knew exactly whathe was getting into because three years earlier hed written a bookabout procurement reformThere were lots of problems with procurement Over theyears the government had established many protocols and protectionsto prevent abuses of various kinds There were good intentionsbehind these protections but as they built up layerupon layer they began to cause more harm than the abusestheyd been designed to prevent For instance when makingpurchase decisions procurement officials could not use evidenceof vendors past performance

Kelman knew hed have to make some progress quickly or elsehed be dismissed If an example of successful change couldsomehow be achieved quickly it might be possible to use that toset other changes in motion he wrote later He sought a victorythat would be fast achievable and visible-a small win thatwould work for all of his constituents whether the Defense Departmentor the Health and Human Services Department If hecould get their Elephants moving with an easy mission-the governmentequivalent of the 5-Minute Room Rescue-he thoughthe would be able to keep them moving

One day a conversation with a government employee sparkedan idea The employee told Kelman that when she needed simpleinexpensive items such as a few computer disks the procurementrules made it impossible for her to walk to thecomputer superstore across the str1048958et and buy them She foundthis limitation was infuriatingKelman spotted an opportunity He went to the senior procurementexecutives and issued a challenge I want you to doubleyour agencys use ofgovernment credit cards over the next year (Noticethe precision of the challenge a la the 1 milk campaign By

being specific about the behavioral change Kelman was directinghis constituents Riders) In his vision anytime employees neededsomething small-computer disks or a replacement hard driveor a carton of office paper-they should be able to march acrossthe street armed with their credit cards and purchase what theyneeded on the spot Kelman asked the agencies to make a formalPledge to embrace the idea The agencies were supportive soKelman pushed further Over the next year he organized fourmore pledgesso here they donrsquot need quotation or tender Government may check later whether it complies fair price policy

The second pledge was a biggie Kelman asked the agencies tobreak with the tradition of ignoring past performance He knewthis would be a tough sell so he decided to push for it publiclyonly when he was sure he had at least eight agencies onboard Hehit the phones and his employees and advisers rallied the peoplein their networks Eventually his team had eight agencies signedup but he wasnt finished After we got to nine agencies participationstarted snowballing and soon we could say to the holdoutsAlmost everyone but you is participating (This outcomeforeshadows a point that we make in Chapter 1 0 about behaviorbeing contagious Kelman managed to address all three parts ofthe framework-directing the Rider motivating the Elephantand shaping the Path)

When you engineer early successes what youre really doing isengineering hope Hope is precious to a change effort Its Elephantfuel

Main strategy 2 Motivate the Elephant2c Grow your people(creating sense of

identity amp instill growth mindset)bull Be noted identity may be created it is not always

inherited thing For example creating identity like Iutians are hard working gives a boost to the elephant to do something

bull So this identity to be created in positive way bull Identity may be achieved by birth and or individual

endeavour For example citizen of a country(by birth) is an identity received by birth while lsquoEngineerrsquo identity that is earned through hard study

bull Growth mindset to be instilled by removing limiting belief that things could not be changed by trying The new belief system should be that anything could be learnt and anything is possible

bull Example Brasilatas inventors

The St Lucia Parrot exists only o n the Caribbean island o f StLucia Its gorgeous with a vivid turquoise blue face lime greenwings and a striking red shield on its chest In 1977 only onehundred St Lucia Parrots were left on the island The populationhad been decimated by habitat destruction hunters andpeople who trapped them to use as pets The St Lucia Parrotseemed doomed in the words of one biologist the species couldnot escape oblivion by the year 2000Enter an unlikely savior college student Paul Butler In 1977Butler was finishing his last year of studies at North-East LondonPolytechnic Butlers passion was conservation and hed previouslyspent five weeks completing a field research expedition inSt Lucia where hed studied the parrot and submitted recommendationsfor preserving the species

Pg 149

Weve seen that one way to motivate a switch is to shrink thechange which makes people feel big relative to the challengeBut here were seeing something different Paul Butler didntshrink the change Instead he grew the people He made the StLucians swell with pride over their parrot-a species that existsnowhere else He inspired them to feel more determined moreready more motivated And when you build people up in thisway they dtvelop the strength to act

In essence Butlers goal was to convince St Lucians that theywere the kind of people who protected their own In public eventsButler stressed This parrot is ours Nobody has this but us Weneed to cherish it and look after it He did everything in hispower to make the public more familiar with the bird He hostedSt Lucia Parrot puppet shows distributed T-shirts cajoled a localband to record songs about the bird convinced local hotels toprint up bumper stickers recruited volunteers to dress up in parrotcostumes and visit local schools and asked local ministers tocite relevant Bible verses (for instance verses that instructed believersto be good stewards of the things that were in their trust)

James March a professor of politicalscience at Stanford University March says that when peoplemake choices they tend to rely on one of two basic models ofdecision making the consequences model or the identity modelThe consequences model is familiar to students of economicsIt assumes that when we have a decision to make we weigh thecosts and benefits of our options and make the choice thatmaximizes our satisfaction Its a rational analytical approachThis is the approach that Paul Buder knew would fail withSt Lucians because there simply wasnt a strong costbenefitcase for the parrot

In the identity model of decision making we essentially askourselves three questions when we have a decision to make Whoam l What kind of situation is this What would someone like medo in this situation Notice whats missing any calculation of costsand benefits The identity model explains the way most peoplevote which contradicts our notion of the self-interested voterIt helps to shed light on why an auto mechanic in Oklahomawould vote against a Democrat whod give him health insuranceand why a Silicon Valley millionaire would vote against a Republicanwhod cut her taxes

Generally when we use the word identity were talking aboutan immutable trait of some kind-such as a racial ethic orregional identity But thats a relatively narrow use of the termWere not just born with an identity we adopt identities throughoutour lives We aspire to be good mothers or fathers devoutCatholics or Muslims patriotic citizens and so on

Or consider a professional identity such as being a scientistClearly youre not born a scientist Its an identity you seek outand one that others such as your professors and mentors consciouslycultivate in you As you develop and grow in that identityit becomes an increasingly important part of your self-imageand triggers the kind of decision making that March describes

Its critical to realize that these identity stories arent just specialcase situations confined to scientists or nurses or St LuciansIdentity is going to play a role in nearly every change situationEven yours When you think about the people whose behaviorneeds to change ask yourself whether they would agree with thisstatement I aspire to be the kind of person who would makethis change If their answer is yes thats an enormous factor in your favor If their answer is no then youll have to work hard toshow them that they should aspire to a different self-image Andthats exactly what Paul Butler did in St Lucia He convinced theislands citizens to think This is our bird-if we want to be goodSt Lucians wed better protect it

in a business context consider a firmthat invented an identity that subsequently became the engine ofits success The firm is Brasilata-its a US$ 1 70 million manufacturingfirm in Brazil that produces various kinds of steel cansAs youd imagine the can manufacturing industry is relativelymature-not much growth not much excitement But Brasilatadefies the stereotype of a boring stuck-in-its ways manufacturerIn fact it has one of the best reputations for innovation of anycompany in Latin America

How does a manufacturer of cans become known as an innovatorBrasilatas founders were inspired by the philosophy ofJapanese car manufacturers like Honda and Toyota which empoweredtheir frontline employees to take ownership of theirwork For instance at Toyota any employee who spotted a defectcould stop the assembly line (this would have been unthinkablein Detroit at the time) Toyota and Honda also actively solicited

ideas for innovation from their employees In 1 987 the foundersof Brasilata launched an employee-innovation program modeledon the Japanese forerunnersA new identity was the core of the program Employees ofBrasilata hecame known as inventors and when new employeesjoined the firm they were asked to sign an innovation contractThis wasnt simply feel-good language Top management challengedemployees to be on the lookout for potential innovationsideasfor how to create better products improve productionprocesses and squeeze costs out of the system Procedures developedwithin the factory made it easy for inventors to submit theirideas

The program succeeded beyond any reasonable expectationsIn 2008 employees submitted 1 34846 ideas-an averageof 1452 ideas per inventor This figure puts Brasilata on par withthe Japanese trendsetters that had inspired the programMany of the suggestions led to the development of new productsFor instance in late 2008 Brasilata came up with a new approachfor steel cans designed to carry dangerous or flammableliquids To meet United Nations standards such cans must beable to withstand a drop from 1 2 meters (roughly 4 feet) Traditionallymost manufacturers had reached this standard by thickeningthe metal layers which used up more raw material andrequired new production processes And the reinforced designswerent foolproof-the metal seams were prone to split if a canlanded on an edgeBrasilatas inventors

suggested a new design inspired by carbumpers that collapse on impact Their new steel can deformedslightly on impact reducing stress on the critical seam The newdesign resisted impact better while also reducing the amount ofsteel in the canThe inventors have led Brasilata through emergencies In200 1 a severe energy crisis-the blackout syndrome ndashforced

the government of Brazil to ration energy Businesses received astrict quota of electricity The inventors went to work dreamingup power-saving ideas-hundreds of them Within a few weeksBrasilatas energy consumption was reduced by 35 percent fallingbelow the companys quota and allowing the company to resell itsextra energy

Another unexpected idea was jointly suggested by two employeesEliminate our jobs theyre not necessary anymore The ideawas accepted but the company found a new place for the employeesBrasilata has a no-dismissal policy and also distributes1 5 percent of its net profits to employees Its no surprise thatBrasilata consistently appears on best places to work lists inBrazilLets remember something This inventor identity whichhas fueled business success and employee satisfaction was madeup None of Brasilatas employees were born inventors Theidentity was introduced to them and they liked the sound of itIt seemed to be a mantle worth wearing Being an inventor hasbecome a source of pride and strength

If cultivating an identity sounds daunting take heart A classicstudy in psychology shows that you can start with small steps Inthe 1960s two psychologists from Stanford University JonathanFreedman and Scott Fraser asked a researcher to go door-to-doorin an upscale neighborhood in Palo Alto California

Pg 158

indeed 83 percent of the home ownerspassed on the opportunity ldquo

Two weeks earlier thesame home owners had been approached by a volunteer claimingto represent a different driver-safety organization They wereasked to put a tiny Be a Safe Driver sign-less than half thesize of a postcard-in the window of their car or home The volunteersaid the sign was intended to make citizens more aware ofthe need to drive carefully This seemed such a trivial commitmentthat almost all of the home owners said yes

When the researcherscame back two weeks later and asked the home owners to installthe eyesore billboard 76 percent accepted it

the science of the billboardstudy says something pretty remarkable It shows us that peopleare receptive to developing new identities that identities growfrom small beginnings Once you start seeing yourself as a concernedcitizen youll want to keep acting like one Thats tremendouslygood news for someone leading a change effort It meansfor example that if you can show people why the environment isworth caring about it wont take years for them to think of themselvesas environmentalists It took only a few days for the homeowners to think of themselves as concerned citizens

You need to create the expectationof failure-not the failure of the mission itself but failureen route This notion takes us into a fascinating area of researchthat is likely to change the way you view the world

Main strategy 3 Shape the path3a Tweak the environment

bull TWEAK THE ENVIRONMENT When the situation changes the behavior

bull changes So change the situation [Throwing out the phone system at Rackspace

bull 1-Click ordering simplifying the online time sheet]bull Tweaking the environment is about making the right

behaviors a little bit easier and the wrong behaviors a little bit harder Its that simple

bull ]

Fundamental attribution error ndash we hurrily judge someonesomething from Direct

attributes but forget about situation that may have created those attributes

frequently blind to the power of situations In a famousarticle Stanford psychologist Lee Ross surveyed dozens ofstudies in psychology and noted that people have a systematictendency to ignore the situational forces that shape other peoplesbehavior He called this deep-rooted tendency the FundamentalAttribution Error The error lies in our inclination toattribute peoples behavior to the way they are rather than to thesituation they are in

how a smoother Path can change behavior consider someresearch that studied why college students did (or didnt) donatefood to a canned-food drive for charity The researchers knewsome students would be more charitable and generous thanothers and would be more inclined to donate food Theresearchers wondered Can we alter the situation so that jerks givetoo

Pg 182

Some students received a basicletter announcing the launch of a food drive the following weekand asking them to bring canned food to a booth on TressiderPlaza (a well-known spot on campus) Other students received amore detailed letter which included a map to the precise spot arequest for a can of beans and a suggestion that they think abouta time when theyd ordinarily be near Tressider Plaza so theywouldnt have to go out of their way to get there

Students who received the basic letter were not very generousOnly 8 percent of the saints donated and not a single one ofthe jerks

Students who received the more detailedletter were substantially more charitable 42 percent of thesaints donated and so did 2 5 percent of the jerks

Tweaking the environment is about making the right behaviorsa little bit easier and the wrong behaviors a little bit harder Itsthat simple

3b Build habit

bull When something becomes a habit our rational brain(rider) does not have to exert almost any energy or will power This will power energy is of limited supply and could not work for long stretch of time

bull So if step by step procedure some objective or main task could be turned into a habit it would be easier for human beings to do it

bull BUILD HABITS When behavior is habitual its free-it doesnt tax the Rider

bull Look for ways to encourage habits [Setting action triggers eating two bowls of

bull soup while dieting using checklists

Example or strategy to build habit

bull 21 days repetition method

3b Action trigger

Peter Gollwitzer a psychologist at New York University is thepioneer of work in this area He and colleague Veronika Brandstarterfound that action triggers are quite effective in motivatingaction

By preloading the decisionwe conserve the Riders self-control(it does not have to think about what to do)

In one study they tracked college students who had theoption to earn extra credit in a class by writing a paper about how they spent Christmas Eve But there was a catch To earn the credit they had to submit the paper by December 26 Most studentshad good intentions of writing the paper but only 33 percentof them got around to writing and submitting it Otherstudents in the study were required to set action triggers-tonote in advance exactly when and where they intended to write the report (for example Ill write this report in my dads officeon Christmas morning before everyone gets up) A whopping75 percent of those students wrote the report

3c Rally the herd

bull Social and peer pressure is a very strong force in motivating us to do something

bull So if influential celebrity type people do something the majority follow through Here 8020 rule applies

bull Again if someone could be told that the majority are doing this heshe would like to be the part of the group(here) and comply with Therefore become happy as becoming of a group that fulfills our belonging needs

bull The Elephant constantly looks to the herd for cues about how to behave

bull Other people are getting their work done on time Why wont you

bull RALLY THE HERD Behavior is contagious Help it spread [Fataki in Tanzaniafree spaces in hospitals seeding the tip jar]

By STANDER effect ndash humanbeings take decision after

looking what others doColumbia University students having volunteered for a researchstudy were asked to sit in a room and fill out a surveySome were left alone others were put in rooms with two otherstudents As they filled out their surveys a crisis emergedSmoke began to pour into the room through a wall vent Thesmoke continued to flow in irregular puffs until eventually theroom was filled with haze Of the students sitting in a room bythemselves 75 percent got up and found someone to alert aboutthe smoke But when three students were placed in the roomat the same time only 38 percent of the groups of three ever reportedthe smoke They just sat there inhaling the smoke eachindividuals inaction signaling to the other two people in theroom that this smoke cloud isnt such a big deal

In a similar study individuals or pairs who were completinga survey heard what sounded like a woman falling down loudlyon the other side of a room divider Of the lone bystanders 70percent went to help her but only 40 percent of the pairs helpedEven when the pairs helped they acted more slowly than the individuals

Why do groups fail to respond as well as individualsIn ambiguous situations-smoke pouring into a room theapparent sound of a fall-people look to others for cues abouthow to interpret the event If you see a man suddenly collapse atthe mall your brain races through possible interpretations Its aheart attack Or wait maybe he tripped and fell down Or whatif hes playing a gag on someone Youre reluctant to rush overimmediately because if he simply tripped your alarm-bell behaviorwill leave you both embarrassedIf youre the only person around to react youll probably makeyour best guess-heart attack-and rush over But if theres acrowd youve got two stimuli to process the collapse itself andthe crowds reaction to the collapse You might pause briefly tostudy the crowd Are other people acting like hes had a heart attackYou stand there idling ready to spring into action at thefirst sign of crisis But as you wait other people are looking backat you and when they see you idling your behavior becomes datafor their theory that its not an emergency And thats why threepeople can sit in a room filling with smoke and not make a peep

a group of socialpsychologists persuaded a hotel manager to test out a newsign in the hotel bathrooms The sign didnt mention the environmentat alIi it simply said that the the majority of guests atthe hotel reuse their towels at least once during their stay Itworked-guests who got this sign were 26 percent more likely toreuse their towels They took cues from the herdNote the downside though If the sign had said About 8of our guests decide to reuse their towels new guests would havebeen less likely to reuse theirs

SummaryHOW TO MAKE A SWITCHFor things to change somebody somewhere has to start actingdifferently Maybe its you maybe its your teamPicture that person (or people)Each has an emotional Elephant side and a rational Rider sideYouve got to reach both And youve also got to clear the wayfor them to succeed In short you must do three things

DIRECT the RiderFOLLOW THE BRIGHT SPOTS Investigate whats working and clone it [Jerrysternin in Vietnam solutions-focused therapy]SCRIPT THE CRITICAL MOVES Dont think big picture think in terms of specificbehaviors [1 milk four rules at the Brazilian railroad]POINT TO THE DESTINATION Change is easier when you know where youregoing and why its worth it [You ll be third graders soon No dry holes at BP]

MOTIVATE the ElephantFIND THE FEELING Knowing something isn t enough to cause change Makepeople feel something [Piling gloves on the table the chemotherapy video gameRobyn Waterss demos at Target]SHRINK THE CHANGE Break down the change until it no longer spooks the Elephant[The 5-Minute Room Rescue procurement reform]GROW YOUR PEOPLE Cultivate a sense of identity and instill the growth mindset[Brasilatas inventors junior-high math kids turnaround]

SHAPE the PathTWEAK THE ENVIRONMENT When the situation changes the behaviorchanges So change the situation [Throwing out the phone system at Rackspace1-Click ordering simplifying the online time sheet]BUILD HABITS When behavior is habitual its free-it doesnt tax the RiderLook for ways to encourage habits [Setting action triggers eating two bowls ofsoup while dieting using checklists]RALLY THE HERD Behavior is contagious Help it spread [Fataki in Tanzaniafree spaces in hospitals seeding the tip jar]

Summary Direct the Rider(Head rational thinker)

Heres the good news The Riders strengths are substantialand his flaws can be mitigated When you appeal to the Rider insideyourself or inside others you are trying to influence yourgame plan should be simpleFirst follow the bright spots Think of the Vietnamese childrenwho stayed well nourished against the odds or the Genentechsales reps who racked up sales against the odds AB you analyzeyour situation youre sure to find some things that are workingbetter than others Dont obsess about the failures Instead investigateand clone the successesNext give direction to the Rider-both a start and a finishSend him a destination postcard (Youll be a third grader soon)and script his critical moves (Buy 1 milk) When you do these things youll prepare the Rider to lead aswitch And youll arm him for the ongoing struggles with hisreluctant and formidable partner the Elephant

Summary Motivate the Elephant(Lazy pleasure loving self)

In times of change we need to remind ourselves and others againand again of certain basic truths Our brains and our abilities arelike muscles They can be strengthened with practice Were notborn skateboarders or scientists or nurses we must learn how toskateboard do science or care for sick people And our inspirationto change ourselves comes from our desire to live up to thoseidentitiesIn the story of Molly Howard we see that amazing things canhappen when you combine the aspiration of a new identity withthe persistence of the growth mindset Thats how you grow yourpeople

Over the past few chapters weve seen that the centralchallenge of change is keeping the Elephant moving forwardWhereas the Rider needs direction the Elephant needs motivationAnd weve seen that motivation comes from feelingknowledgeisnt enough to motivate change But motivation alsocomes from confidence The Elephant has to believe that its capableof conquering the change And there are two routes tobuilding peoples confidence so that they feel big relative totheir challenge You can shrink the change or grow your people(or preferably both)

Summary Shaping the pathOur picture of change is still incomplete though because itsclear that in some situations even a reluctant Elephant and a confusedRider will manage to change their behavior For instanceconsider the fact that even a lost angry driver who is hopelesslylate for an appointment will stop dutifully for a red lightThats why to make changes stick weve got to think aboutshaping the Path

First you need to tweak theenvironment to provide a free space for discussion At Alpha therotational teams had a private place to meet and that created afree space where the new identity could grow Do your own reformershave a private place where they can meet and coordinate

Second you should build good habits Recall the idea of actiontriggers-visualizing when and where you are going to dosomething important The interns at Alpha were essentially settingaction triggers They thought about what they would sayand how they would act when 9 pm came and the signoutprocess was triggered They mentally rehearsed how they wouldrespond if an argument flared up with the night resident Havemembers of your team rehearsed how theyll react when theymeet resistance from your organizations old guard

Finally you should rally the herd At Alpha the leaders helpedthe reformers find one another and the reformers began to createa language-as we saw in the examples of the designateddriver and Fataki-that allowed them to talk about their valueswith others As a leader you can help prod them to create this languageto find ways to articulate what is different and better aboutthe change you seek

We started the Path section by discussing the Fundamental AttributionError-the tendency to attribute behavior to peoplescharacter rather than to their environments Look again at theteaching-hospital example At Alpha 42 percent of superiors supportedthe change at Beta 66 percent supported it Almost all ofus would have put our money on Beta Not many of us whenconfronted with that data would have immediately thought Yesbut what about the situational forces

At the two hospitals individual character competed with situationalforces and situational forces won This brings us backfull circle to the food drive study where a jerk with clear instructionswas more charitable than a saint with generic instructionsThe line between saints and jerks wasnt as clear as we mighthave thought Neither was the line between supporters and resistersof hospital reformIf the right Path can turn a jerk into a saint then the rightPath can also turn a change enemy into an ally

ReferenceReference book HOW TO CHANGE THINGS WHEN CH ANGE IS HARD

By CHIP HEATH (a professor at the GraduateSchool of Business at Stanford University) and DAN HEATH(a senior fellow at Duke Universitys Centerfor the Advancement of Social Entrepreneurship(CASE))

• Change Management
• Reference
• Slide 3
• Rider
• Elephant
• Main strategy 1 Direct the Rider 1a Follow the brightspot
• Details of Vietnam example
• Slide 8
• Slide 9
• Main strategy 1 Direct the Rider 1b Script the critical move
• Slide 11
• Slide 12
• Main strategy 1 Direct the Rider 1c POINT TO THE DESTINATION
• Main strategy 2 Motivate the Elephant 2a Find the Feeling
• Slide 15
• Slide 16
• Slide 17
• Slide 18
• Slide 19
• Slide 20
• Slide 21
• Slide 22
• Slide 23
• Main strategy 2 Motivate the Elephant 2b Shrink the Change
• Slide 25
• Slide 26
• Slide 27
• Slide 28
• Slide 29
• Slide 30
• Slide 31
• Slide 32
• Slide 33
• Slide 34
• Slide 35
• Slide 36
• Slide 37
• Slide 38
• Slide 39
• Slide 40
• Main strategy 2 Motivate the Elephant 2c Grow your people(creating sense of identity amp instill growth mindset)
• Slide 42
• Slide 43
• Slide 44
• Slide 45
• Slide 46
• Slide 47
• Slide 48
• Slide 49
• Slide 50
• Slide 51
• Slide 52
• Slide 53
• Slide 54
• Slide 55
• Main strategy 3 Shape the path 3a Tweak the environment
• Fundamental attribution error ndash we hurrily judge someonesomething from Direct attributes but forget about situation that may have created those attributes
• Slide 58
• Slide 59
• 3b Build habit
• Slide 61
• Example or strategy to build habit
• 3b Action trigger
• Slide 64
• 3c Rally the herd
• Slide 66
• By STANDER effect ndash humanbeings take decision after looking what others do
• Slide 68
• Slide 69
• Slide 70
• Summary
• Slide 72
• Slide 73
• Summary Direct the Rider(Head rational thinker)
• Summary Motivate the Elephant(Lazy pleasure loving self)
• Slide 76
• Summary Shaping the path
• Slide 78
• Slide 79
• Slide 80
• Slide 81

In The Heart oChange John Kotter and Dan Cohen report ona study they conducted with the help of a team at Deloitte ConsultingThe project team interviewed over 400 people acrossmore than 130 companies in the United States Europe Australiaand South Africa in hopes of understanding why change happensin large organizations Summarizing the data Kotter andCohen said that in most change situations managers initiallyfocus on strategy structure culture or systems which leads themto miss the most important issue

Jon Stegner believed the company he worked for a large manufacturerwas wasting vast sums of money I thought we had anopportunity to drive down purchasing costs not by 2 percent butby something on the order of $1 billion over the next five years said Stegner who i s quoted i n John Kotter and Dan Cohens essentialbook The Heart of ChangeTo reap these savings a big process shift would be requiredand for that shift to occur Stegner knew that hed have to convincehis bosses

Seeking a compelling example of the companys poor purchasinghabits Stegner assigned a summer student intern to investigate a single item-work gloves which workers in most ofthe companys factories wore The student embarked on a missionto identify all the types of gloves used in all the companys factoriesand then trace back what the company was paying for themThe intrepid intern soon reported that the factories werepurchasing 424 different kinds of gloves Furthermore they wereusing different glove suppliers and they were all negotiating theirown prices The same pair of gloves that cost $5 at one factorymight cost $17 at another

At Stegners request the student collected a specimen of everyone of the 424 different types of gloves and tagged each with theprice paid Then all the gloves were gathered up brought to theboardroom and piled up on the conference table Stegner invitedall the division presidents to come visit the Glove Shrine

They could see the prices Theylooked at two gloves that seemed exactly alike yet onewas marked $322 and the other $105 5 Its a rare eventwhen these people dont have anything to say But thatday they just stood with their mouths gapingThe gloves exhibit soon became a traveling road show visitingdozens of plants The reaction was visceral This is crazy Werecrazy And weve got to make sure this stops happening Soon Stegnerhad exactly the mandate for change that hed sought Thecompany changed its purchasing process and saved a great deal ofmoney This was exactly the happy ending everyone wanted

Most of us would not have tried what Stegnerdid It would have been so easy so natural to make a presentationthat spoke only to the Rider Think of the possibilities thespreadsheets the savings data the cost-cutting protocols the recommendationsfor supplier consolidation the exquisite logic forcentral purchasing You could have created a 12-tabbed MicrosoftExcel spreadsheet that would have made a tax accountant weepwith joy But instead of doing any of that Stegner dumped abunch of gloves on a table and invited his bosses to see themIf there is such a thing as white-collar courage surely this was an instance

Stegner knew that if things were going to change he had toget his colleagues Elephants on his side If he had made an analyticalappeal he probably would have gotten some supportivenods and the execs might have requested a follow-up meetingsix weeks later (and then rescheduled it) The analytical case wascompelling-by itself it might have convinced Stegners colleaguesthat overhauling the purchasing system would be an importantthing to do next yearRemember that if you reach your colleagues Riders but nottheir Elephants they will have direction without motivationMaybe their Riders will drag the Elephant down the road for awhile but as weve seen that effort cant last longOnce you break through to feeling though things changeStegner delivered a jolt to his colleagues First they thought tothemselves were crazy Then they thought we can fix this Everyonecould think of a few things to try to fix the glove problemandby extension the ordering process as a whole That got theirElephants fired up to move

bull Kotter and Cohen observed that in almost all successful change efforts the sequence of change is not ANALYZETHINK-CHANGE but rather SEE-FEEL-CHANGE

Most of us would create a businesscase for the power of design Wed compile a PowerPoint presentationwith charts and graphs and strategically selected quotesfrom the chairman whod embraced the design-forward vision

When we finished our presentation everyone in the room wouldunderstand what we meant They might even agree But wouldthey change their behavior Kotters research suggests no

Main strategy 2 Motivate the Elephant

2b Shrink the Changebull If the task appears very big elephant does not want to

do it So if the elephant is tricked to do only a portion of the task or for a small time eventually the whole task to be done It is always harder to start

bull Our human emotional sides require instant gratification and sense of achieving(winning) So accomplishing subtask that is relatively easier and less time consuming provides this psychological boost

bull Example So the change may first applied to a village than to the whole country

bull Example Instead of 60 minutes students may be asked to study for 5 minutes

A local car wash ran a promotion featuring loyalty cards Everytime customers bought a car wash they got a stamp on theircards and when they filled up their cards with eight stamps theygot a free washAnother set of customers at the same car wash got a slightlydifferent loyalty card They needed to collect ten stamps (ratherthan eight) to get a free car wash-but they were given a headstart When they received their cards two stamps had alreadybeen addedThe goal was the same for both sets of customers Buy eightadditional car washes get a reward But the psychology was differentIn one case youre 20 percent of the way toward a goaland in the other case youre starting from scratch A few monthslater only 1 9 percent of the eight-stamp customers had earned afree wash versus 34 percent of the head-start group (And thehead-start group earned the free wash faster)

People find it more motivating to be partly finished with alonger journey than to be at the starting gate of a shorter oneThats why the conventional wisdom in development circles isthat you dont publicly announce a fund-raising campaign for acharity until youve already got 50 percent of the money in thebag (After all who wants to give the first $ 1 00 to a $ 1 millionfund-raising campaign)One way to motivate action then is to make people feel asthough theyre already closer to the finish line than they might have thought

That sense of progress is critical because the Elephant in usis easily demoralized Its easily spooked easily derailed and forthat reason it needs reassurance even for the very first step ofthe journeyIf youre leading a change effort you better start looking forthose first two stamps to put on your teams cards Rather thanfocusing solely on whats new and different about the change tocome make an effort to remind people whats already been conquered

A business cliche commands us to raise the bar But thatsexactly the wrong instinct if you want to motivate a reluctant ElephantYou need to lower the bar Picture taking a high-jump barand lowering it so far that it can be stepped overIf you want a reluctant Elephant to get moving you need toshrink the change

a clever self-help technique calledthe 5-Minute Room Rescue proposed by Marla Cilley a homeorganizingguru who calls herself the Fly Lady (think of zoomingthrough your housecleaning with wings) Heres what you doGet a kitchen timer and set it for 5 minutes Then go to the worstroom in your house-the one youd never let a guest see-andas the timer ticks down start clearing a path and when the timerbuzzes you can stop with a clear conscience

This is an Elephant trick The Elephant hates doing things with no immediate payoff

To get the Elephant off its duff you need to reassureit that the task wont be so bad Look its just 5 minutesHow bad can it be

What good is a 5-minute session of cleaning Not much Itgets you moving though and thats the hardest part Starting anunpleasant task is always worse than continuing it So once youstart cleaning house chances are you wont stop at 5 minutesYoull be surprised at how fast things turn around Youll start totake pride in your accomplishments-starting with the cleansink then the clean bathroom then the clean downstairs areaandthat pride and confidence will build on itself A virtuous circleBut you couldnt have enjoyed the virtuous circle without first shrinking the change

In his book TheTotal Money Makeover Ramsey

One of Ramseys best-known and most controversial debtfightingtechniques is the Debt Snowball When the Farrarsfound themselves with over $ 1 00000 in debt (not includingtheir mortgage) they started working on the Debt SnowballThe first step was to list all their debts-everything from creditcards to overdue electric bills to student loans-and then arrangethem in order from smallest to largest Next their instructionswere to make only the minimum payments on every debt withone exception

After the minimum payments were made everyavailable dollar would be put toward the first debt on the list Becausethe first debt was the smallest one it could be paid off relativelyquickly and the Farrars could cross it off the list and thendirect every available dollar to paying off the second debt thenthe third then the fourth As they crossed off each debt theywere able to eliminate a minimum payment which gave themmore cash to attack the next debt Thats why the strategy iscalled a Debt Snowball With each debt that is conquered the snowball of money applied to the next debt grows and rolls a little faster

Notice whats missing here any mention of interest rates Ifthe Farrars smallest debt was a past-due utility bill with no in

terest charges whatsoever Ramsey still advised them to pay it offbefore tackling any of their credit card bills which might have interestrates of 20 percent or aboveThis advice makes the average financial adviser cringe Afterall simple math tells us that were financially better-off if we paydown high-interest debt first

Ramsey writes --Being a certified nerd I always used to start with makingthe math work I have learned that the math doesneed to work but sometimes motivation is more importantthan math This is one of those times Faceit if you go on a diet and lose weight the first week youwill stay on that diet If you go on a diet and gain weightor go six weeks with no visible progress you will quitWhen training salespeople I try to get them a sale ortwo quickly because that fires them up When you startthe Debt Snowball and in the first few days pay off acouple oflittle debts trust me it lights your fire I dontcare if you have a masters degree in psychology youneed quick wins to get fired up And getting fired up issuper-important

Most financial advisers recommend that their clients paydown high-interest debt first in order to optimize the impact oftheir money But Ramseys not trying to solve an optimizationproblem hes trying to solve an Elephant problem The reasonpeople get themselves into financial trouble he knows is thatthey lose control They begin to feel powerless in the face of amountain of debt And you cant combat powerlessness withmath You combat it by proving to people that they can win Ifyou pay $ 1 8 5 toward a $20000 debt on a high-interest creditcard youre still going to feel hopeless But if you completely payoff a $ 1 8 5 overdue utility bill you can cross it off yo r list Youvewon a victory over debtRamsey is using the same strategy as the Fly Lady with her5-Minute Room Rescue-if people are facing a daunting taskand their instinct is to avoid it youve got to break down the taskShrink the change Make the change small enough that they canthelp but score a victory Once people clean a single room or payoff a single debt their dread starts to dissipate and their progressbegins to snowballC

One way to shrink change then is to limit the investment youreasking for-only 5 minutes of housecleaning only one smalldebt Another way to shrink change is to think of small winsmilestonesthat are within reach (Our dad Fred Heath whoworked over thirty years for IBM would tell his teams that whenmilestones seemed too distant they should look for inch pebblesNice one Dad)

Kelman a professor of public management at Harvard UniversitysKennedy School of Government got a call from theClinton administration in 1 993 asking him to lead the Officeof Federal Procurement Policy (OFPP) As the head of OFPp hewould be responsible for reforming the governments procurementefforts

Kelman was reluctant to head up OFPp knowing there wasa pretty good chance that despite his best efforts nothing wouldchange but in the end he accepted the job He knew exactly whathe was getting into because three years earlier hed written a bookabout procurement reformThere were lots of problems with procurement Over theyears the government had established many protocols and protectionsto prevent abuses of various kinds There were good intentionsbehind these protections but as they built up layerupon layer they began to cause more harm than the abusestheyd been designed to prevent For instance when makingpurchase decisions procurement officials could not use evidenceof vendors past performance

Kelman knew hed have to make some progress quickly or elsehed be dismissed If an example of successful change couldsomehow be achieved quickly it might be possible to use that toset other changes in motion he wrote later He sought a victorythat would be fast achievable and visible-a small win thatwould work for all of his constituents whether the Defense Departmentor the Health and Human Services Department If hecould get their Elephants moving with an easy mission-the governmentequivalent of the 5-Minute Room Rescue-he thoughthe would be able to keep them moving

One day a conversation with a government employee sparkedan idea The employee told Kelman that when she needed simpleinexpensive items such as a few computer disks the procurementrules made it impossible for her to walk to thecomputer superstore across the str1048958et and buy them She foundthis limitation was infuriatingKelman spotted an opportunity He went to the senior procurementexecutives and issued a challenge I want you to doubleyour agencys use ofgovernment credit cards over the next year (Noticethe precision of the challenge a la the 1 milk campaign By

being specific about the behavioral change Kelman was directinghis constituents Riders) In his vision anytime employees neededsomething small-computer disks or a replacement hard driveor a carton of office paper-they should be able to march acrossthe street armed with their credit cards and purchase what theyneeded on the spot Kelman asked the agencies to make a formalPledge to embrace the idea The agencies were supportive soKelman pushed further Over the next year he organized fourmore pledgesso here they donrsquot need quotation or tender Government may check later whether it complies fair price policy

The second pledge was a biggie Kelman asked the agencies tobreak with the tradition of ignoring past performance He knewthis would be a tough sell so he decided to push for it publiclyonly when he was sure he had at least eight agencies onboard Hehit the phones and his employees and advisers rallied the peoplein their networks Eventually his team had eight agencies signedup but he wasnt finished After we got to nine agencies participationstarted snowballing and soon we could say to the holdoutsAlmost everyone but you is participating (This outcomeforeshadows a point that we make in Chapter 1 0 about behaviorbeing contagious Kelman managed to address all three parts ofthe framework-directing the Rider motivating the Elephantand shaping the Path)

When you engineer early successes what youre really doing isengineering hope Hope is precious to a change effort Its Elephantfuel

Main strategy 2 Motivate the Elephant2c Grow your people(creating sense of

identity amp instill growth mindset)bull Be noted identity may be created it is not always

inherited thing For example creating identity like Iutians are hard working gives a boost to the elephant to do something

bull So this identity to be created in positive way bull Identity may be achieved by birth and or individual

endeavour For example citizen of a country(by birth) is an identity received by birth while lsquoEngineerrsquo identity that is earned through hard study

bull Growth mindset to be instilled by removing limiting belief that things could not be changed by trying The new belief system should be that anything could be learnt and anything is possible

bull Example Brasilatas inventors

The St Lucia Parrot exists only o n the Caribbean island o f StLucia Its gorgeous with a vivid turquoise blue face lime greenwings and a striking red shield on its chest In 1977 only onehundred St Lucia Parrots were left on the island The populationhad been decimated by habitat destruction hunters andpeople who trapped them to use as pets The St Lucia Parrotseemed doomed in the words of one biologist the species couldnot escape oblivion by the year 2000Enter an unlikely savior college student Paul Butler In 1977Butler was finishing his last year of studies at North-East LondonPolytechnic Butlers passion was conservation and hed previouslyspent five weeks completing a field research expedition inSt Lucia where hed studied the parrot and submitted recommendationsfor preserving the species

Pg 149

Weve seen that one way to motivate a switch is to shrink thechange which makes people feel big relative to the challengeBut here were seeing something different Paul Butler didntshrink the change Instead he grew the people He made the StLucians swell with pride over their parrot-a species that existsnowhere else He inspired them to feel more determined moreready more motivated And when you build people up in thisway they dtvelop the strength to act

In essence Butlers goal was to convince St Lucians that theywere the kind of people who protected their own In public eventsButler stressed This parrot is ours Nobody has this but us Weneed to cherish it and look after it He did everything in hispower to make the public more familiar with the bird He hostedSt Lucia Parrot puppet shows distributed T-shirts cajoled a localband to record songs about the bird convinced local hotels toprint up bumper stickers recruited volunteers to dress up in parrotcostumes and visit local schools and asked local ministers tocite relevant Bible verses (for instance verses that instructed believersto be good stewards of the things that were in their trust)

James March a professor of politicalscience at Stanford University March says that when peoplemake choices they tend to rely on one of two basic models ofdecision making the consequences model or the identity modelThe consequences model is familiar to students of economicsIt assumes that when we have a decision to make we weigh thecosts and benefits of our options and make the choice thatmaximizes our satisfaction Its a rational analytical approachThis is the approach that Paul Buder knew would fail withSt Lucians because there simply wasnt a strong costbenefitcase for the parrot

In the identity model of decision making we essentially askourselves three questions when we have a decision to make Whoam l What kind of situation is this What would someone like medo in this situation Notice whats missing any calculation of costsand benefits The identity model explains the way most peoplevote which contradicts our notion of the self-interested voterIt helps to shed light on why an auto mechanic in Oklahomawould vote against a Democrat whod give him health insuranceand why a Silicon Valley millionaire would vote against a Republicanwhod cut her taxes

Generally when we use the word identity were talking aboutan immutable trait of some kind-such as a racial ethic orregional identity But thats a relatively narrow use of the termWere not just born with an identity we adopt identities throughoutour lives We aspire to be good mothers or fathers devoutCatholics or Muslims patriotic citizens and so on

Or consider a professional identity such as being a scientistClearly youre not born a scientist Its an identity you seek outand one that others such as your professors and mentors consciouslycultivate in you As you develop and grow in that identityit becomes an increasingly important part of your self-imageand triggers the kind of decision making that March describes

Its critical to realize that these identity stories arent just specialcase situations confined to scientists or nurses or St LuciansIdentity is going to play a role in nearly every change situationEven yours When you think about the people whose behaviorneeds to change ask yourself whether they would agree with thisstatement I aspire to be the kind of person who would makethis change If their answer is yes thats an enormous factor in your favor If their answer is no then youll have to work hard toshow them that they should aspire to a different self-image Andthats exactly what Paul Butler did in St Lucia He convinced theislands citizens to think This is our bird-if we want to be goodSt Lucians wed better protect it

in a business context consider a firmthat invented an identity that subsequently became the engine ofits success The firm is Brasilata-its a US$ 1 70 million manufacturingfirm in Brazil that produces various kinds of steel cansAs youd imagine the can manufacturing industry is relativelymature-not much growth not much excitement But Brasilatadefies the stereotype of a boring stuck-in-its ways manufacturerIn fact it has one of the best reputations for innovation of anycompany in Latin America

How does a manufacturer of cans become known as an innovatorBrasilatas founders were inspired by the philosophy ofJapanese car manufacturers like Honda and Toyota which empoweredtheir frontline employees to take ownership of theirwork For instance at Toyota any employee who spotted a defectcould stop the assembly line (this would have been unthinkablein Detroit at the time) Toyota and Honda also actively solicited

ideas for innovation from their employees In 1 987 the foundersof Brasilata launched an employee-innovation program modeledon the Japanese forerunnersA new identity was the core of the program Employees ofBrasilata hecame known as inventors and when new employeesjoined the firm they were asked to sign an innovation contractThis wasnt simply feel-good language Top management challengedemployees to be on the lookout for potential innovationsideasfor how to create better products improve productionprocesses and squeeze costs out of the system Procedures developedwithin the factory made it easy for inventors to submit theirideas

The program succeeded beyond any reasonable expectationsIn 2008 employees submitted 1 34846 ideas-an averageof 1452 ideas per inventor This figure puts Brasilata on par withthe Japanese trendsetters that had inspired the programMany of the suggestions led to the development of new productsFor instance in late 2008 Brasilata came up with a new approachfor steel cans designed to carry dangerous or flammableliquids To meet United Nations standards such cans must beable to withstand a drop from 1 2 meters (roughly 4 feet) Traditionallymost manufacturers had reached this standard by thickeningthe metal layers which used up more raw material andrequired new production processes And the reinforced designswerent foolproof-the metal seams were prone to split if a canlanded on an edgeBrasilatas inventors

suggested a new design inspired by carbumpers that collapse on impact Their new steel can deformedslightly on impact reducing stress on the critical seam The newdesign resisted impact better while also reducing the amount ofsteel in the canThe inventors have led Brasilata through emergencies In200 1 a severe energy crisis-the blackout syndrome ndashforced

the government of Brazil to ration energy Businesses received astrict quota of electricity The inventors went to work dreamingup power-saving ideas-hundreds of them Within a few weeksBrasilatas energy consumption was reduced by 35 percent fallingbelow the companys quota and allowing the company to resell itsextra energy

Another unexpected idea was jointly suggested by two employeesEliminate our jobs theyre not necessary anymore The ideawas accepted but the company found a new place for the employeesBrasilata has a no-dismissal policy and also distributes1 5 percent of its net profits to employees Its no surprise thatBrasilata consistently appears on best places to work lists inBrazilLets remember something This inventor identity whichhas fueled business success and employee satisfaction was madeup None of Brasilatas employees were born inventors Theidentity was introduced to them and they liked the sound of itIt seemed to be a mantle worth wearing Being an inventor hasbecome a source of pride and strength

If cultivating an identity sounds daunting take heart A classicstudy in psychology shows that you can start with small steps Inthe 1960s two psychologists from Stanford University JonathanFreedman and Scott Fraser asked a researcher to go door-to-doorin an upscale neighborhood in Palo Alto California

Pg 158

indeed 83 percent of the home ownerspassed on the opportunity ldquo

Two weeks earlier thesame home owners had been approached by a volunteer claimingto represent a different driver-safety organization They wereasked to put a tiny Be a Safe Driver sign-less than half thesize of a postcard-in the window of their car or home The volunteersaid the sign was intended to make citizens more aware ofthe need to drive carefully This seemed such a trivial commitmentthat almost all of the home owners said yes

When the researcherscame back two weeks later and asked the home owners to installthe eyesore billboard 76 percent accepted it

the science of the billboardstudy says something pretty remarkable It shows us that peopleare receptive to developing new identities that identities growfrom small beginnings Once you start seeing yourself as a concernedcitizen youll want to keep acting like one Thats tremendouslygood news for someone leading a change effort It meansfor example that if you can show people why the environment isworth caring about it wont take years for them to think of themselvesas environmentalists It took only a few days for the homeowners to think of themselves as concerned citizens

You need to create the expectationof failure-not the failure of the mission itself but failureen route This notion takes us into a fascinating area of researchthat is likely to change the way you view the world

Main strategy 3 Shape the path3a Tweak the environment

bull TWEAK THE ENVIRONMENT When the situation changes the behavior

bull changes So change the situation [Throwing out the phone system at Rackspace

bull 1-Click ordering simplifying the online time sheet]bull Tweaking the environment is about making the right

behaviors a little bit easier and the wrong behaviors a little bit harder Its that simple

bull ]

Fundamental attribution error ndash we hurrily judge someonesomething from Direct

attributes but forget about situation that may have created those attributes

frequently blind to the power of situations In a famousarticle Stanford psychologist Lee Ross surveyed dozens ofstudies in psychology and noted that people have a systematictendency to ignore the situational forces that shape other peoplesbehavior He called this deep-rooted tendency the FundamentalAttribution Error The error lies in our inclination toattribute peoples behavior to the way they are rather than to thesituation they are in

how a smoother Path can change behavior consider someresearch that studied why college students did (or didnt) donatefood to a canned-food drive for charity The researchers knewsome students would be more charitable and generous thanothers and would be more inclined to donate food Theresearchers wondered Can we alter the situation so that jerks givetoo

Pg 182

Some students received a basicletter announcing the launch of a food drive the following weekand asking them to bring canned food to a booth on TressiderPlaza (a well-known spot on campus) Other students received amore detailed letter which included a map to the precise spot arequest for a can of beans and a suggestion that they think abouta time when theyd ordinarily be near Tressider Plaza so theywouldnt have to go out of their way to get there

Students who received the basic letter were not very generousOnly 8 percent of the saints donated and not a single one ofthe jerks

Students who received the more detailedletter were substantially more charitable 42 percent of thesaints donated and so did 2 5 percent of the jerks

Tweaking the environment is about making the right behaviorsa little bit easier and the wrong behaviors a little bit harder Itsthat simple

3b Build habit

bull When something becomes a habit our rational brain(rider) does not have to exert almost any energy or will power This will power energy is of limited supply and could not work for long stretch of time

bull So if step by step procedure some objective or main task could be turned into a habit it would be easier for human beings to do it

bull BUILD HABITS When behavior is habitual its free-it doesnt tax the Rider

bull Look for ways to encourage habits [Setting action triggers eating two bowls of

bull soup while dieting using checklists

Example or strategy to build habit

bull 21 days repetition method

3b Action trigger

Peter Gollwitzer a psychologist at New York University is thepioneer of work in this area He and colleague Veronika Brandstarterfound that action triggers are quite effective in motivatingaction

By preloading the decisionwe conserve the Riders self-control(it does not have to think about what to do)

In one study they tracked college students who had theoption to earn extra credit in a class by writing a paper about how they spent Christmas Eve But there was a catch To earn the credit they had to submit the paper by December 26 Most studentshad good intentions of writing the paper but only 33 percentof them got around to writing and submitting it Otherstudents in the study were required to set action triggers-tonote in advance exactly when and where they intended to write the report (for example Ill write this report in my dads officeon Christmas morning before everyone gets up) A whopping75 percent of those students wrote the report

3c Rally the herd

bull Social and peer pressure is a very strong force in motivating us to do something

bull So if influential celebrity type people do something the majority follow through Here 8020 rule applies

bull Again if someone could be told that the majority are doing this heshe would like to be the part of the group(here) and comply with Therefore become happy as becoming of a group that fulfills our belonging needs

bull The Elephant constantly looks to the herd for cues about how to behave

bull Other people are getting their work done on time Why wont you

bull RALLY THE HERD Behavior is contagious Help it spread [Fataki in Tanzaniafree spaces in hospitals seeding the tip jar]

By STANDER effect ndash humanbeings take decision after

looking what others doColumbia University students having volunteered for a researchstudy were asked to sit in a room and fill out a surveySome were left alone others were put in rooms with two otherstudents As they filled out their surveys a crisis emergedSmoke began to pour into the room through a wall vent Thesmoke continued to flow in irregular puffs until eventually theroom was filled with haze Of the students sitting in a room bythemselves 75 percent got up and found someone to alert aboutthe smoke But when three students were placed in the roomat the same time only 38 percent of the groups of three ever reportedthe smoke They just sat there inhaling the smoke eachindividuals inaction signaling to the other two people in theroom that this smoke cloud isnt such a big deal

In a similar study individuals or pairs who were completinga survey heard what sounded like a woman falling down loudlyon the other side of a room divider Of the lone bystanders 70percent went to help her but only 40 percent of the pairs helpedEven when the pairs helped they acted more slowly than the individuals

Why do groups fail to respond as well as individualsIn ambiguous situations-smoke pouring into a room theapparent sound of a fall-people look to others for cues abouthow to interpret the event If you see a man suddenly collapse atthe mall your brain races through possible interpretations Its aheart attack Or wait maybe he tripped and fell down Or whatif hes playing a gag on someone Youre reluctant to rush overimmediately because if he simply tripped your alarm-bell behaviorwill leave you both embarrassedIf youre the only person around to react youll probably makeyour best guess-heart attack-and rush over But if theres acrowd youve got two stimuli to process the collapse itself andthe crowds reaction to the collapse You might pause briefly tostudy the crowd Are other people acting like hes had a heart attackYou stand there idling ready to spring into action at thefirst sign of crisis But as you wait other people are looking backat you and when they see you idling your behavior becomes datafor their theory that its not an emergency And thats why threepeople can sit in a room filling with smoke and not make a peep

a group of socialpsychologists persuaded a hotel manager to test out a newsign in the hotel bathrooms The sign didnt mention the environmentat alIi it simply said that the the majority of guests atthe hotel reuse their towels at least once during their stay Itworked-guests who got this sign were 26 percent more likely toreuse their towels They took cues from the herdNote the downside though If the sign had said About 8of our guests decide to reuse their towels new guests would havebeen less likely to reuse theirs

SummaryHOW TO MAKE A SWITCHFor things to change somebody somewhere has to start actingdifferently Maybe its you maybe its your teamPicture that person (or people)Each has an emotional Elephant side and a rational Rider sideYouve got to reach both And youve also got to clear the wayfor them to succeed In short you must do three things

DIRECT the RiderFOLLOW THE BRIGHT SPOTS Investigate whats working and clone it [Jerrysternin in Vietnam solutions-focused therapy]SCRIPT THE CRITICAL MOVES Dont think big picture think in terms of specificbehaviors [1 milk four rules at the Brazilian railroad]POINT TO THE DESTINATION Change is easier when you know where youregoing and why its worth it [You ll be third graders soon No dry holes at BP]

MOTIVATE the ElephantFIND THE FEELING Knowing something isn t enough to cause change Makepeople feel something [Piling gloves on the table the chemotherapy video gameRobyn Waterss demos at Target]SHRINK THE CHANGE Break down the change until it no longer spooks the Elephant[The 5-Minute Room Rescue procurement reform]GROW YOUR PEOPLE Cultivate a sense of identity and instill the growth mindset[Brasilatas inventors junior-high math kids turnaround]

SHAPE the PathTWEAK THE ENVIRONMENT When the situation changes the behaviorchanges So change the situation [Throwing out the phone system at Rackspace1-Click ordering simplifying the online time sheet]BUILD HABITS When behavior is habitual its free-it doesnt tax the RiderLook for ways to encourage habits [Setting action triggers eating two bowls ofsoup while dieting using checklists]RALLY THE HERD Behavior is contagious Help it spread [Fataki in Tanzaniafree spaces in hospitals seeding the tip jar]

Summary Direct the Rider(Head rational thinker)

Heres the good news The Riders strengths are substantialand his flaws can be mitigated When you appeal to the Rider insideyourself or inside others you are trying to influence yourgame plan should be simpleFirst follow the bright spots Think of the Vietnamese childrenwho stayed well nourished against the odds or the Genentechsales reps who racked up sales against the odds AB you analyzeyour situation youre sure to find some things that are workingbetter than others Dont obsess about the failures Instead investigateand clone the successesNext give direction to the Rider-both a start and a finishSend him a destination postcard (Youll be a third grader soon)and script his critical moves (Buy 1 milk) When you do these things youll prepare the Rider to lead aswitch And youll arm him for the ongoing struggles with hisreluctant and formidable partner the Elephant

Summary Motivate the Elephant(Lazy pleasure loving self)

In times of change we need to remind ourselves and others againand again of certain basic truths Our brains and our abilities arelike muscles They can be strengthened with practice Were notborn skateboarders or scientists or nurses we must learn how toskateboard do science or care for sick people And our inspirationto change ourselves comes from our desire to live up to thoseidentitiesIn the story of Molly Howard we see that amazing things canhappen when you combine the aspiration of a new identity withthe persistence of the growth mindset Thats how you grow yourpeople

Over the past few chapters weve seen that the centralchallenge of change is keeping the Elephant moving forwardWhereas the Rider needs direction the Elephant needs motivationAnd weve seen that motivation comes from feelingknowledgeisnt enough to motivate change But motivation alsocomes from confidence The Elephant has to believe that its capableof conquering the change And there are two routes tobuilding peoples confidence so that they feel big relative totheir challenge You can shrink the change or grow your people(or preferably both)

Summary Shaping the pathOur picture of change is still incomplete though because itsclear that in some situations even a reluctant Elephant and a confusedRider will manage to change their behavior For instanceconsider the fact that even a lost angry driver who is hopelesslylate for an appointment will stop dutifully for a red lightThats why to make changes stick weve got to think aboutshaping the Path

First you need to tweak theenvironment to provide a free space for discussion At Alpha therotational teams had a private place to meet and that created afree space where the new identity could grow Do your own reformershave a private place where they can meet and coordinate

Second you should build good habits Recall the idea of actiontriggers-visualizing when and where you are going to dosomething important The interns at Alpha were essentially settingaction triggers They thought about what they would sayand how they would act when 9 pm came and the signoutprocess was triggered They mentally rehearsed how they wouldrespond if an argument flared up with the night resident Havemembers of your team rehearsed how theyll react when theymeet resistance from your organizations old guard

Finally you should rally the herd At Alpha the leaders helpedthe reformers find one another and the reformers began to createa language-as we saw in the examples of the designateddriver and Fataki-that allowed them to talk about their valueswith others As a leader you can help prod them to create this languageto find ways to articulate what is different and better aboutthe change you seek

We started the Path section by discussing the Fundamental AttributionError-the tendency to attribute behavior to peoplescharacter rather than to their environments Look again at theteaching-hospital example At Alpha 42 percent of superiors supportedthe change at Beta 66 percent supported it Almost all ofus would have put our money on Beta Not many of us whenconfronted with that data would have immediately thought Yesbut what about the situational forces

At the two hospitals individual character competed with situationalforces and situational forces won This brings us backfull circle to the food drive study where a jerk with clear instructionswas more charitable than a saint with generic instructionsThe line between saints and jerks wasnt as clear as we mighthave thought Neither was the line between supporters and resistersof hospital reformIf the right Path can turn a jerk into a saint then the rightPath can also turn a change enemy into an ally

ReferenceReference book HOW TO CHANGE THINGS WHEN CH ANGE IS HARD

By CHIP HEATH (a professor at the GraduateSchool of Business at Stanford University) and DAN HEATH(a senior fellow at Duke Universitys Centerfor the Advancement of Social Entrepreneurship(CASE))

• Change Management
• Reference
• Slide 3
• Rider
• Elephant
• Main strategy 1 Direct the Rider 1a Follow the brightspot
• Details of Vietnam example
• Slide 8
• Slide 9
• Main strategy 1 Direct the Rider 1b Script the critical move
• Slide 11
• Slide 12
• Main strategy 1 Direct the Rider 1c POINT TO THE DESTINATION
• Main strategy 2 Motivate the Elephant 2a Find the Feeling
• Slide 15
• Slide 16
• Slide 17
• Slide 18
• Slide 19
• Slide 20
• Slide 21
• Slide 22
• Slide 23
• Main strategy 2 Motivate the Elephant 2b Shrink the Change
• Slide 25
• Slide 26
• Slide 27
• Slide 28
• Slide 29
• Slide 30
• Slide 31
• Slide 32
• Slide 33
• Slide 34
• Slide 35
• Slide 36
• Slide 37
• Slide 38
• Slide 39
• Slide 40
• Main strategy 2 Motivate the Elephant 2c Grow your people(creating sense of identity amp instill growth mindset)
• Slide 42
• Slide 43
• Slide 44
• Slide 45
• Slide 46
• Slide 47
• Slide 48
• Slide 49
• Slide 50
• Slide 51
• Slide 52
• Slide 53
• Slide 54
• Slide 55
• Main strategy 3 Shape the path 3a Tweak the environment
• Fundamental attribution error ndash we hurrily judge someonesomething from Direct attributes but forget about situation that may have created those attributes
• Slide 58
• Slide 59
• 3b Build habit
• Slide 61
• Example or strategy to build habit
• 3b Action trigger
• Slide 64
• 3c Rally the herd
• Slide 66
• By STANDER effect ndash humanbeings take decision after looking what others do
• Slide 68
• Slide 69
• Slide 70
• Summary
• Slide 72
• Slide 73
• Summary Direct the Rider(Head rational thinker)
• Summary Motivate the Elephant(Lazy pleasure loving self)
• Slide 76
• Summary Shaping the path
• Slide 78
• Slide 79
• Slide 80
• Slide 81

Jon Stegner believed the company he worked for a large manufacturerwas wasting vast sums of money I thought we had anopportunity to drive down purchasing costs not by 2 percent butby something on the order of $1 billion over the next five years said Stegner who i s quoted i n John Kotter and Dan Cohens essentialbook The Heart of ChangeTo reap these savings a big process shift would be requiredand for that shift to occur Stegner knew that hed have to convincehis bosses

Seeking a compelling example of the companys poor purchasinghabits Stegner assigned a summer student intern to investigate a single item-work gloves which workers in most ofthe companys factories wore The student embarked on a missionto identify all the types of gloves used in all the companys factoriesand then trace back what the company was paying for themThe intrepid intern soon reported that the factories werepurchasing 424 different kinds of gloves Furthermore they wereusing different glove suppliers and they were all negotiating theirown prices The same pair of gloves that cost $5 at one factorymight cost $17 at another

At Stegners request the student collected a specimen of everyone of the 424 different types of gloves and tagged each with theprice paid Then all the gloves were gathered up brought to theboardroom and piled up on the conference table Stegner invitedall the division presidents to come visit the Glove Shrine

They could see the prices Theylooked at two gloves that seemed exactly alike yet onewas marked $322 and the other $105 5 Its a rare eventwhen these people dont have anything to say But thatday they just stood with their mouths gapingThe gloves exhibit soon became a traveling road show visitingdozens of plants The reaction was visceral This is crazy Werecrazy And weve got to make sure this stops happening Soon Stegnerhad exactly the mandate for change that hed sought Thecompany changed its purchasing process and saved a great deal ofmoney This was exactly the happy ending everyone wanted

Most of us would not have tried what Stegnerdid It would have been so easy so natural to make a presentationthat spoke only to the Rider Think of the possibilities thespreadsheets the savings data the cost-cutting protocols the recommendationsfor supplier consolidation the exquisite logic forcentral purchasing You could have created a 12-tabbed MicrosoftExcel spreadsheet that would have made a tax accountant weepwith joy But instead of doing any of that Stegner dumped abunch of gloves on a table and invited his bosses to see themIf there is such a thing as white-collar courage surely this was an instance

Stegner knew that if things were going to change he had toget his colleagues Elephants on his side If he had made an analyticalappeal he probably would have gotten some supportivenods and the execs might have requested a follow-up meetingsix weeks later (and then rescheduled it) The analytical case wascompelling-by itself it might have convinced Stegners colleaguesthat overhauling the purchasing system would be an importantthing to do next yearRemember that if you reach your colleagues Riders but nottheir Elephants they will have direction without motivationMaybe their Riders will drag the Elephant down the road for awhile but as weve seen that effort cant last longOnce you break through to feeling though things changeStegner delivered a jolt to his colleagues First they thought tothemselves were crazy Then they thought we can fix this Everyonecould think of a few things to try to fix the glove problemandby extension the ordering process as a whole That got theirElephants fired up to move

bull Kotter and Cohen observed that in almost all successful change efforts the sequence of change is not ANALYZETHINK-CHANGE but rather SEE-FEEL-CHANGE

Most of us would create a businesscase for the power of design Wed compile a PowerPoint presentationwith charts and graphs and strategically selected quotesfrom the chairman whod embraced the design-forward vision

When we finished our presentation everyone in the room wouldunderstand what we meant They might even agree But wouldthey change their behavior Kotters research suggests no

Main strategy 2 Motivate the Elephant

2b Shrink the Changebull If the task appears very big elephant does not want to

do it So if the elephant is tricked to do only a portion of the task or for a small time eventually the whole task to be done It is always harder to start

bull Our human emotional sides require instant gratification and sense of achieving(winning) So accomplishing subtask that is relatively easier and less time consuming provides this psychological boost

bull Example So the change may first applied to a village than to the whole country

bull Example Instead of 60 minutes students may be asked to study for 5 minutes

A local car wash ran a promotion featuring loyalty cards Everytime customers bought a car wash they got a stamp on theircards and when they filled up their cards with eight stamps theygot a free washAnother set of customers at the same car wash got a slightlydifferent loyalty card They needed to collect ten stamps (ratherthan eight) to get a free car wash-but they were given a headstart When they received their cards two stamps had alreadybeen addedThe goal was the same for both sets of customers Buy eightadditional car washes get a reward But the psychology was differentIn one case youre 20 percent of the way toward a goaland in the other case youre starting from scratch A few monthslater only 1 9 percent of the eight-stamp customers had earned afree wash versus 34 percent of the head-start group (And thehead-start group earned the free wash faster)

People find it more motivating to be partly finished with alonger journey than to be at the starting gate of a shorter oneThats why the conventional wisdom in development circles isthat you dont publicly announce a fund-raising campaign for acharity until youve already got 50 percent of the money in thebag (After all who wants to give the first $ 1 00 to a $ 1 millionfund-raising campaign)One way to motivate action then is to make people feel asthough theyre already closer to the finish line than they might have thought

That sense of progress is critical because the Elephant in usis easily demoralized Its easily spooked easily derailed and forthat reason it needs reassurance even for the very first step ofthe journeyIf youre leading a change effort you better start looking forthose first two stamps to put on your teams cards Rather thanfocusing solely on whats new and different about the change tocome make an effort to remind people whats already been conquered

A business cliche commands us to raise the bar But thatsexactly the wrong instinct if you want to motivate a reluctant ElephantYou need to lower the bar Picture taking a high-jump barand lowering it so far that it can be stepped overIf you want a reluctant Elephant to get moving you need toshrink the change

a clever self-help technique calledthe 5-Minute Room Rescue proposed by Marla Cilley a homeorganizingguru who calls herself the Fly Lady (think of zoomingthrough your housecleaning with wings) Heres what you doGet a kitchen timer and set it for 5 minutes Then go to the worstroom in your house-the one youd never let a guest see-andas the timer ticks down start clearing a path and when the timerbuzzes you can stop with a clear conscience

This is an Elephant trick The Elephant hates doing things with no immediate payoff

To get the Elephant off its duff you need to reassureit that the task wont be so bad Look its just 5 minutesHow bad can it be

What good is a 5-minute session of cleaning Not much Itgets you moving though and thats the hardest part Starting anunpleasant task is always worse than continuing it So once youstart cleaning house chances are you wont stop at 5 minutesYoull be surprised at how fast things turn around Youll start totake pride in your accomplishments-starting with the cleansink then the clean bathroom then the clean downstairs areaandthat pride and confidence will build on itself A virtuous circleBut you couldnt have enjoyed the virtuous circle without first shrinking the change

In his book TheTotal Money Makeover Ramsey

One of Ramseys best-known and most controversial debtfightingtechniques is the Debt Snowball When the Farrarsfound themselves with over $ 1 00000 in debt (not includingtheir mortgage) they started working on the Debt SnowballThe first step was to list all their debts-everything from creditcards to overdue electric bills to student loans-and then arrangethem in order from smallest to largest Next their instructionswere to make only the minimum payments on every debt withone exception

After the minimum payments were made everyavailable dollar would be put toward the first debt on the list Becausethe first debt was the smallest one it could be paid off relativelyquickly and the Farrars could cross it off the list and thendirect every available dollar to paying off the second debt thenthe third then the fourth As they crossed off each debt theywere able to eliminate a minimum payment which gave themmore cash to attack the next debt Thats why the strategy iscalled a Debt Snowball With each debt that is conquered the snowball of money applied to the next debt grows and rolls a little faster

Notice whats missing here any mention of interest rates Ifthe Farrars smallest debt was a past-due utility bill with no in

terest charges whatsoever Ramsey still advised them to pay it offbefore tackling any of their credit card bills which might have interestrates of 20 percent or aboveThis advice makes the average financial adviser cringe Afterall simple math tells us that were financially better-off if we paydown high-interest debt first

Ramsey writes --Being a certified nerd I always used to start with makingthe math work I have learned that the math doesneed to work but sometimes motivation is more importantthan math This is one of those times Faceit if you go on a diet and lose weight the first week youwill stay on that diet If you go on a diet and gain weightor go six weeks with no visible progress you will quitWhen training salespeople I try to get them a sale ortwo quickly because that fires them up When you startthe Debt Snowball and in the first few days pay off acouple oflittle debts trust me it lights your fire I dontcare if you have a masters degree in psychology youneed quick wins to get fired up And getting fired up issuper-important

Most financial advisers recommend that their clients paydown high-interest debt first in order to optimize the impact oftheir money But Ramseys not trying to solve an optimizationproblem hes trying to solve an Elephant problem The reasonpeople get themselves into financial trouble he knows is thatthey lose control They begin to feel powerless in the face of amountain of debt And you cant combat powerlessness withmath You combat it by proving to people that they can win Ifyou pay $ 1 8 5 toward a $20000 debt on a high-interest creditcard youre still going to feel hopeless But if you completely payoff a $ 1 8 5 overdue utility bill you can cross it off yo r list Youvewon a victory over debtRamsey is using the same strategy as the Fly Lady with her5-Minute Room Rescue-if people are facing a daunting taskand their instinct is to avoid it youve got to break down the taskShrink the change Make the change small enough that they canthelp but score a victory Once people clean a single room or payoff a single debt their dread starts to dissipate and their progressbegins to snowballC

One way to shrink change then is to limit the investment youreasking for-only 5 minutes of housecleaning only one smalldebt Another way to shrink change is to think of small winsmilestonesthat are within reach (Our dad Fred Heath whoworked over thirty years for IBM would tell his teams that whenmilestones seemed too distant they should look for inch pebblesNice one Dad)

Kelman a professor of public management at Harvard UniversitysKennedy School of Government got a call from theClinton administration in 1 993 asking him to lead the Officeof Federal Procurement Policy (OFPP) As the head of OFPp hewould be responsible for reforming the governments procurementefforts

Kelman was reluctant to head up OFPp knowing there wasa pretty good chance that despite his best efforts nothing wouldchange but in the end he accepted the job He knew exactly whathe was getting into because three years earlier hed written a bookabout procurement reformThere were lots of problems with procurement Over theyears the government had established many protocols and protectionsto prevent abuses of various kinds There were good intentionsbehind these protections but as they built up layerupon layer they began to cause more harm than the abusestheyd been designed to prevent For instance when makingpurchase decisions procurement officials could not use evidenceof vendors past performance

Kelman knew hed have to make some progress quickly or elsehed be dismissed If an example of successful change couldsomehow be achieved quickly it might be possible to use that toset other changes in motion he wrote later He sought a victorythat would be fast achievable and visible-a small win thatwould work for all of his constituents whether the Defense Departmentor the Health and Human Services Department If hecould get their Elephants moving with an easy mission-the governmentequivalent of the 5-Minute Room Rescue-he thoughthe would be able to keep them moving

One day a conversation with a government employee sparkedan idea The employee told Kelman that when she needed simpleinexpensive items such as a few computer disks the procurementrules made it impossible for her to walk to thecomputer superstore across the str1048958et and buy them She foundthis limitation was infuriatingKelman spotted an opportunity He went to the senior procurementexecutives and issued a challenge I want you to doubleyour agencys use ofgovernment credit cards over the next year (Noticethe precision of the challenge a la the 1 milk campaign By

being specific about the behavioral change Kelman was directinghis constituents Riders) In his vision anytime employees neededsomething small-computer disks or a replacement hard driveor a carton of office paper-they should be able to march acrossthe street armed with their credit cards and purchase what theyneeded on the spot Kelman asked the agencies to make a formalPledge to embrace the idea The agencies were supportive soKelman pushed further Over the next year he organized fourmore pledgesso here they donrsquot need quotation or tender Government may check later whether it complies fair price policy

The second pledge was a biggie Kelman asked the agencies tobreak with the tradition of ignoring past performance He knewthis would be a tough sell so he decided to push for it publiclyonly when he was sure he had at least eight agencies onboard Hehit the phones and his employees and advisers rallied the peoplein their networks Eventually his team had eight agencies signedup but he wasnt finished After we got to nine agencies participationstarted snowballing and soon we could say to the holdoutsAlmost everyone but you is participating (This outcomeforeshadows a point that we make in Chapter 1 0 about behaviorbeing contagious Kelman managed to address all three parts ofthe framework-directing the Rider motivating the Elephantand shaping the Path)

When you engineer early successes what youre really doing isengineering hope Hope is precious to a change effort Its Elephantfuel

Main strategy 2 Motivate the Elephant2c Grow your people(creating sense of

identity amp instill growth mindset)bull Be noted identity may be created it is not always

inherited thing For example creating identity like Iutians are hard working gives a boost to the elephant to do something

bull So this identity to be created in positive way bull Identity may be achieved by birth and or individual

endeavour For example citizen of a country(by birth) is an identity received by birth while lsquoEngineerrsquo identity that is earned through hard study

bull Growth mindset to be instilled by removing limiting belief that things could not be changed by trying The new belief system should be that anything could be learnt and anything is possible

bull Example Brasilatas inventors

The St Lucia Parrot exists only o n the Caribbean island o f StLucia Its gorgeous with a vivid turquoise blue face lime greenwings and a striking red shield on its chest In 1977 only onehundred St Lucia Parrots were left on the island The populationhad been decimated by habitat destruction hunters andpeople who trapped them to use as pets The St Lucia Parrotseemed doomed in the words of one biologist the species couldnot escape oblivion by the year 2000Enter an unlikely savior college student Paul Butler In 1977Butler was finishing his last year of studies at North-East LondonPolytechnic Butlers passion was conservation and hed previouslyspent five weeks completing a field research expedition inSt Lucia where hed studied the parrot and submitted recommendationsfor preserving the species

Pg 149

Weve seen that one way to motivate a switch is to shrink thechange which makes people feel big relative to the challengeBut here were seeing something different Paul Butler didntshrink the change Instead he grew the people He made the StLucians swell with pride over their parrot-a species that existsnowhere else He inspired them to feel more determined moreready more motivated And when you build people up in thisway they dtvelop the strength to act

In essence Butlers goal was to convince St Lucians that theywere the kind of people who protected their own In public eventsButler stressed This parrot is ours Nobody has this but us Weneed to cherish it and look after it He did everything in hispower to make the public more familiar with the bird He hostedSt Lucia Parrot puppet shows distributed T-shirts cajoled a localband to record songs about the bird convinced local hotels toprint up bumper stickers recruited volunteers to dress up in parrotcostumes and visit local schools and asked local ministers tocite relevant Bible verses (for instance verses that instructed believersto be good stewards of the things that were in their trust)

James March a professor of politicalscience at Stanford University March says that when peoplemake choices they tend to rely on one of two basic models ofdecision making the consequences model or the identity modelThe consequences model is familiar to students of economicsIt assumes that when we have a decision to make we weigh thecosts and benefits of our options and make the choice thatmaximizes our satisfaction Its a rational analytical approachThis is the approach that Paul Buder knew would fail withSt Lucians because there simply wasnt a strong costbenefitcase for the parrot

In the identity model of decision making we essentially askourselves three questions when we have a decision to make Whoam l What kind of situation is this What would someone like medo in this situation Notice whats missing any calculation of costsand benefits The identity model explains the way most peoplevote which contradicts our notion of the self-interested voterIt helps to shed light on why an auto mechanic in Oklahomawould vote against a Democrat whod give him health insuranceand why a Silicon Valley millionaire would vote against a Republicanwhod cut her taxes

Generally when we use the word identity were talking aboutan immutable trait of some kind-such as a racial ethic orregional identity But thats a relatively narrow use of the termWere not just born with an identity we adopt identities throughoutour lives We aspire to be good mothers or fathers devoutCatholics or Muslims patriotic citizens and so on

Or consider a professional identity such as being a scientistClearly youre not born a scientist Its an identity you seek outand one that others such as your professors and mentors consciouslycultivate in you As you develop and grow in that identityit becomes an increasingly important part of your self-imageand triggers the kind of decision making that March describes

Its critical to realize that these identity stories arent just specialcase situations confined to scientists or nurses or St LuciansIdentity is going to play a role in nearly every change situationEven yours When you think about the people whose behaviorneeds to change ask yourself whether they would agree with thisstatement I aspire to be the kind of person who would makethis change If their answer is yes thats an enormous factor in your favor If their answer is no then youll have to work hard toshow them that they should aspire to a different self-image Andthats exactly what Paul Butler did in St Lucia He convinced theislands citizens to think This is our bird-if we want to be goodSt Lucians wed better protect it

in a business context consider a firmthat invented an identity that subsequently became the engine ofits success The firm is Brasilata-its a US$ 1 70 million manufacturingfirm in Brazil that produces various kinds of steel cansAs youd imagine the can manufacturing industry is relativelymature-not much growth not much excitement But Brasilatadefies the stereotype of a boring stuck-in-its ways manufacturerIn fact it has one of the best reputations for innovation of anycompany in Latin America

How does a manufacturer of cans become known as an innovatorBrasilatas founders were inspired by the philosophy ofJapanese car manufacturers like Honda and Toyota which empoweredtheir frontline employees to take ownership of theirwork For instance at Toyota any employee who spotted a defectcould stop the assembly line (this would have been unthinkablein Detroit at the time) Toyota and Honda also actively solicited

ideas for innovation from their employees In 1 987 the foundersof Brasilata launched an employee-innovation program modeledon the Japanese forerunnersA new identity was the core of the program Employees ofBrasilata hecame known as inventors and when new employeesjoined the firm they were asked to sign an innovation contractThis wasnt simply feel-good language Top management challengedemployees to be on the lookout for potential innovationsideasfor how to create better products improve productionprocesses and squeeze costs out of the system Procedures developedwithin the factory made it easy for inventors to submit theirideas

The program succeeded beyond any reasonable expectationsIn 2008 employees submitted 1 34846 ideas-an averageof 1452 ideas per inventor This figure puts Brasilata on par withthe Japanese trendsetters that had inspired the programMany of the suggestions led to the development of new productsFor instance in late 2008 Brasilata came up with a new approachfor steel cans designed to carry dangerous or flammableliquids To meet United Nations standards such cans must beable to withstand a drop from 1 2 meters (roughly 4 feet) Traditionallymost manufacturers had reached this standard by thickeningthe metal layers which used up more raw material andrequired new production processes And the reinforced designswerent foolproof-the metal seams were prone to split if a canlanded on an edgeBrasilatas inventors

suggested a new design inspired by carbumpers that collapse on impact Their new steel can deformedslightly on impact reducing stress on the critical seam The newdesign resisted impact better while also reducing the amount ofsteel in the canThe inventors have led Brasilata through emergencies In200 1 a severe energy crisis-the blackout syndrome ndashforced

the government of Brazil to ration energy Businesses received astrict quota of electricity The inventors went to work dreamingup power-saving ideas-hundreds of them Within a few weeksBrasilatas energy consumption was reduced by 35 percent fallingbelow the companys quota and allowing the company to resell itsextra energy

Another unexpected idea was jointly suggested by two employeesEliminate our jobs theyre not necessary anymore The ideawas accepted but the company found a new place for the employeesBrasilata has a no-dismissal policy and also distributes1 5 percent of its net profits to employees Its no surprise thatBrasilata consistently appears on best places to work lists inBrazilLets remember something This inventor identity whichhas fueled business success and employee satisfaction was madeup None of Brasilatas employees were born inventors Theidentity was introduced to them and they liked the sound of itIt seemed to be a mantle worth wearing Being an inventor hasbecome a source of pride and strength

If cultivating an identity sounds daunting take heart A classicstudy in psychology shows that you can start with small steps Inthe 1960s two psychologists from Stanford University JonathanFreedman and Scott Fraser asked a researcher to go door-to-doorin an upscale neighborhood in Palo Alto California

Pg 158

indeed 83 percent of the home ownerspassed on the opportunity ldquo

Two weeks earlier thesame home owners had been approached by a volunteer claimingto represent a different driver-safety organization They wereasked to put a tiny Be a Safe Driver sign-less than half thesize of a postcard-in the window of their car or home The volunteersaid the sign was intended to make citizens more aware ofthe need to drive carefully This seemed such a trivial commitmentthat almost all of the home owners said yes

When the researcherscame back two weeks later and asked the home owners to installthe eyesore billboard 76 percent accepted it

the science of the billboardstudy says something pretty remarkable It shows us that peopleare receptive to developing new identities that identities growfrom small beginnings Once you start seeing yourself as a concernedcitizen youll want to keep acting like one Thats tremendouslygood news for someone leading a change effort It meansfor example that if you can show people why the environment isworth caring about it wont take years for them to think of themselvesas environmentalists It took only a few days for the homeowners to think of themselves as concerned citizens

You need to create the expectationof failure-not the failure of the mission itself but failureen route This notion takes us into a fascinating area of researchthat is likely to change the way you view the world

Main strategy 3 Shape the path3a Tweak the environment

bull TWEAK THE ENVIRONMENT When the situation changes the behavior

bull changes So change the situation [Throwing out the phone system at Rackspace

bull 1-Click ordering simplifying the online time sheet]bull Tweaking the environment is about making the right

behaviors a little bit easier and the wrong behaviors a little bit harder Its that simple

bull ]

Fundamental attribution error ndash we hurrily judge someonesomething from Direct

attributes but forget about situation that may have created those attributes

frequently blind to the power of situations In a famousarticle Stanford psychologist Lee Ross surveyed dozens ofstudies in psychology and noted that people have a systematictendency to ignore the situational forces that shape other peoplesbehavior He called this deep-rooted tendency the FundamentalAttribution Error The error lies in our inclination toattribute peoples behavior to the way they are rather than to thesituation they are in

how a smoother Path can change behavior consider someresearch that studied why college students did (or didnt) donatefood to a canned-food drive for charity The researchers knewsome students would be more charitable and generous thanothers and would be more inclined to donate food Theresearchers wondered Can we alter the situation so that jerks givetoo

Pg 182

Some students received a basicletter announcing the launch of a food drive the following weekand asking them to bring canned food to a booth on TressiderPlaza (a well-known spot on campus) Other students received amore detailed letter which included a map to the precise spot arequest for a can of beans and a suggestion that they think abouta time when theyd ordinarily be near Tressider Plaza so theywouldnt have to go out of their way to get there

Students who received the basic letter were not very generousOnly 8 percent of the saints donated and not a single one ofthe jerks

Students who received the more detailedletter were substantially more charitable 42 percent of thesaints donated and so did 2 5 percent of the jerks

Tweaking the environment is about making the right behaviorsa little bit easier and the wrong behaviors a little bit harder Itsthat simple

3b Build habit

bull When something becomes a habit our rational brain(rider) does not have to exert almost any energy or will power This will power energy is of limited supply and could not work for long stretch of time

bull So if step by step procedure some objective or main task could be turned into a habit it would be easier for human beings to do it

bull BUILD HABITS When behavior is habitual its free-it doesnt tax the Rider

bull Look for ways to encourage habits [Setting action triggers eating two bowls of

bull soup while dieting using checklists

Example or strategy to build habit

bull 21 days repetition method

3b Action trigger

Peter Gollwitzer a psychologist at New York University is thepioneer of work in this area He and colleague Veronika Brandstarterfound that action triggers are quite effective in motivatingaction

By preloading the decisionwe conserve the Riders self-control(it does not have to think about what to do)

In one study they tracked college students who had theoption to earn extra credit in a class by writing a paper about how they spent Christmas Eve But there was a catch To earn the credit they had to submit the paper by December 26 Most studentshad good intentions of writing the paper but only 33 percentof them got around to writing and submitting it Otherstudents in the study were required to set action triggers-tonote in advance exactly when and where they intended to write the report (for example Ill write this report in my dads officeon Christmas morning before everyone gets up) A whopping75 percent of those students wrote the report

3c Rally the herd

bull Social and peer pressure is a very strong force in motivating us to do something

bull So if influential celebrity type people do something the majority follow through Here 8020 rule applies

bull Again if someone could be told that the majority are doing this heshe would like to be the part of the group(here) and comply with Therefore become happy as becoming of a group that fulfills our belonging needs

bull The Elephant constantly looks to the herd for cues about how to behave

bull Other people are getting their work done on time Why wont you

bull RALLY THE HERD Behavior is contagious Help it spread [Fataki in Tanzaniafree spaces in hospitals seeding the tip jar]

By STANDER effect ndash humanbeings take decision after

looking what others doColumbia University students having volunteered for a researchstudy were asked to sit in a room and fill out a surveySome were left alone others were put in rooms with two otherstudents As they filled out their surveys a crisis emergedSmoke began to pour into the room through a wall vent Thesmoke continued to flow in irregular puffs until eventually theroom was filled with haze Of the students sitting in a room bythemselves 75 percent got up and found someone to alert aboutthe smoke But when three students were placed in the roomat the same time only 38 percent of the groups of three ever reportedthe smoke They just sat there inhaling the smoke eachindividuals inaction signaling to the other two people in theroom that this smoke cloud isnt such a big deal

In a similar study individuals or pairs who were completinga survey heard what sounded like a woman falling down loudlyon the other side of a room divider Of the lone bystanders 70percent went to help her but only 40 percent of the pairs helpedEven when the pairs helped they acted more slowly than the individuals

Why do groups fail to respond as well as individualsIn ambiguous situations-smoke pouring into a room theapparent sound of a fall-people look to others for cues abouthow to interpret the event If you see a man suddenly collapse atthe mall your brain races through possible interpretations Its aheart attack Or wait maybe he tripped and fell down Or whatif hes playing a gag on someone Youre reluctant to rush overimmediately because if he simply tripped your alarm-bell behaviorwill leave you both embarrassedIf youre the only person around to react youll probably makeyour best guess-heart attack-and rush over But if theres acrowd youve got two stimuli to process the collapse itself andthe crowds reaction to the collapse You might pause briefly tostudy the crowd Are other people acting like hes had a heart attackYou stand there idling ready to spring into action at thefirst sign of crisis But as you wait other people are looking backat you and when they see you idling your behavior becomes datafor their theory that its not an emergency And thats why threepeople can sit in a room filling with smoke and not make a peep

a group of socialpsychologists persuaded a hotel manager to test out a newsign in the hotel bathrooms The sign didnt mention the environmentat alIi it simply said that the the majority of guests atthe hotel reuse their towels at least once during their stay Itworked-guests who got this sign were 26 percent more likely toreuse their towels They took cues from the herdNote the downside though If the sign had said About 8of our guests decide to reuse their towels new guests would havebeen less likely to reuse theirs

SummaryHOW TO MAKE A SWITCHFor things to change somebody somewhere has to start actingdifferently Maybe its you maybe its your teamPicture that person (or people)Each has an emotional Elephant side and a rational Rider sideYouve got to reach both And youve also got to clear the wayfor them to succeed In short you must do three things

DIRECT the RiderFOLLOW THE BRIGHT SPOTS Investigate whats working and clone it [Jerrysternin in Vietnam solutions-focused therapy]SCRIPT THE CRITICAL MOVES Dont think big picture think in terms of specificbehaviors [1 milk four rules at the Brazilian railroad]POINT TO THE DESTINATION Change is easier when you know where youregoing and why its worth it [You ll be third graders soon No dry holes at BP]

MOTIVATE the ElephantFIND THE FEELING Knowing something isn t enough to cause change Makepeople feel something [Piling gloves on the table the chemotherapy video gameRobyn Waterss demos at Target]SHRINK THE CHANGE Break down the change until it no longer spooks the Elephant[The 5-Minute Room Rescue procurement reform]GROW YOUR PEOPLE Cultivate a sense of identity and instill the growth mindset[Brasilatas inventors junior-high math kids turnaround]

SHAPE the PathTWEAK THE ENVIRONMENT When the situation changes the behaviorchanges So change the situation [Throwing out the phone system at Rackspace1-Click ordering simplifying the online time sheet]BUILD HABITS When behavior is habitual its free-it doesnt tax the RiderLook for ways to encourage habits [Setting action triggers eating two bowls ofsoup while dieting using checklists]RALLY THE HERD Behavior is contagious Help it spread [Fataki in Tanzaniafree spaces in hospitals seeding the tip jar]

Summary Direct the Rider(Head rational thinker)

Heres the good news The Riders strengths are substantialand his flaws can be mitigated When you appeal to the Rider insideyourself or inside others you are trying to influence yourgame plan should be simpleFirst follow the bright spots Think of the Vietnamese childrenwho stayed well nourished against the odds or the Genentechsales reps who racked up sales against the odds AB you analyzeyour situation youre sure to find some things that are workingbetter than others Dont obsess about the failures Instead investigateand clone the successesNext give direction to the Rider-both a start and a finishSend him a destination postcard (Youll be a third grader soon)and script his critical moves (Buy 1 milk) When you do these things youll prepare the Rider to lead aswitch And youll arm him for the ongoing struggles with hisreluctant and formidable partner the Elephant

Summary Motivate the Elephant(Lazy pleasure loving self)

In times of change we need to remind ourselves and others againand again of certain basic truths Our brains and our abilities arelike muscles They can be strengthened with practice Were notborn skateboarders or scientists or nurses we must learn how toskateboard do science or care for sick people And our inspirationto change ourselves comes from our desire to live up to thoseidentitiesIn the story of Molly Howard we see that amazing things canhappen when you combine the aspiration of a new identity withthe persistence of the growth mindset Thats how you grow yourpeople

Over the past few chapters weve seen that the centralchallenge of change is keeping the Elephant moving forwardWhereas the Rider needs direction the Elephant needs motivationAnd weve seen that motivation comes from feelingknowledgeisnt enough to motivate change But motivation alsocomes from confidence The Elephant has to believe that its capableof conquering the change And there are two routes tobuilding peoples confidence so that they feel big relative totheir challenge You can shrink the change or grow your people(or preferably both)

Summary Shaping the pathOur picture of change is still incomplete though because itsclear that in some situations even a reluctant Elephant and a confusedRider will manage to change their behavior For instanceconsider the fact that even a lost angry driver who is hopelesslylate for an appointment will stop dutifully for a red lightThats why to make changes stick weve got to think aboutshaping the Path

First you need to tweak theenvironment to provide a free space for discussion At Alpha therotational teams had a private place to meet and that created afree space where the new identity could grow Do your own reformershave a private place where they can meet and coordinate

Second you should build good habits Recall the idea of actiontriggers-visualizing when and where you are going to dosomething important The interns at Alpha were essentially settingaction triggers They thought about what they would sayand how they would act when 9 pm came and the signoutprocess was triggered They mentally rehearsed how they wouldrespond if an argument flared up with the night resident Havemembers of your team rehearsed how theyll react when theymeet resistance from your organizations old guard

Finally you should rally the herd At Alpha the leaders helpedthe reformers find one another and the reformers began to createa language-as we saw in the examples of the designateddriver and Fataki-that allowed them to talk about their valueswith others As a leader you can help prod them to create this languageto find ways to articulate what is different and better aboutthe change you seek

We started the Path section by discussing the Fundamental AttributionError-the tendency to attribute behavior to peoplescharacter rather than to their environments Look again at theteaching-hospital example At Alpha 42 percent of superiors supportedthe change at Beta 66 percent supported it Almost all ofus would have put our money on Beta Not many of us whenconfronted with that data would have immediately thought Yesbut what about the situational forces

At the two hospitals individual character competed with situationalforces and situational forces won This brings us backfull circle to the food drive study where a jerk with clear instructionswas more charitable than a saint with generic instructionsThe line between saints and jerks wasnt as clear as we mighthave thought Neither was the line between supporters and resistersof hospital reformIf the right Path can turn a jerk into a saint then the rightPath can also turn a change enemy into an ally

ReferenceReference book HOW TO CHANGE THINGS WHEN CH ANGE IS HARD

By CHIP HEATH (a professor at the GraduateSchool of Business at Stanford University) and DAN HEATH(a senior fellow at Duke Universitys Centerfor the Advancement of Social Entrepreneurship(CASE))

• Change Management
• Reference
• Slide 3
• Rider
• Elephant
• Main strategy 1 Direct the Rider 1a Follow the brightspot
• Details of Vietnam example
• Slide 8
• Slide 9
• Main strategy 1 Direct the Rider 1b Script the critical move
• Slide 11
• Slide 12
• Main strategy 1 Direct the Rider 1c POINT TO THE DESTINATION
• Main strategy 2 Motivate the Elephant 2a Find the Feeling
• Slide 15
• Slide 16
• Slide 17
• Slide 18
• Slide 19
• Slide 20
• Slide 21
• Slide 22
• Slide 23
• Main strategy 2 Motivate the Elephant 2b Shrink the Change
• Slide 25
• Slide 26
• Slide 27
• Slide 28
• Slide 29
• Slide 30
• Slide 31
• Slide 32
• Slide 33
• Slide 34
• Slide 35
• Slide 36
• Slide 37
• Slide 38
• Slide 39
• Slide 40
• Main strategy 2 Motivate the Elephant 2c Grow your people(creating sense of identity amp instill growth mindset)
• Slide 42
• Slide 43
• Slide 44
• Slide 45
• Slide 46
• Slide 47
• Slide 48
• Slide 49
• Slide 50
• Slide 51
• Slide 52
• Slide 53
• Slide 54
• Slide 55
• Main strategy 3 Shape the path 3a Tweak the environment
• Fundamental attribution error ndash we hurrily judge someonesomething from Direct attributes but forget about situation that may have created those attributes
• Slide 58
• Slide 59
• 3b Build habit
• Slide 61
• Example or strategy to build habit
• 3b Action trigger
• Slide 64
• 3c Rally the herd
• Slide 66
• By STANDER effect ndash humanbeings take decision after looking what others do
• Slide 68
• Slide 69
• Slide 70
• Summary
• Slide 72
• Slide 73
• Summary Direct the Rider(Head rational thinker)
• Summary Motivate the Elephant(Lazy pleasure loving self)
• Slide 76
• Summary Shaping the path
• Slide 78
• Slide 79
• Slide 80
• Slide 81

Seeking a compelling example of the companys poor purchasinghabits Stegner assigned a summer student intern to investigate a single item-work gloves which workers in most ofthe companys factories wore The student embarked on a missionto identify all the types of gloves used in all the companys factoriesand then trace back what the company was paying for themThe intrepid intern soon reported that the factories werepurchasing 424 different kinds of gloves Furthermore they wereusing different glove suppliers and they were all negotiating theirown prices The same pair of gloves that cost $5 at one factorymight cost $17 at another

At Stegners request the student collected a specimen of everyone of the 424 different types of gloves and tagged each with theprice paid Then all the gloves were gathered up brought to theboardroom and piled up on the conference table Stegner invitedall the division presidents to come visit the Glove Shrine

They could see the prices Theylooked at two gloves that seemed exactly alike yet onewas marked $322 and the other $105 5 Its a rare eventwhen these people dont have anything to say But thatday they just stood with their mouths gapingThe gloves exhibit soon became a traveling road show visitingdozens of plants The reaction was visceral This is crazy Werecrazy And weve got to make sure this stops happening Soon Stegnerhad exactly the mandate for change that hed sought Thecompany changed its purchasing process and saved a great deal ofmoney This was exactly the happy ending everyone wanted

Most of us would not have tried what Stegnerdid It would have been so easy so natural to make a presentationthat spoke only to the Rider Think of the possibilities thespreadsheets the savings data the cost-cutting protocols the recommendationsfor supplier consolidation the exquisite logic forcentral purchasing You could have created a 12-tabbed MicrosoftExcel spreadsheet that would have made a tax accountant weepwith joy But instead of doing any of that Stegner dumped abunch of gloves on a table and invited his bosses to see themIf there is such a thing as white-collar courage surely this was an instance

Stegner knew that if things were going to change he had toget his colleagues Elephants on his side If he had made an analyticalappeal he probably would have gotten some supportivenods and the execs might have requested a follow-up meetingsix weeks later (and then rescheduled it) The analytical case wascompelling-by itself it might have convinced Stegners colleaguesthat overhauling the purchasing system would be an importantthing to do next yearRemember that if you reach your colleagues Riders but nottheir Elephants they will have direction without motivationMaybe their Riders will drag the Elephant down the road for awhile but as weve seen that effort cant last longOnce you break through to feeling though things changeStegner delivered a jolt to his colleagues First they thought tothemselves were crazy Then they thought we can fix this Everyonecould think of a few things to try to fix the glove problemandby extension the ordering process as a whole That got theirElephants fired up to move

bull Kotter and Cohen observed that in almost all successful change efforts the sequence of change is not ANALYZETHINK-CHANGE but rather SEE-FEEL-CHANGE

Most of us would create a businesscase for the power of design Wed compile a PowerPoint presentationwith charts and graphs and strategically selected quotesfrom the chairman whod embraced the design-forward vision

When we finished our presentation everyone in the room wouldunderstand what we meant They might even agree But wouldthey change their behavior Kotters research suggests no

Main strategy 2 Motivate the Elephant

2b Shrink the Changebull If the task appears very big elephant does not want to

do it So if the elephant is tricked to do only a portion of the task or for a small time eventually the whole task to be done It is always harder to start

bull Our human emotional sides require instant gratification and sense of achieving(winning) So accomplishing subtask that is relatively easier and less time consuming provides this psychological boost

bull Example So the change may first applied to a village than to the whole country

bull Example Instead of 60 minutes students may be asked to study for 5 minutes

A local car wash ran a promotion featuring loyalty cards Everytime customers bought a car wash they got a stamp on theircards and when they filled up their cards with eight stamps theygot a free washAnother set of customers at the same car wash got a slightlydifferent loyalty card They needed to collect ten stamps (ratherthan eight) to get a free car wash-but they were given a headstart When they received their cards two stamps had alreadybeen addedThe goal was the same for both sets of customers Buy eightadditional car washes get a reward But the psychology was differentIn one case youre 20 percent of the way toward a goaland in the other case youre starting from scratch A few monthslater only 1 9 percent of the eight-stamp customers had earned afree wash versus 34 percent of the head-start group (And thehead-start group earned the free wash faster)

People find it more motivating to be partly finished with alonger journey than to be at the starting gate of a shorter oneThats why the conventional wisdom in development circles isthat you dont publicly announce a fund-raising campaign for acharity until youve already got 50 percent of the money in thebag (After all who wants to give the first $ 1 00 to a $ 1 millionfund-raising campaign)One way to motivate action then is to make people feel asthough theyre already closer to the finish line than they might have thought

That sense of progress is critical because the Elephant in usis easily demoralized Its easily spooked easily derailed and forthat reason it needs reassurance even for the very first step ofthe journeyIf youre leading a change effort you better start looking forthose first two stamps to put on your teams cards Rather thanfocusing solely on whats new and different about the change tocome make an effort to remind people whats already been conquered

A business cliche commands us to raise the bar But thatsexactly the wrong instinct if you want to motivate a reluctant ElephantYou need to lower the bar Picture taking a high-jump barand lowering it so far that it can be stepped overIf you want a reluctant Elephant to get moving you need toshrink the change

a clever self-help technique calledthe 5-Minute Room Rescue proposed by Marla Cilley a homeorganizingguru who calls herself the Fly Lady (think of zoomingthrough your housecleaning with wings) Heres what you doGet a kitchen timer and set it for 5 minutes Then go to the worstroom in your house-the one youd never let a guest see-andas the timer ticks down start clearing a path and when the timerbuzzes you can stop with a clear conscience

This is an Elephant trick The Elephant hates doing things with no immediate payoff

To get the Elephant off its duff you need to reassureit that the task wont be so bad Look its just 5 minutesHow bad can it be

What good is a 5-minute session of cleaning Not much Itgets you moving though and thats the hardest part Starting anunpleasant task is always worse than continuing it So once youstart cleaning house chances are you wont stop at 5 minutesYoull be surprised at how fast things turn around Youll start totake pride in your accomplishments-starting with the cleansink then the clean bathroom then the clean downstairs areaandthat pride and confidence will build on itself A virtuous circleBut you couldnt have enjoyed the virtuous circle without first shrinking the change

In his book TheTotal Money Makeover Ramsey

One of Ramseys best-known and most controversial debtfightingtechniques is the Debt Snowball When the Farrarsfound themselves with over $ 1 00000 in debt (not includingtheir mortgage) they started working on the Debt SnowballThe first step was to list all their debts-everything from creditcards to overdue electric bills to student loans-and then arrangethem in order from smallest to largest Next their instructionswere to make only the minimum payments on every debt withone exception

After the minimum payments were made everyavailable dollar would be put toward the first debt on the list Becausethe first debt was the smallest one it could be paid off relativelyquickly and the Farrars could cross it off the list and thendirect every available dollar to paying off the second debt thenthe third then the fourth As they crossed off each debt theywere able to eliminate a minimum payment which gave themmore cash to attack the next debt Thats why the strategy iscalled a Debt Snowball With each debt that is conquered the snowball of money applied to the next debt grows and rolls a little faster

Notice whats missing here any mention of interest rates Ifthe Farrars smallest debt was a past-due utility bill with no in

terest charges whatsoever Ramsey still advised them to pay it offbefore tackling any of their credit card bills which might have interestrates of 20 percent or aboveThis advice makes the average financial adviser cringe Afterall simple math tells us that were financially better-off if we paydown high-interest debt first

Ramsey writes --Being a certified nerd I always used to start with makingthe math work I have learned that the math doesneed to work but sometimes motivation is more importantthan math This is one of those times Faceit if you go on a diet and lose weight the first week youwill stay on that diet If you go on a diet and gain weightor go six weeks with no visible progress you will quitWhen training salespeople I try to get them a sale ortwo quickly because that fires them up When you startthe Debt Snowball and in the first few days pay off acouple oflittle debts trust me it lights your fire I dontcare if you have a masters degree in psychology youneed quick wins to get fired up And getting fired up issuper-important

Most financial advisers recommend that their clients paydown high-interest debt first in order to optimize the impact oftheir money But Ramseys not trying to solve an optimizationproblem hes trying to solve an Elephant problem The reasonpeople get themselves into financial trouble he knows is thatthey lose control They begin to feel powerless in the face of amountain of debt And you cant combat powerlessness withmath You combat it by proving to people that they can win Ifyou pay $ 1 8 5 toward a $20000 debt on a high-interest creditcard youre still going to feel hopeless But if you completely payoff a $ 1 8 5 overdue utility bill you can cross it off yo r list Youvewon a victory over debtRamsey is using the same strategy as the Fly Lady with her5-Minute Room Rescue-if people are facing a daunting taskand their instinct is to avoid it youve got to break down the taskShrink the change Make the change small enough that they canthelp but score a victory Once people clean a single room or payoff a single debt their dread starts to dissipate and their progressbegins to snowballC

One way to shrink change then is to limit the investment youreasking for-only 5 minutes of housecleaning only one smalldebt Another way to shrink change is to think of small winsmilestonesthat are within reach (Our dad Fred Heath whoworked over thirty years for IBM would tell his teams that whenmilestones seemed too distant they should look for inch pebblesNice one Dad)

Kelman a professor of public management at Harvard UniversitysKennedy School of Government got a call from theClinton administration in 1 993 asking him to lead the Officeof Federal Procurement Policy (OFPP) As the head of OFPp hewould be responsible for reforming the governments procurementefforts

Kelman was reluctant to head up OFPp knowing there wasa pretty good chance that despite his best efforts nothing wouldchange but in the end he accepted the job He knew exactly whathe was getting into because three years earlier hed written a bookabout procurement reformThere were lots of problems with procurement Over theyears the government had established many protocols and protectionsto prevent abuses of various kinds There were good intentionsbehind these protections but as they built up layerupon layer they began to cause more harm than the abusestheyd been designed to prevent For instance when makingpurchase decisions procurement officials could not use evidenceof vendors past performance

Kelman knew hed have to make some progress quickly or elsehed be dismissed If an example of successful change couldsomehow be achieved quickly it might be possible to use that toset other changes in motion he wrote later He sought a victorythat would be fast achievable and visible-a small win thatwould work for all of his constituents whether the Defense Departmentor the Health and Human Services Department If hecould get their Elephants moving with an easy mission-the governmentequivalent of the 5-Minute Room Rescue-he thoughthe would be able to keep them moving

One day a conversation with a government employee sparkedan idea The employee told Kelman that when she needed simpleinexpensive items such as a few computer disks the procurementrules made it impossible for her to walk to thecomputer superstore across the str1048958et and buy them She foundthis limitation was infuriatingKelman spotted an opportunity He went to the senior procurementexecutives and issued a challenge I want you to doubleyour agencys use ofgovernment credit cards over the next year (Noticethe precision of the challenge a la the 1 milk campaign By

being specific about the behavioral change Kelman was directinghis constituents Riders) In his vision anytime employees neededsomething small-computer disks or a replacement hard driveor a carton of office paper-they should be able to march acrossthe street armed with their credit cards and purchase what theyneeded on the spot Kelman asked the agencies to make a formalPledge to embrace the idea The agencies were supportive soKelman pushed further Over the next year he organized fourmore pledgesso here they donrsquot need quotation or tender Government may check later whether it complies fair price policy

The second pledge was a biggie Kelman asked the agencies tobreak with the tradition of ignoring past performance He knewthis would be a tough sell so he decided to push for it publiclyonly when he was sure he had at least eight agencies onboard Hehit the phones and his employees and advisers rallied the peoplein their networks Eventually his team had eight agencies signedup but he wasnt finished After we got to nine agencies participationstarted snowballing and soon we could say to the holdoutsAlmost everyone but you is participating (This outcomeforeshadows a point that we make in Chapter 1 0 about behaviorbeing contagious Kelman managed to address all three parts ofthe framework-directing the Rider motivating the Elephantand shaping the Path)

When you engineer early successes what youre really doing isengineering hope Hope is precious to a change effort Its Elephantfuel

Main strategy 2 Motivate the Elephant2c Grow your people(creating sense of

identity amp instill growth mindset)bull Be noted identity may be created it is not always

inherited thing For example creating identity like Iutians are hard working gives a boost to the elephant to do something

bull So this identity to be created in positive way bull Identity may be achieved by birth and or individual

endeavour For example citizen of a country(by birth) is an identity received by birth while lsquoEngineerrsquo identity that is earned through hard study

bull Growth mindset to be instilled by removing limiting belief that things could not be changed by trying The new belief system should be that anything could be learnt and anything is possible

bull Example Brasilatas inventors

The St Lucia Parrot exists only o n the Caribbean island o f StLucia Its gorgeous with a vivid turquoise blue face lime greenwings and a striking red shield on its chest In 1977 only onehundred St Lucia Parrots were left on the island The populationhad been decimated by habitat destruction hunters andpeople who trapped them to use as pets The St Lucia Parrotseemed doomed in the words of one biologist the species couldnot escape oblivion by the year 2000Enter an unlikely savior college student Paul Butler In 1977Butler was finishing his last year of studies at North-East LondonPolytechnic Butlers passion was conservation and hed previouslyspent five weeks completing a field research expedition inSt Lucia where hed studied the parrot and submitted recommendationsfor preserving the species

Pg 149

Weve seen that one way to motivate a switch is to shrink thechange which makes people feel big relative to the challengeBut here were seeing something different Paul Butler didntshrink the change Instead he grew the people He made the StLucians swell with pride over their parrot-a species that existsnowhere else He inspired them to feel more determined moreready more motivated And when you build people up in thisway they dtvelop the strength to act

In essence Butlers goal was to convince St Lucians that theywere the kind of people who protected their own In public eventsButler stressed This parrot is ours Nobody has this but us Weneed to cherish it and look after it He did everything in hispower to make the public more familiar with the bird He hostedSt Lucia Parrot puppet shows distributed T-shirts cajoled a localband to record songs about the bird convinced local hotels toprint up bumper stickers recruited volunteers to dress up in parrotcostumes and visit local schools and asked local ministers tocite relevant Bible verses (for instance verses that instructed believersto be good stewards of the things that were in their trust)

James March a professor of politicalscience at Stanford University March says that when peoplemake choices they tend to rely on one of two basic models ofdecision making the consequences model or the identity modelThe consequences model is familiar to students of economicsIt assumes that when we have a decision to make we weigh thecosts and benefits of our options and make the choice thatmaximizes our satisfaction Its a rational analytical approachThis is the approach that Paul Buder knew would fail withSt Lucians because there simply wasnt a strong costbenefitcase for the parrot

In the identity model of decision making we essentially askourselves three questions when we have a decision to make Whoam l What kind of situation is this What would someone like medo in this situation Notice whats missing any calculation of costsand benefits The identity model explains the way most peoplevote which contradicts our notion of the self-interested voterIt helps to shed light on why an auto mechanic in Oklahomawould vote against a Democrat whod give him health insuranceand why a Silicon Valley millionaire would vote against a Republicanwhod cut her taxes

Generally when we use the word identity were talking aboutan immutable trait of some kind-such as a racial ethic orregional identity But thats a relatively narrow use of the termWere not just born with an identity we adopt identities throughoutour lives We aspire to be good mothers or fathers devoutCatholics or Muslims patriotic citizens and so on

Or consider a professional identity such as being a scientistClearly youre not born a scientist Its an identity you seek outand one that others such as your professors and mentors consciouslycultivate in you As you develop and grow in that identityit becomes an increasingly important part of your self-imageand triggers the kind of decision making that March describes

Its critical to realize that these identity stories arent just specialcase situations confined to scientists or nurses or St LuciansIdentity is going to play a role in nearly every change situationEven yours When you think about the people whose behaviorneeds to change ask yourself whether they would agree with thisstatement I aspire to be the kind of person who would makethis change If their answer is yes thats an enormous factor in your favor If their answer is no then youll have to work hard toshow them that they should aspire to a different self-image Andthats exactly what Paul Butler did in St Lucia He convinced theislands citizens to think This is our bird-if we want to be goodSt Lucians wed better protect it

in a business context consider a firmthat invented an identity that subsequently became the engine ofits success The firm is Brasilata-its a US$ 1 70 million manufacturingfirm in Brazil that produces various kinds of steel cansAs youd imagine the can manufacturing industry is relativelymature-not much growth not much excitement But Brasilatadefies the stereotype of a boring stuck-in-its ways manufacturerIn fact it has one of the best reputations for innovation of anycompany in Latin America

How does a manufacturer of cans become known as an innovatorBrasilatas founders were inspired by the philosophy ofJapanese car manufacturers like Honda and Toyota which empoweredtheir frontline employees to take ownership of theirwork For instance at Toyota any employee who spotted a defectcould stop the assembly line (this would have been unthinkablein Detroit at the time) Toyota and Honda also actively solicited

ideas for innovation from their employees In 1 987 the foundersof Brasilata launched an employee-innovation program modeledon the Japanese forerunnersA new identity was the core of the program Employees ofBrasilata hecame known as inventors and when new employeesjoined the firm they were asked to sign an innovation contractThis wasnt simply feel-good language Top management challengedemployees to be on the lookout for potential innovationsideasfor how to create better products improve productionprocesses and squeeze costs out of the system Procedures developedwithin the factory made it easy for inventors to submit theirideas

The program succeeded beyond any reasonable expectationsIn 2008 employees submitted 1 34846 ideas-an averageof 1452 ideas per inventor This figure puts Brasilata on par withthe Japanese trendsetters that had inspired the programMany of the suggestions led to the development of new productsFor instance in late 2008 Brasilata came up with a new approachfor steel cans designed to carry dangerous or flammableliquids To meet United Nations standards such cans must beable to withstand a drop from 1 2 meters (roughly 4 feet) Traditionallymost manufacturers had reached this standard by thickeningthe metal layers which used up more raw material andrequired new production processes And the reinforced designswerent foolproof-the metal seams were prone to split if a canlanded on an edgeBrasilatas inventors

suggested a new design inspired by carbumpers that collapse on impact Their new steel can deformedslightly on impact reducing stress on the critical seam The newdesign resisted impact better while also reducing the amount ofsteel in the canThe inventors have led Brasilata through emergencies In200 1 a severe energy crisis-the blackout syndrome ndashforced

the government of Brazil to ration energy Businesses received astrict quota of electricity The inventors went to work dreamingup power-saving ideas-hundreds of them Within a few weeksBrasilatas energy consumption was reduced by 35 percent fallingbelow the companys quota and allowing the company to resell itsextra energy

Another unexpected idea was jointly suggested by two employeesEliminate our jobs theyre not necessary anymore The ideawas accepted but the company found a new place for the employeesBrasilata has a no-dismissal policy and also distributes1 5 percent of its net profits to employees Its no surprise thatBrasilata consistently appears on best places to work lists inBrazilLets remember something This inventor identity whichhas fueled business success and employee satisfaction was madeup None of Brasilatas employees were born inventors Theidentity was introduced to them and they liked the sound of itIt seemed to be a mantle worth wearing Being an inventor hasbecome a source of pride and strength

If cultivating an identity sounds daunting take heart A classicstudy in psychology shows that you can start with small steps Inthe 1960s two psychologists from Stanford University JonathanFreedman and Scott Fraser asked a researcher to go door-to-doorin an upscale neighborhood in Palo Alto California

Pg 158

indeed 83 percent of the home ownerspassed on the opportunity ldquo

Two weeks earlier thesame home owners had been approached by a volunteer claimingto represent a different driver-safety organization They wereasked to put a tiny Be a Safe Driver sign-less than half thesize of a postcard-in the window of their car or home The volunteersaid the sign was intended to make citizens more aware ofthe need to drive carefully This seemed such a trivial commitmentthat almost all of the home owners said yes

When the researcherscame back two weeks later and asked the home owners to installthe eyesore billboard 76 percent accepted it

the science of the billboardstudy says something pretty remarkable It shows us that peopleare receptive to developing new identities that identities growfrom small beginnings Once you start seeing yourself as a concernedcitizen youll want to keep acting like one Thats tremendouslygood news for someone leading a change effort It meansfor example that if you can show people why the environment isworth caring about it wont take years for them to think of themselvesas environmentalists It took only a few days for the homeowners to think of themselves as concerned citizens

You need to create the expectationof failure-not the failure of the mission itself but failureen route This notion takes us into a fascinating area of researchthat is likely to change the way you view the world

Main strategy 3 Shape the path3a Tweak the environment

bull TWEAK THE ENVIRONMENT When the situation changes the behavior

bull changes So change the situation [Throwing out the phone system at Rackspace

bull 1-Click ordering simplifying the online time sheet]bull Tweaking the environment is about making the right

behaviors a little bit easier and the wrong behaviors a little bit harder Its that simple

bull ]

Fundamental attribution error ndash we hurrily judge someonesomething from Direct

attributes but forget about situation that may have created those attributes

frequently blind to the power of situations In a famousarticle Stanford psychologist Lee Ross surveyed dozens ofstudies in psychology and noted that people have a systematictendency to ignore the situational forces that shape other peoplesbehavior He called this deep-rooted tendency the FundamentalAttribution Error The error lies in our inclination toattribute peoples behavior to the way they are rather than to thesituation they are in

how a smoother Path can change behavior consider someresearch that studied why college students did (or didnt) donatefood to a canned-food drive for charity The researchers knewsome students would be more charitable and generous thanothers and would be more inclined to donate food Theresearchers wondered Can we alter the situation so that jerks givetoo

Pg 182

Some students received a basicletter announcing the launch of a food drive the following weekand asking them to bring canned food to a booth on TressiderPlaza (a well-known spot on campus) Other students received amore detailed letter which included a map to the precise spot arequest for a can of beans and a suggestion that they think abouta time when theyd ordinarily be near Tressider Plaza so theywouldnt have to go out of their way to get there

Students who received the basic letter were not very generousOnly 8 percent of the saints donated and not a single one ofthe jerks

Students who received the more detailedletter were substantially more charitable 42 percent of thesaints donated and so did 2 5 percent of the jerks

Tweaking the environment is about making the right behaviorsa little bit easier and the wrong behaviors a little bit harder Itsthat simple

3b Build habit

bull When something becomes a habit our rational brain(rider) does not have to exert almost any energy or will power This will power energy is of limited supply and could not work for long stretch of time

bull So if step by step procedure some objective or main task could be turned into a habit it would be easier for human beings to do it

bull BUILD HABITS When behavior is habitual its free-it doesnt tax the Rider

bull Look for ways to encourage habits [Setting action triggers eating two bowls of

bull soup while dieting using checklists

Example or strategy to build habit

bull 21 days repetition method

3b Action trigger

Peter Gollwitzer a psychologist at New York University is thepioneer of work in this area He and colleague Veronika Brandstarterfound that action triggers are quite effective in motivatingaction

By preloading the decisionwe conserve the Riders self-control(it does not have to think about what to do)

In one study they tracked college students who had theoption to earn extra credit in a class by writing a paper about how they spent Christmas Eve But there was a catch To earn the credit they had to submit the paper by December 26 Most studentshad good intentions of writing the paper but only 33 percentof them got around to writing and submitting it Otherstudents in the study were required to set action triggers-tonote in advance exactly when and where they intended to write the report (for example Ill write this report in my dads officeon Christmas morning before everyone gets up) A whopping75 percent of those students wrote the report

3c Rally the herd

bull Social and peer pressure is a very strong force in motivating us to do something

bull So if influential celebrity type people do something the majority follow through Here 8020 rule applies

bull Again if someone could be told that the majority are doing this heshe would like to be the part of the group(here) and comply with Therefore become happy as becoming of a group that fulfills our belonging needs

bull The Elephant constantly looks to the herd for cues about how to behave

bull Other people are getting their work done on time Why wont you

bull RALLY THE HERD Behavior is contagious Help it spread [Fataki in Tanzaniafree spaces in hospitals seeding the tip jar]

By STANDER effect ndash humanbeings take decision after

looking what others doColumbia University students having volunteered for a researchstudy were asked to sit in a room and fill out a surveySome were left alone others were put in rooms with two otherstudents As they filled out their surveys a crisis emergedSmoke began to pour into the room through a wall vent Thesmoke continued to flow in irregular puffs until eventually theroom was filled with haze Of the students sitting in a room bythemselves 75 percent got up and found someone to alert aboutthe smoke But when three students were placed in the roomat the same time only 38 percent of the groups of three ever reportedthe smoke They just sat there inhaling the smoke eachindividuals inaction signaling to the other two people in theroom that this smoke cloud isnt such a big deal

In a similar study individuals or pairs who were completinga survey heard what sounded like a woman falling down loudlyon the other side of a room divider Of the lone bystanders 70percent went to help her but only 40 percent of the pairs helpedEven when the pairs helped they acted more slowly than the individuals

Why do groups fail to respond as well as individualsIn ambiguous situations-smoke pouring into a room theapparent sound of a fall-people look to others for cues abouthow to interpret the event If you see a man suddenly collapse atthe mall your brain races through possible interpretations Its aheart attack Or wait maybe he tripped and fell down Or whatif hes playing a gag on someone Youre reluctant to rush overimmediately because if he simply tripped your alarm-bell behaviorwill leave you both embarrassedIf youre the only person around to react youll probably makeyour best guess-heart attack-and rush over But if theres acrowd youve got two stimuli to process the collapse itself andthe crowds reaction to the collapse You might pause briefly tostudy the crowd Are other people acting like hes had a heart attackYou stand there idling ready to spring into action at thefirst sign of crisis But as you wait other people are looking backat you and when they see you idling your behavior becomes datafor their theory that its not an emergency And thats why threepeople can sit in a room filling with smoke and not make a peep

a group of socialpsychologists persuaded a hotel manager to test out a newsign in the hotel bathrooms The sign didnt mention the environmentat alIi it simply said that the the majority of guests atthe hotel reuse their towels at least once during their stay Itworked-guests who got this sign were 26 percent more likely toreuse their towels They took cues from the herdNote the downside though If the sign had said About 8of our guests decide to reuse their towels new guests would havebeen less likely to reuse theirs

SummaryHOW TO MAKE A SWITCHFor things to change somebody somewhere has to start actingdifferently Maybe its you maybe its your teamPicture that person (or people)Each has an emotional Elephant side and a rational Rider sideYouve got to reach both And youve also got to clear the wayfor them to succeed In short you must do three things

DIRECT the RiderFOLLOW THE BRIGHT SPOTS Investigate whats working and clone it [Jerrysternin in Vietnam solutions-focused therapy]SCRIPT THE CRITICAL MOVES Dont think big picture think in terms of specificbehaviors [1 milk four rules at the Brazilian railroad]POINT TO THE DESTINATION Change is easier when you know where youregoing and why its worth it [You ll be third graders soon No dry holes at BP]

MOTIVATE the ElephantFIND THE FEELING Knowing something isn t enough to cause change Makepeople feel something [Piling gloves on the table the chemotherapy video gameRobyn Waterss demos at Target]SHRINK THE CHANGE Break down the change until it no longer spooks the Elephant[The 5-Minute Room Rescue procurement reform]GROW YOUR PEOPLE Cultivate a sense of identity and instill the growth mindset[Brasilatas inventors junior-high math kids turnaround]

SHAPE the PathTWEAK THE ENVIRONMENT When the situation changes the behaviorchanges So change the situation [Throwing out the phone system at Rackspace1-Click ordering simplifying the online time sheet]BUILD HABITS When behavior is habitual its free-it doesnt tax the RiderLook for ways to encourage habits [Setting action triggers eating two bowls ofsoup while dieting using checklists]RALLY THE HERD Behavior is contagious Help it spread [Fataki in Tanzaniafree spaces in hospitals seeding the tip jar]

Summary Direct the Rider(Head rational thinker)

Heres the good news The Riders strengths are substantialand his flaws can be mitigated When you appeal to the Rider insideyourself or inside others you are trying to influence yourgame plan should be simpleFirst follow the bright spots Think of the Vietnamese childrenwho stayed well nourished against the odds or the Genentechsales reps who racked up sales against the odds AB you analyzeyour situation youre sure to find some things that are workingbetter than others Dont obsess about the failures Instead investigateand clone the successesNext give direction to the Rider-both a start and a finishSend him a destination postcard (Youll be a third grader soon)and script his critical moves (Buy 1 milk) When you do these things youll prepare the Rider to lead aswitch And youll arm him for the ongoing struggles with hisreluctant and formidable partner the Elephant

Summary Motivate the Elephant(Lazy pleasure loving self)

In times of change we need to remind ourselves and others againand again of certain basic truths Our brains and our abilities arelike muscles They can be strengthened with practice Were notborn skateboarders or scientists or nurses we must learn how toskateboard do science or care for sick people And our inspirationto change ourselves comes from our desire to live up to thoseidentitiesIn the story of Molly Howard we see that amazing things canhappen when you combine the aspiration of a new identity withthe persistence of the growth mindset Thats how you grow yourpeople

Over the past few chapters weve seen that the centralchallenge of change is keeping the Elephant moving forwardWhereas the Rider needs direction the Elephant needs motivationAnd weve seen that motivation comes from feelingknowledgeisnt enough to motivate change But motivation alsocomes from confidence The Elephant has to believe that its capableof conquering the change And there are two routes tobuilding peoples confidence so that they feel big relative totheir challenge You can shrink the change or grow your people(or preferably both)

Summary Shaping the pathOur picture of change is still incomplete though because itsclear that in some situations even a reluctant Elephant and a confusedRider will manage to change their behavior For instanceconsider the fact that even a lost angry driver who is hopelesslylate for an appointment will stop dutifully for a red lightThats why to make changes stick weve got to think aboutshaping the Path

First you need to tweak theenvironment to provide a free space for discussion At Alpha therotational teams had a private place to meet and that created afree space where the new identity could grow Do your own reformershave a private place where they can meet and coordinate

Second you should build good habits Recall the idea of actiontriggers-visualizing when and where you are going to dosomething important The interns at Alpha were essentially settingaction triggers They thought about what they would sayand how they would act when 9 pm came and the signoutprocess was triggered They mentally rehearsed how they wouldrespond if an argument flared up with the night resident Havemembers of your team rehearsed how theyll react when theymeet resistance from your organizations old guard

Finally you should rally the herd At Alpha the leaders helpedthe reformers find one another and the reformers began to createa language-as we saw in the examples of the designateddriver and Fataki-that allowed them to talk about their valueswith others As a leader you can help prod them to create this languageto find ways to articulate what is different and better aboutthe change you seek

We started the Path section by discussing the Fundamental AttributionError-the tendency to attribute behavior to peoplescharacter rather than to their environments Look again at theteaching-hospital example At Alpha 42 percent of superiors supportedthe change at Beta 66 percent supported it Almost all ofus would have put our money on Beta Not many of us whenconfronted with that data would have immediately thought Yesbut what about the situational forces

At the two hospitals individual character competed with situationalforces and situational forces won This brings us backfull circle to the food drive study where a jerk with clear instructionswas more charitable than a saint with generic instructionsThe line between saints and jerks wasnt as clear as we mighthave thought Neither was the line between supporters and resistersof hospital reformIf the right Path can turn a jerk into a saint then the rightPath can also turn a change enemy into an ally

ReferenceReference book HOW TO CHANGE THINGS WHEN CH ANGE IS HARD

By CHIP HEATH (a professor at the GraduateSchool of Business at Stanford University) and DAN HEATH(a senior fellow at Duke Universitys Centerfor the Advancement of Social Entrepreneurship(CASE))

• Change Management
• Reference
• Slide 3
• Rider
• Elephant
• Main strategy 1 Direct the Rider 1a Follow the brightspot
• Details of Vietnam example
• Slide 8
• Slide 9
• Main strategy 1 Direct the Rider 1b Script the critical move
• Slide 11
• Slide 12
• Main strategy 1 Direct the Rider 1c POINT TO THE DESTINATION
• Main strategy 2 Motivate the Elephant 2a Find the Feeling
• Slide 15
• Slide 16
• Slide 17
• Slide 18
• Slide 19
• Slide 20
• Slide 21
• Slide 22
• Slide 23
• Main strategy 2 Motivate the Elephant 2b Shrink the Change
• Slide 25
• Slide 26
• Slide 27
• Slide 28
• Slide 29
• Slide 30
• Slide 31
• Slide 32
• Slide 33
• Slide 34
• Slide 35
• Slide 36
• Slide 37
• Slide 38
• Slide 39
• Slide 40
• Main strategy 2 Motivate the Elephant 2c Grow your people(creating sense of identity amp instill growth mindset)
• Slide 42
• Slide 43
• Slide 44
• Slide 45
• Slide 46
• Slide 47
• Slide 48
• Slide 49
• Slide 50
• Slide 51
• Slide 52
• Slide 53
• Slide 54
• Slide 55
• Main strategy 3 Shape the path 3a Tweak the environment
• Fundamental attribution error ndash we hurrily judge someonesomething from Direct attributes but forget about situation that may have created those attributes
• Slide 58
• Slide 59
• 3b Build habit
• Slide 61
• Example or strategy to build habit
• 3b Action trigger
• Slide 64
• 3c Rally the herd
• Slide 66
• By STANDER effect ndash humanbeings take decision after looking what others do
• Slide 68
• Slide 69
• Slide 70
• Summary
• Slide 72
• Slide 73
• Summary Direct the Rider(Head rational thinker)
• Summary Motivate the Elephant(Lazy pleasure loving self)
• Slide 76
• Summary Shaping the path
• Slide 78
• Slide 79
• Slide 80
• Slide 81

At Stegners request the student collected a specimen of everyone of the 424 different types of gloves and tagged each with theprice paid Then all the gloves were gathered up brought to theboardroom and piled up on the conference table Stegner invitedall the division presidents to come visit the Glove Shrine

They could see the prices Theylooked at two gloves that seemed exactly alike yet onewas marked $322 and the other $105 5 Its a rare eventwhen these people dont have anything to say But thatday they just stood with their mouths gapingThe gloves exhibit soon became a traveling road show visitingdozens of plants The reaction was visceral This is crazy Werecrazy And weve got to make sure this stops happening Soon Stegnerhad exactly the mandate for change that hed sought Thecompany changed its purchasing process and saved a great deal ofmoney This was exactly the happy ending everyone wanted

Most of us would not have tried what Stegnerdid It would have been so easy so natural to make a presentationthat spoke only to the Rider Think of the possibilities thespreadsheets the savings data the cost-cutting protocols the recommendationsfor supplier consolidation the exquisite logic forcentral purchasing You could have created a 12-tabbed MicrosoftExcel spreadsheet that would have made a tax accountant weepwith joy But instead of doing any of that Stegner dumped abunch of gloves on a table and invited his bosses to see themIf there is such a thing as white-collar courage surely this was an instance

Stegner knew that if things were going to change he had toget his colleagues Elephants on his side If he had made an analyticalappeal he probably would have gotten some supportivenods and the execs might have requested a follow-up meetingsix weeks later (and then rescheduled it) The analytical case wascompelling-by itself it might have convinced Stegners colleaguesthat overhauling the purchasing system would be an importantthing to do next yearRemember that if you reach your colleagues Riders but nottheir Elephants they will have direction without motivationMaybe their Riders will drag the Elephant down the road for awhile but as weve seen that effort cant last longOnce you break through to feeling though things changeStegner delivered a jolt to his colleagues First they thought tothemselves were crazy Then they thought we can fix this Everyonecould think of a few things to try to fix the glove problemandby extension the ordering process as a whole That got theirElephants fired up to move

bull Kotter and Cohen observed that in almost all successful change efforts the sequence of change is not ANALYZETHINK-CHANGE but rather SEE-FEEL-CHANGE

Most of us would create a businesscase for the power of design Wed compile a PowerPoint presentationwith charts and graphs and strategically selected quotesfrom the chairman whod embraced the design-forward vision

When we finished our presentation everyone in the room wouldunderstand what we meant They might even agree But wouldthey change their behavior Kotters research suggests no

Main strategy 2 Motivate the Elephant

2b Shrink the Changebull If the task appears very big elephant does not want to

do it So if the elephant is tricked to do only a portion of the task or for a small time eventually the whole task to be done It is always harder to start

bull Our human emotional sides require instant gratification and sense of achieving(winning) So accomplishing subtask that is relatively easier and less time consuming provides this psychological boost

bull Example So the change may first applied to a village than to the whole country

bull Example Instead of 60 minutes students may be asked to study for 5 minutes

A local car wash ran a promotion featuring loyalty cards Everytime customers bought a car wash they got a stamp on theircards and when they filled up their cards with eight stamps theygot a free washAnother set of customers at the same car wash got a slightlydifferent loyalty card They needed to collect ten stamps (ratherthan eight) to get a free car wash-but they were given a headstart When they received their cards two stamps had alreadybeen addedThe goal was the same for both sets of customers Buy eightadditional car washes get a reward But the psychology was differentIn one case youre 20 percent of the way toward a goaland in the other case youre starting from scratch A few monthslater only 1 9 percent of the eight-stamp customers had earned afree wash versus 34 percent of the head-start group (And thehead-start group earned the free wash faster)

People find it more motivating to be partly finished with alonger journey than to be at the starting gate of a shorter oneThats why the conventional wisdom in development circles isthat you dont publicly announce a fund-raising campaign for acharity until youve already got 50 percent of the money in thebag (After all who wants to give the first $ 1 00 to a $ 1 millionfund-raising campaign)One way to motivate action then is to make people feel asthough theyre already closer to the finish line than they might have thought

That sense of progress is critical because the Elephant in usis easily demoralized Its easily spooked easily derailed and forthat reason it needs reassurance even for the very first step ofthe journeyIf youre leading a change effort you better start looking forthose first two stamps to put on your teams cards Rather thanfocusing solely on whats new and different about the change tocome make an effort to remind people whats already been conquered

A business cliche commands us to raise the bar But thatsexactly the wrong instinct if you want to motivate a reluctant ElephantYou need to lower the bar Picture taking a high-jump barand lowering it so far that it can be stepped overIf you want a reluctant Elephant to get moving you need toshrink the change

a clever self-help technique calledthe 5-Minute Room Rescue proposed by Marla Cilley a homeorganizingguru who calls herself the Fly Lady (think of zoomingthrough your housecleaning with wings) Heres what you doGet a kitchen timer and set it for 5 minutes Then go to the worstroom in your house-the one youd never let a guest see-andas the timer ticks down start clearing a path and when the timerbuzzes you can stop with a clear conscience

This is an Elephant trick The Elephant hates doing things with no immediate payoff

To get the Elephant off its duff you need to reassureit that the task wont be so bad Look its just 5 minutesHow bad can it be

What good is a 5-minute session of cleaning Not much Itgets you moving though and thats the hardest part Starting anunpleasant task is always worse than continuing it So once youstart cleaning house chances are you wont stop at 5 minutesYoull be surprised at how fast things turn around Youll start totake pride in your accomplishments-starting with the cleansink then the clean bathroom then the clean downstairs areaandthat pride and confidence will build on itself A virtuous circleBut you couldnt have enjoyed the virtuous circle without first shrinking the change

In his book TheTotal Money Makeover Ramsey

One of Ramseys best-known and most controversial debtfightingtechniques is the Debt Snowball When the Farrarsfound themselves with over $ 1 00000 in debt (not includingtheir mortgage) they started working on the Debt SnowballThe first step was to list all their debts-everything from creditcards to overdue electric bills to student loans-and then arrangethem in order from smallest to largest Next their instructionswere to make only the minimum payments on every debt withone exception

After the minimum payments were made everyavailable dollar would be put toward the first debt on the list Becausethe first debt was the smallest one it could be paid off relativelyquickly and the Farrars could cross it off the list and thendirect every available dollar to paying off the second debt thenthe third then the fourth As they crossed off each debt theywere able to eliminate a minimum payment which gave themmore cash to attack the next debt Thats why the strategy iscalled a Debt Snowball With each debt that is conquered the snowball of money applied to the next debt grows and rolls a little faster

Notice whats missing here any mention of interest rates Ifthe Farrars smallest debt was a past-due utility bill with no in

terest charges whatsoever Ramsey still advised them to pay it offbefore tackling any of their credit card bills which might have interestrates of 20 percent or aboveThis advice makes the average financial adviser cringe Afterall simple math tells us that were financially better-off if we paydown high-interest debt first

Ramsey writes --Being a certified nerd I always used to start with makingthe math work I have learned that the math doesneed to work but sometimes motivation is more importantthan math This is one of those times Faceit if you go on a diet and lose weight the first week youwill stay on that diet If you go on a diet and gain weightor go six weeks with no visible progress you will quitWhen training salespeople I try to get them a sale ortwo quickly because that fires them up When you startthe Debt Snowball and in the first few days pay off acouple oflittle debts trust me it lights your fire I dontcare if you have a masters degree in psychology youneed quick wins to get fired up And getting fired up issuper-important

Most financial advisers recommend that their clients paydown high-interest debt first in order to optimize the impact oftheir money But Ramseys not trying to solve an optimizationproblem hes trying to solve an Elephant problem The reasonpeople get themselves into financial trouble he knows is thatthey lose control They begin to feel powerless in the face of amountain of debt And you cant combat powerlessness withmath You combat it by proving to people that they can win Ifyou pay $ 1 8 5 toward a $20000 debt on a high-interest creditcard youre still going to feel hopeless But if you completely payoff a $ 1 8 5 overdue utility bill you can cross it off yo r list Youvewon a victory over debtRamsey is using the same strategy as the Fly Lady with her5-Minute Room Rescue-if people are facing a daunting taskand their instinct is to avoid it youve got to break down the taskShrink the change Make the change small enough that they canthelp but score a victory Once people clean a single room or payoff a single debt their dread starts to dissipate and their progressbegins to snowballC

One way to shrink change then is to limit the investment youreasking for-only 5 minutes of housecleaning only one smalldebt Another way to shrink change is to think of small winsmilestonesthat are within reach (Our dad Fred Heath whoworked over thirty years for IBM would tell his teams that whenmilestones seemed too distant they should look for inch pebblesNice one Dad)

Kelman a professor of public management at Harvard UniversitysKennedy School of Government got a call from theClinton administration in 1 993 asking him to lead the Officeof Federal Procurement Policy (OFPP) As the head of OFPp hewould be responsible for reforming the governments procurementefforts

Kelman was reluctant to head up OFPp knowing there wasa pretty good chance that despite his best efforts nothing wouldchange but in the end he accepted the job He knew exactly whathe was getting into because three years earlier hed written a bookabout procurement reformThere were lots of problems with procurement Over theyears the government had established many protocols and protectionsto prevent abuses of various kinds There were good intentionsbehind these protections but as they built up layerupon layer they began to cause more harm than the abusestheyd been designed to prevent For instance when makingpurchase decisions procurement officials could not use evidenceof vendors past performance

Kelman knew hed have to make some progress quickly or elsehed be dismissed If an example of successful change couldsomehow be achieved quickly it might be possible to use that toset other changes in motion he wrote later He sought a victorythat would be fast achievable and visible-a small win thatwould work for all of his constituents whether the Defense Departmentor the Health and Human Services Department If hecould get their Elephants moving with an easy mission-the governmentequivalent of the 5-Minute Room Rescue-he thoughthe would be able to keep them moving

One day a conversation with a government employee sparkedan idea The employee told Kelman that when she needed simpleinexpensive items such as a few computer disks the procurementrules made it impossible for her to walk to thecomputer superstore across the str1048958et and buy them She foundthis limitation was infuriatingKelman spotted an opportunity He went to the senior procurementexecutives and issued a challenge I want you to doubleyour agencys use ofgovernment credit cards over the next year (Noticethe precision of the challenge a la the 1 milk campaign By

being specific about the behavioral change Kelman was directinghis constituents Riders) In his vision anytime employees neededsomething small-computer disks or a replacement hard driveor a carton of office paper-they should be able to march acrossthe street armed with their credit cards and purchase what theyneeded on the spot Kelman asked the agencies to make a formalPledge to embrace the idea The agencies were supportive soKelman pushed further Over the next year he organized fourmore pledgesso here they donrsquot need quotation or tender Government may check later whether it complies fair price policy

The second pledge was a biggie Kelman asked the agencies tobreak with the tradition of ignoring past performance He knewthis would be a tough sell so he decided to push for it publiclyonly when he was sure he had at least eight agencies onboard Hehit the phones and his employees and advisers rallied the peoplein their networks Eventually his team had eight agencies signedup but he wasnt finished After we got to nine agencies participationstarted snowballing and soon we could say to the holdoutsAlmost everyone but you is participating (This outcomeforeshadows a point that we make in Chapter 1 0 about behaviorbeing contagious Kelman managed to address all three parts ofthe framework-directing the Rider motivating the Elephantand shaping the Path)

When you engineer early successes what youre really doing isengineering hope Hope is precious to a change effort Its Elephantfuel

Main strategy 2 Motivate the Elephant2c Grow your people(creating sense of

identity amp instill growth mindset)bull Be noted identity may be created it is not always

inherited thing For example creating identity like Iutians are hard working gives a boost to the elephant to do something

bull So this identity to be created in positive way bull Identity may be achieved by birth and or individual

endeavour For example citizen of a country(by birth) is an identity received by birth while lsquoEngineerrsquo identity that is earned through hard study

bull Growth mindset to be instilled by removing limiting belief that things could not be changed by trying The new belief system should be that anything could be learnt and anything is possible

bull Example Brasilatas inventors

The St Lucia Parrot exists only o n the Caribbean island o f StLucia Its gorgeous with a vivid turquoise blue face lime greenwings and a striking red shield on its chest In 1977 only onehundred St Lucia Parrots were left on the island The populationhad been decimated by habitat destruction hunters andpeople who trapped them to use as pets The St Lucia Parrotseemed doomed in the words of one biologist the species couldnot escape oblivion by the year 2000Enter an unlikely savior college student Paul Butler In 1977Butler was finishing his last year of studies at North-East LondonPolytechnic Butlers passion was conservation and hed previouslyspent five weeks completing a field research expedition inSt Lucia where hed studied the parrot and submitted recommendationsfor preserving the species

Pg 149

Weve seen that one way to motivate a switch is to shrink thechange which makes people feel big relative to the challengeBut here were seeing something different Paul Butler didntshrink the change Instead he grew the people He made the StLucians swell with pride over their parrot-a species that existsnowhere else He inspired them to feel more determined moreready more motivated And when you build people up in thisway they dtvelop the strength to act

In essence Butlers goal was to convince St Lucians that theywere the kind of people who protected their own In public eventsButler stressed This parrot is ours Nobody has this but us Weneed to cherish it and look after it He did everything in hispower to make the public more familiar with the bird He hostedSt Lucia Parrot puppet shows distributed T-shirts cajoled a localband to record songs about the bird convinced local hotels toprint up bumper stickers recruited volunteers to dress up in parrotcostumes and visit local schools and asked local ministers tocite relevant Bible verses (for instance verses that instructed believersto be good stewards of the things that were in their trust)

James March a professor of politicalscience at Stanford University March says that when peoplemake choices they tend to rely on one of two basic models ofdecision making the consequences model or the identity modelThe consequences model is familiar to students of economicsIt assumes that when we have a decision to make we weigh thecosts and benefits of our options and make the choice thatmaximizes our satisfaction Its a rational analytical approachThis is the approach that Paul Buder knew would fail withSt Lucians because there simply wasnt a strong costbenefitcase for the parrot

In the identity model of decision making we essentially askourselves three questions when we have a decision to make Whoam l What kind of situation is this What would someone like medo in this situation Notice whats missing any calculation of costsand benefits The identity model explains the way most peoplevote which contradicts our notion of the self-interested voterIt helps to shed light on why an auto mechanic in Oklahomawould vote against a Democrat whod give him health insuranceand why a Silicon Valley millionaire would vote against a Republicanwhod cut her taxes

Generally when we use the word identity were talking aboutan immutable trait of some kind-such as a racial ethic orregional identity But thats a relatively narrow use of the termWere not just born with an identity we adopt identities throughoutour lives We aspire to be good mothers or fathers devoutCatholics or Muslims patriotic citizens and so on

Or consider a professional identity such as being a scientistClearly youre not born a scientist Its an identity you seek outand one that others such as your professors and mentors consciouslycultivate in you As you develop and grow in that identityit becomes an increasingly important part of your self-imageand triggers the kind of decision making that March describes

Its critical to realize that these identity stories arent just specialcase situations confined to scientists or nurses or St LuciansIdentity is going to play a role in nearly every change situationEven yours When you think about the people whose behaviorneeds to change ask yourself whether they would agree with thisstatement I aspire to be the kind of person who would makethis change If their answer is yes thats an enormous factor in your favor If their answer is no then youll have to work hard toshow them that they should aspire to a different self-image Andthats exactly what Paul Butler did in St Lucia He convinced theislands citizens to think This is our bird-if we want to be goodSt Lucians wed better protect it

in a business context consider a firmthat invented an identity that subsequently became the engine ofits success The firm is Brasilata-its a US$ 1 70 million manufacturingfirm in Brazil that produces various kinds of steel cansAs youd imagine the can manufacturing industry is relativelymature-not much growth not much excitement But Brasilatadefies the stereotype of a boring stuck-in-its ways manufacturerIn fact it has one of the best reputations for innovation of anycompany in Latin America

How does a manufacturer of cans become known as an innovatorBrasilatas founders were inspired by the philosophy ofJapanese car manufacturers like Honda and Toyota which empoweredtheir frontline employees to take ownership of theirwork For instance at Toyota any employee who spotted a defectcould stop the assembly line (this would have been unthinkablein Detroit at the time) Toyota and Honda also actively solicited

ideas for innovation from their employees In 1 987 the foundersof Brasilata launched an employee-innovation program modeledon the Japanese forerunnersA new identity was the core of the program Employees ofBrasilata hecame known as inventors and when new employeesjoined the firm they were asked to sign an innovation contractThis wasnt simply feel-good language Top management challengedemployees to be on the lookout for potential innovationsideasfor how to create better products improve productionprocesses and squeeze costs out of the system Procedures developedwithin the factory made it easy for inventors to submit theirideas

The program succeeded beyond any reasonable expectationsIn 2008 employees submitted 1 34846 ideas-an averageof 1452 ideas per inventor This figure puts Brasilata on par withthe Japanese trendsetters that had inspired the programMany of the suggestions led to the development of new productsFor instance in late 2008 Brasilata came up with a new approachfor steel cans designed to carry dangerous or flammableliquids To meet United Nations standards such cans must beable to withstand a drop from 1 2 meters (roughly 4 feet) Traditionallymost manufacturers had reached this standard by thickeningthe metal layers which used up more raw material andrequired new production processes And the reinforced designswerent foolproof-the metal seams were prone to split if a canlanded on an edgeBrasilatas inventors

suggested a new design inspired by carbumpers that collapse on impact Their new steel can deformedslightly on impact reducing stress on the critical seam The newdesign resisted impact better while also reducing the amount ofsteel in the canThe inventors have led Brasilata through emergencies In200 1 a severe energy crisis-the blackout syndrome ndashforced

the government of Brazil to ration energy Businesses received astrict quota of electricity The inventors went to work dreamingup power-saving ideas-hundreds of them Within a few weeksBrasilatas energy consumption was reduced by 35 percent fallingbelow the companys quota and allowing the company to resell itsextra energy

Another unexpected idea was jointly suggested by two employeesEliminate our jobs theyre not necessary anymore The ideawas accepted but the company found a new place for the employeesBrasilata has a no-dismissal policy and also distributes1 5 percent of its net profits to employees Its no surprise thatBrasilata consistently appears on best places to work lists inBrazilLets remember something This inventor identity whichhas fueled business success and employee satisfaction was madeup None of Brasilatas employees were born inventors Theidentity was introduced to them and they liked the sound of itIt seemed to be a mantle worth wearing Being an inventor hasbecome a source of pride and strength

If cultivating an identity sounds daunting take heart A classicstudy in psychology shows that you can start with small steps Inthe 1960s two psychologists from Stanford University JonathanFreedman and Scott Fraser asked a researcher to go door-to-doorin an upscale neighborhood in Palo Alto California

Pg 158

indeed 83 percent of the home ownerspassed on the opportunity ldquo

Two weeks earlier thesame home owners had been approached by a volunteer claimingto represent a different driver-safety organization They wereasked to put a tiny Be a Safe Driver sign-less than half thesize of a postcard-in the window of their car or home The volunteersaid the sign was intended to make citizens more aware ofthe need to drive carefully This seemed such a trivial commitmentthat almost all of the home owners said yes

When the researcherscame back two weeks later and asked the home owners to installthe eyesore billboard 76 percent accepted it

the science of the billboardstudy says something pretty remarkable It shows us that peopleare receptive to developing new identities that identities growfrom small beginnings Once you start seeing yourself as a concernedcitizen youll want to keep acting like one Thats tremendouslygood news for someone leading a change effort It meansfor example that if you can show people why the environment isworth caring about it wont take years for them to think of themselvesas environmentalists It took only a few days for the homeowners to think of themselves as concerned citizens

You need to create the expectationof failure-not the failure of the mission itself but failureen route This notion takes us into a fascinating area of researchthat is likely to change the way you view the world

Main strategy 3 Shape the path3a Tweak the environment

bull TWEAK THE ENVIRONMENT When the situation changes the behavior

bull changes So change the situation [Throwing out the phone system at Rackspace

bull 1-Click ordering simplifying the online time sheet]bull Tweaking the environment is about making the right

behaviors a little bit easier and the wrong behaviors a little bit harder Its that simple

bull ]

Fundamental attribution error ndash we hurrily judge someonesomething from Direct

attributes but forget about situation that may have created those attributes

frequently blind to the power of situations In a famousarticle Stanford psychologist Lee Ross surveyed dozens ofstudies in psychology and noted that people have a systematictendency to ignore the situational forces that shape other peoplesbehavior He called this deep-rooted tendency the FundamentalAttribution Error The error lies in our inclination toattribute peoples behavior to the way they are rather than to thesituation they are in

how a smoother Path can change behavior consider someresearch that studied why college students did (or didnt) donatefood to a canned-food drive for charity The researchers knewsome students would be more charitable and generous thanothers and would be more inclined to donate food Theresearchers wondered Can we alter the situation so that jerks givetoo

Pg 182

Some students received a basicletter announcing the launch of a food drive the following weekand asking them to bring canned food to a booth on TressiderPlaza (a well-known spot on campus) Other students received amore detailed letter which included a map to the precise spot arequest for a can of beans and a suggestion that they think abouta time when theyd ordinarily be near Tressider Plaza so theywouldnt have to go out of their way to get there

Students who received the basic letter were not very generousOnly 8 percent of the saints donated and not a single one ofthe jerks

Students who received the more detailedletter were substantially more charitable 42 percent of thesaints donated and so did 2 5 percent of the jerks

Tweaking the environment is about making the right behaviorsa little bit easier and the wrong behaviors a little bit harder Itsthat simple

3b Build habit

bull When something becomes a habit our rational brain(rider) does not have to exert almost any energy or will power This will power energy is of limited supply and could not work for long stretch of time

bull So if step by step procedure some objective or main task could be turned into a habit it would be easier for human beings to do it

bull BUILD HABITS When behavior is habitual its free-it doesnt tax the Rider

bull Look for ways to encourage habits [Setting action triggers eating two bowls of

bull soup while dieting using checklists

Example or strategy to build habit

bull 21 days repetition method

3b Action trigger

Peter Gollwitzer a psychologist at New York University is thepioneer of work in this area He and colleague Veronika Brandstarterfound that action triggers are quite effective in motivatingaction

By preloading the decisionwe conserve the Riders self-control(it does not have to think about what to do)

In one study they tracked college students who had theoption to earn extra credit in a class by writing a paper about how they spent Christmas Eve But there was a catch To earn the credit they had to submit the paper by December 26 Most studentshad good intentions of writing the paper but only 33 percentof them got around to writing and submitting it Otherstudents in the study were required to set action triggers-tonote in advance exactly when and where they intended to write the report (for example Ill write this report in my dads officeon Christmas morning before everyone gets up) A whopping75 percent of those students wrote the report

3c Rally the herd

bull Social and peer pressure is a very strong force in motivating us to do something

bull So if influential celebrity type people do something the majority follow through Here 8020 rule applies

bull Again if someone could be told that the majority are doing this heshe would like to be the part of the group(here) and comply with Therefore become happy as becoming of a group that fulfills our belonging needs

bull The Elephant constantly looks to the herd for cues about how to behave

bull Other people are getting their work done on time Why wont you

bull RALLY THE HERD Behavior is contagious Help it spread [Fataki in Tanzaniafree spaces in hospitals seeding the tip jar]

By STANDER effect ndash humanbeings take decision after

looking what others doColumbia University students having volunteered for a researchstudy were asked to sit in a room and fill out a surveySome were left alone others were put in rooms with two otherstudents As they filled out their surveys a crisis emergedSmoke began to pour into the room through a wall vent Thesmoke continued to flow in irregular puffs until eventually theroom was filled with haze Of the students sitting in a room bythemselves 75 percent got up and found someone to alert aboutthe smoke But when three students were placed in the roomat the same time only 38 percent of the groups of three ever reportedthe smoke They just sat there inhaling the smoke eachindividuals inaction signaling to the other two people in theroom that this smoke cloud isnt such a big deal

In a similar study individuals or pairs who were completinga survey heard what sounded like a woman falling down loudlyon the other side of a room divider Of the lone bystanders 70percent went to help her but only 40 percent of the pairs helpedEven when the pairs helped they acted more slowly than the individuals

Why do groups fail to respond as well as individualsIn ambiguous situations-smoke pouring into a room theapparent sound of a fall-people look to others for cues abouthow to interpret the event If you see a man suddenly collapse atthe mall your brain races through possible interpretations Its aheart attack Or wait maybe he tripped and fell down Or whatif hes playing a gag on someone Youre reluctant to rush overimmediately because if he simply tripped your alarm-bell behaviorwill leave you both embarrassedIf youre the only person around to react youll probably makeyour best guess-heart attack-and rush over But if theres acrowd youve got two stimuli to process the collapse itself andthe crowds reaction to the collapse You might pause briefly tostudy the crowd Are other people acting like hes had a heart attackYou stand there idling ready to spring into action at thefirst sign of crisis But as you wait other people are looking backat you and when they see you idling your behavior becomes datafor their theory that its not an emergency And thats why threepeople can sit in a room filling with smoke and not make a peep

a group of socialpsychologists persuaded a hotel manager to test out a newsign in the hotel bathrooms The sign didnt mention the environmentat alIi it simply said that the the majority of guests atthe hotel reuse their towels at least once during their stay Itworked-guests who got this sign were 26 percent more likely toreuse their towels They took cues from the herdNote the downside though If the sign had said About 8of our guests decide to reuse their towels new guests would havebeen less likely to reuse theirs

SummaryHOW TO MAKE A SWITCHFor things to change somebody somewhere has to start actingdifferently Maybe its you maybe its your teamPicture that person (or people)Each has an emotional Elephant side and a rational Rider sideYouve got to reach both And youve also got to clear the wayfor them to succeed In short you must do three things

DIRECT the RiderFOLLOW THE BRIGHT SPOTS Investigate whats working and clone it [Jerrysternin in Vietnam solutions-focused therapy]SCRIPT THE CRITICAL MOVES Dont think big picture think in terms of specificbehaviors [1 milk four rules at the Brazilian railroad]POINT TO THE DESTINATION Change is easier when you know where youregoing and why its worth it [You ll be third graders soon No dry holes at BP]

MOTIVATE the ElephantFIND THE FEELING Knowing something isn t enough to cause change Makepeople feel something [Piling gloves on the table the chemotherapy video gameRobyn Waterss demos at Target]SHRINK THE CHANGE Break down the change until it no longer spooks the Elephant[The 5-Minute Room Rescue procurement reform]GROW YOUR PEOPLE Cultivate a sense of identity and instill the growth mindset[Brasilatas inventors junior-high math kids turnaround]

SHAPE the PathTWEAK THE ENVIRONMENT When the situation changes the behaviorchanges So change the situation [Throwing out the phone system at Rackspace1-Click ordering simplifying the online time sheet]BUILD HABITS When behavior is habitual its free-it doesnt tax the RiderLook for ways to encourage habits [Setting action triggers eating two bowls ofsoup while dieting using checklists]RALLY THE HERD Behavior is contagious Help it spread [Fataki in Tanzaniafree spaces in hospitals seeding the tip jar]

Summary Direct the Rider(Head rational thinker)

Heres the good news The Riders strengths are substantialand his flaws can be mitigated When you appeal to the Rider insideyourself or inside others you are trying to influence yourgame plan should be simpleFirst follow the bright spots Think of the Vietnamese childrenwho stayed well nourished against the odds or the Genentechsales reps who racked up sales against the odds AB you analyzeyour situation youre sure to find some things that are workingbetter than others Dont obsess about the failures Instead investigateand clone the successesNext give direction to the Rider-both a start and a finishSend him a destination postcard (Youll be a third grader soon)and script his critical moves (Buy 1 milk) When you do these things youll prepare the Rider to lead aswitch And youll arm him for the ongoing struggles with hisreluctant and formidable partner the Elephant

Summary Motivate the Elephant(Lazy pleasure loving self)

In times of change we need to remind ourselves and others againand again of certain basic truths Our brains and our abilities arelike muscles They can be strengthened with practice Were notborn skateboarders or scientists or nurses we must learn how toskateboard do science or care for sick people And our inspirationto change ourselves comes from our desire to live up to thoseidentitiesIn the story of Molly Howard we see that amazing things canhappen when you combine the aspiration of a new identity withthe persistence of the growth mindset Thats how you grow yourpeople

Over the past few chapters weve seen that the centralchallenge of change is keeping the Elephant moving forwardWhereas the Rider needs direction the Elephant needs motivationAnd weve seen that motivation comes from feelingknowledgeisnt enough to motivate change But motivation alsocomes from confidence The Elephant has to believe that its capableof conquering the change And there are two routes tobuilding peoples confidence so that they feel big relative totheir challenge You can shrink the change or grow your people(or preferably both)

Summary Shaping the pathOur picture of change is still incomplete though because itsclear that in some situations even a reluctant Elephant and a confusedRider will manage to change their behavior For instanceconsider the fact that even a lost angry driver who is hopelesslylate for an appointment will stop dutifully for a red lightThats why to make changes stick weve got to think aboutshaping the Path

First you need to tweak theenvironment to provide a free space for discussion At Alpha therotational teams had a private place to meet and that created afree space where the new identity could grow Do your own reformershave a private place where they can meet and coordinate

Second you should build good habits Recall the idea of actiontriggers-visualizing when and where you are going to dosomething important The interns at Alpha were essentially settingaction triggers They thought about what they would sayand how they would act when 9 pm came and the signoutprocess was triggered They mentally rehearsed how they wouldrespond if an argument flared up with the night resident Havemembers of your team rehearsed how theyll react when theymeet resistance from your organizations old guard

Finally you should rally the herd At Alpha the leaders helpedthe reformers find one another and the reformers began to createa language-as we saw in the examples of the designateddriver and Fataki-that allowed them to talk about their valueswith others As a leader you can help prod them to create this languageto find ways to articulate what is different and better aboutthe change you seek

We started the Path section by discussing the Fundamental AttributionError-the tendency to attribute behavior to peoplescharacter rather than to their environments Look again at theteaching-hospital example At Alpha 42 percent of superiors supportedthe change at Beta 66 percent supported it Almost all ofus would have put our money on Beta Not many of us whenconfronted with that data would have immediately thought Yesbut what about the situational forces

At the two hospitals individual character competed with situationalforces and situational forces won This brings us backfull circle to the food drive study where a jerk with clear instructionswas more charitable than a saint with generic instructionsThe line between saints and jerks wasnt as clear as we mighthave thought Neither was the line between supporters and resistersof hospital reformIf the right Path can turn a jerk into a saint then the rightPath can also turn a change enemy into an ally

ReferenceReference book HOW TO CHANGE THINGS WHEN CH ANGE IS HARD

By CHIP HEATH (a professor at the GraduateSchool of Business at Stanford University) and DAN HEATH(a senior fellow at Duke Universitys Centerfor the Advancement of Social Entrepreneurship(CASE))

• Change Management
• Reference
• Slide 3
• Rider
• Elephant
• Main strategy 1 Direct the Rider 1a Follow the brightspot
• Details of Vietnam example
• Slide 8
• Slide 9
• Main strategy 1 Direct the Rider 1b Script the critical move
• Slide 11
• Slide 12
• Main strategy 1 Direct the Rider 1c POINT TO THE DESTINATION
• Main strategy 2 Motivate the Elephant 2a Find the Feeling
• Slide 15
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• Slide 23
• Main strategy 2 Motivate the Elephant 2b Shrink the Change
• Slide 25
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• Slide 33
• Slide 34
• Slide 35
• Slide 36
• Slide 37
• Slide 38
• Slide 39
• Slide 40
• Main strategy 2 Motivate the Elephant 2c Grow your people(creating sense of identity amp instill growth mindset)
• Slide 42
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• Slide 46
• Slide 47
• Slide 48
• Slide 49
• Slide 50
• Slide 51
• Slide 52
• Slide 53
• Slide 54
• Slide 55
• Main strategy 3 Shape the path 3a Tweak the environment
• Fundamental attribution error ndash we hurrily judge someonesomething from Direct attributes but forget about situation that may have created those attributes
• Slide 58
• Slide 59
• 3b Build habit
• Slide 61
• Example or strategy to build habit
• 3b Action trigger
• Slide 64
• 3c Rally the herd
• Slide 66
• By STANDER effect ndash humanbeings take decision after looking what others do
• Slide 68
• Slide 69
• Slide 70
• Summary
• Slide 72
• Slide 73
• Summary Direct the Rider(Head rational thinker)
• Summary Motivate the Elephant(Lazy pleasure loving self)
• Slide 76
• Summary Shaping the path
• Slide 78
• Slide 79
• Slide 80
• Slide 81

They could see the prices Theylooked at two gloves that seemed exactly alike yet onewas marked $322 and the other $105 5 Its a rare eventwhen these people dont have anything to say But thatday they just stood with their mouths gapingThe gloves exhibit soon became a traveling road show visitingdozens of plants The reaction was visceral This is crazy Werecrazy And weve got to make sure this stops happening Soon Stegnerhad exactly the mandate for change that hed sought Thecompany changed its purchasing process and saved a great deal ofmoney This was exactly the happy ending everyone wanted

Most of us would not have tried what Stegnerdid It would have been so easy so natural to make a presentationthat spoke only to the Rider Think of the possibilities thespreadsheets the savings data the cost-cutting protocols the recommendationsfor supplier consolidation the exquisite logic forcentral purchasing You could have created a 12-tabbed MicrosoftExcel spreadsheet that would have made a tax accountant weepwith joy But instead of doing any of that Stegner dumped abunch of gloves on a table and invited his bosses to see themIf there is such a thing as white-collar courage surely this was an instance

Stegner knew that if things were going to change he had toget his colleagues Elephants on his side If he had made an analyticalappeal he probably would have gotten some supportivenods and the execs might have requested a follow-up meetingsix weeks later (and then rescheduled it) The analytical case wascompelling-by itself it might have convinced Stegners colleaguesthat overhauling the purchasing system would be an importantthing to do next yearRemember that if you reach your colleagues Riders but nottheir Elephants they will have direction without motivationMaybe their Riders will drag the Elephant down the road for awhile but as weve seen that effort cant last longOnce you break through to feeling though things changeStegner delivered a jolt to his colleagues First they thought tothemselves were crazy Then they thought we can fix this Everyonecould think of a few things to try to fix the glove problemandby extension the ordering process as a whole That got theirElephants fired up to move

bull Kotter and Cohen observed that in almost all successful change efforts the sequence of change is not ANALYZETHINK-CHANGE but rather SEE-FEEL-CHANGE

Most of us would create a businesscase for the power of design Wed compile a PowerPoint presentationwith charts and graphs and strategically selected quotesfrom the chairman whod embraced the design-forward vision

When we finished our presentation everyone in the room wouldunderstand what we meant They might even agree But wouldthey change their behavior Kotters research suggests no

Main strategy 2 Motivate the Elephant

2b Shrink the Changebull If the task appears very big elephant does not want to

do it So if the elephant is tricked to do only a portion of the task or for a small time eventually the whole task to be done It is always harder to start

bull Our human emotional sides require instant gratification and sense of achieving(winning) So accomplishing subtask that is relatively easier and less time consuming provides this psychological boost

bull Example So the change may first applied to a village than to the whole country

bull Example Instead of 60 minutes students may be asked to study for 5 minutes

A local car wash ran a promotion featuring loyalty cards Everytime customers bought a car wash they got a stamp on theircards and when they filled up their cards with eight stamps theygot a free washAnother set of customers at the same car wash got a slightlydifferent loyalty card They needed to collect ten stamps (ratherthan eight) to get a free car wash-but they were given a headstart When they received their cards two stamps had alreadybeen addedThe goal was the same for both sets of customers Buy eightadditional car washes get a reward But the psychology was differentIn one case youre 20 percent of the way toward a goaland in the other case youre starting from scratch A few monthslater only 1 9 percent of the eight-stamp customers had earned afree wash versus 34 percent of the head-start group (And thehead-start group earned the free wash faster)

People find it more motivating to be partly finished with alonger journey than to be at the starting gate of a shorter oneThats why the conventional wisdom in development circles isthat you dont publicly announce a fund-raising campaign for acharity until youve already got 50 percent of the money in thebag (After all who wants to give the first $ 1 00 to a $ 1 millionfund-raising campaign)One way to motivate action then is to make people feel asthough theyre already closer to the finish line than they might have thought

That sense of progress is critical because the Elephant in usis easily demoralized Its easily spooked easily derailed and forthat reason it needs reassurance even for the very first step ofthe journeyIf youre leading a change effort you better start looking forthose first two stamps to put on your teams cards Rather thanfocusing solely on whats new and different about the change tocome make an effort to remind people whats already been conquered

A business cliche commands us to raise the bar But thatsexactly the wrong instinct if you want to motivate a reluctant ElephantYou need to lower the bar Picture taking a high-jump barand lowering it so far that it can be stepped overIf you want a reluctant Elephant to get moving you need toshrink the change

a clever self-help technique calledthe 5-Minute Room Rescue proposed by Marla Cilley a homeorganizingguru who calls herself the Fly Lady (think of zoomingthrough your housecleaning with wings) Heres what you doGet a kitchen timer and set it for 5 minutes Then go to the worstroom in your house-the one youd never let a guest see-andas the timer ticks down start clearing a path and when the timerbuzzes you can stop with a clear conscience

This is an Elephant trick The Elephant hates doing things with no immediate payoff

To get the Elephant off its duff you need to reassureit that the task wont be so bad Look its just 5 minutesHow bad can it be

What good is a 5-minute session of cleaning Not much Itgets you moving though and thats the hardest part Starting anunpleasant task is always worse than continuing it So once youstart cleaning house chances are you wont stop at 5 minutesYoull be surprised at how fast things turn around Youll start totake pride in your accomplishments-starting with the cleansink then the clean bathroom then the clean downstairs areaandthat pride and confidence will build on itself A virtuous circleBut you couldnt have enjoyed the virtuous circle without first shrinking the change

In his book TheTotal Money Makeover Ramsey

One of Ramseys best-known and most controversial debtfightingtechniques is the Debt Snowball When the Farrarsfound themselves with over $ 1 00000 in debt (not includingtheir mortgage) they started working on the Debt SnowballThe first step was to list all their debts-everything from creditcards to overdue electric bills to student loans-and then arrangethem in order from smallest to largest Next their instructionswere to make only the minimum payments on every debt withone exception

After the minimum payments were made everyavailable dollar would be put toward the first debt on the list Becausethe first debt was the smallest one it could be paid off relativelyquickly and the Farrars could cross it off the list and thendirect every available dollar to paying off the second debt thenthe third then the fourth As they crossed off each debt theywere able to eliminate a minimum payment which gave themmore cash to attack the next debt Thats why the strategy iscalled a Debt Snowball With each debt that is conquered the snowball of money applied to the next debt grows and rolls a little faster

Notice whats missing here any mention of interest rates Ifthe Farrars smallest debt was a past-due utility bill with no in

terest charges whatsoever Ramsey still advised them to pay it offbefore tackling any of their credit card bills which might have interestrates of 20 percent or aboveThis advice makes the average financial adviser cringe Afterall simple math tells us that were financially better-off if we paydown high-interest debt first

Ramsey writes --Being a certified nerd I always used to start with makingthe math work I have learned that the math doesneed to work but sometimes motivation is more importantthan math This is one of those times Faceit if you go on a diet and lose weight the first week youwill stay on that diet If you go on a diet and gain weightor go six weeks with no visible progress you will quitWhen training salespeople I try to get them a sale ortwo quickly because that fires them up When you startthe Debt Snowball and in the first few days pay off acouple oflittle debts trust me it lights your fire I dontcare if you have a masters degree in psychology youneed quick wins to get fired up And getting fired up issuper-important

Most financial advisers recommend that their clients paydown high-interest debt first in order to optimize the impact oftheir money But Ramseys not trying to solve an optimizationproblem hes trying to solve an Elephant problem The reasonpeople get themselves into financial trouble he knows is thatthey lose control They begin to feel powerless in the face of amountain of debt And you cant combat powerlessness withmath You combat it by proving to people that they can win Ifyou pay $ 1 8 5 toward a $20000 debt on a high-interest creditcard youre still going to feel hopeless But if you completely payoff a $ 1 8 5 overdue utility bill you can cross it off yo r list Youvewon a victory over debtRamsey is using the same strategy as the Fly Lady with her5-Minute Room Rescue-if people are facing a daunting taskand their instinct is to avoid it youve got to break down the taskShrink the change Make the change small enough that they canthelp but score a victory Once people clean a single room or payoff a single debt their dread starts to dissipate and their progressbegins to snowballC

One way to shrink change then is to limit the investment youreasking for-only 5 minutes of housecleaning only one smalldebt Another way to shrink change is to think of small winsmilestonesthat are within reach (Our dad Fred Heath whoworked over thirty years for IBM would tell his teams that whenmilestones seemed too distant they should look for inch pebblesNice one Dad)

Kelman a professor of public management at Harvard UniversitysKennedy School of Government got a call from theClinton administration in 1 993 asking him to lead the Officeof Federal Procurement Policy (OFPP) As the head of OFPp hewould be responsible for reforming the governments procurementefforts

Kelman was reluctant to head up OFPp knowing there wasa pretty good chance that despite his best efforts nothing wouldchange but in the end he accepted the job He knew exactly whathe was getting into because three years earlier hed written a bookabout procurement reformThere were lots of problems with procurement Over theyears the government had established many protocols and protectionsto prevent abuses of various kinds There were good intentionsbehind these protections but as they built up layerupon layer they began to cause more harm than the abusestheyd been designed to prevent For instance when makingpurchase decisions procurement officials could not use evidenceof vendors past performance

Kelman knew hed have to make some progress quickly or elsehed be dismissed If an example of successful change couldsomehow be achieved quickly it might be possible to use that toset other changes in motion he wrote later He sought a victorythat would be fast achievable and visible-a small win thatwould work for all of his constituents whether the Defense Departmentor the Health and Human Services Department If hecould get their Elephants moving with an easy mission-the governmentequivalent of the 5-Minute Room Rescue-he thoughthe would be able to keep them moving

One day a conversation with a government employee sparkedan idea The employee told Kelman that when she needed simpleinexpensive items such as a few computer disks the procurementrules made it impossible for her to walk to thecomputer superstore across the str1048958et and buy them She foundthis limitation was infuriatingKelman spotted an opportunity He went to the senior procurementexecutives and issued a challenge I want you to doubleyour agencys use ofgovernment credit cards over the next year (Noticethe precision of the challenge a la the 1 milk campaign By

being specific about the behavioral change Kelman was directinghis constituents Riders) In his vision anytime employees neededsomething small-computer disks or a replacement hard driveor a carton of office paper-they should be able to march acrossthe street armed with their credit cards and purchase what theyneeded on the spot Kelman asked the agencies to make a formalPledge to embrace the idea The agencies were supportive soKelman pushed further Over the next year he organized fourmore pledgesso here they donrsquot need quotation or tender Government may check later whether it complies fair price policy

The second pledge was a biggie Kelman asked the agencies tobreak with the tradition of ignoring past performance He knewthis would be a tough sell so he decided to push for it publiclyonly when he was sure he had at least eight agencies onboard Hehit the phones and his employees and advisers rallied the peoplein their networks Eventually his team had eight agencies signedup but he wasnt finished After we got to nine agencies participationstarted snowballing and soon we could say to the holdoutsAlmost everyone but you is participating (This outcomeforeshadows a point that we make in Chapter 1 0 about behaviorbeing contagious Kelman managed to address all three parts ofthe framework-directing the Rider motivating the Elephantand shaping the Path)

When you engineer early successes what youre really doing isengineering hope Hope is precious to a change effort Its Elephantfuel

Main strategy 2 Motivate the Elephant2c Grow your people(creating sense of

identity amp instill growth mindset)bull Be noted identity may be created it is not always

inherited thing For example creating identity like Iutians are hard working gives a boost to the elephant to do something

bull So this identity to be created in positive way bull Identity may be achieved by birth and or individual

endeavour For example citizen of a country(by birth) is an identity received by birth while lsquoEngineerrsquo identity that is earned through hard study

bull Growth mindset to be instilled by removing limiting belief that things could not be changed by trying The new belief system should be that anything could be learnt and anything is possible

bull Example Brasilatas inventors

The St Lucia Parrot exists only o n the Caribbean island o f StLucia Its gorgeous with a vivid turquoise blue face lime greenwings and a striking red shield on its chest In 1977 only onehundred St Lucia Parrots were left on the island The populationhad been decimated by habitat destruction hunters andpeople who trapped them to use as pets The St Lucia Parrotseemed doomed in the words of one biologist the species couldnot escape oblivion by the year 2000Enter an unlikely savior college student Paul Butler In 1977Butler was finishing his last year of studies at North-East LondonPolytechnic Butlers passion was conservation and hed previouslyspent five weeks completing a field research expedition inSt Lucia where hed studied the parrot and submitted recommendationsfor preserving the species

Pg 149

Weve seen that one way to motivate a switch is to shrink thechange which makes people feel big relative to the challengeBut here were seeing something different Paul Butler didntshrink the change Instead he grew the people He made the StLucians swell with pride over their parrot-a species that existsnowhere else He inspired them to feel more determined moreready more motivated And when you build people up in thisway they dtvelop the strength to act

In essence Butlers goal was to convince St Lucians that theywere the kind of people who protected their own In public eventsButler stressed This parrot is ours Nobody has this but us Weneed to cherish it and look after it He did everything in hispower to make the public more familiar with the bird He hostedSt Lucia Parrot puppet shows distributed T-shirts cajoled a localband to record songs about the bird convinced local hotels toprint up bumper stickers recruited volunteers to dress up in parrotcostumes and visit local schools and asked local ministers tocite relevant Bible verses (for instance verses that instructed believersto be good stewards of the things that were in their trust)

James March a professor of politicalscience at Stanford University March says that when peoplemake choices they tend to rely on one of two basic models ofdecision making the consequences model or the identity modelThe consequences model is familiar to students of economicsIt assumes that when we have a decision to make we weigh thecosts and benefits of our options and make the choice thatmaximizes our satisfaction Its a rational analytical approachThis is the approach that Paul Buder knew would fail withSt Lucians because there simply wasnt a strong costbenefitcase for the parrot

In the identity model of decision making we essentially askourselves three questions when we have a decision to make Whoam l What kind of situation is this What would someone like medo in this situation Notice whats missing any calculation of costsand benefits The identity model explains the way most peoplevote which contradicts our notion of the self-interested voterIt helps to shed light on why an auto mechanic in Oklahomawould vote against a Democrat whod give him health insuranceand why a Silicon Valley millionaire would vote against a Republicanwhod cut her taxes

Generally when we use the word identity were talking aboutan immutable trait of some kind-such as a racial ethic orregional identity But thats a relatively narrow use of the termWere not just born with an identity we adopt identities throughoutour lives We aspire to be good mothers or fathers devoutCatholics or Muslims patriotic citizens and so on

Or consider a professional identity such as being a scientistClearly youre not born a scientist Its an identity you seek outand one that others such as your professors and mentors consciouslycultivate in you As you develop and grow in that identityit becomes an increasingly important part of your self-imageand triggers the kind of decision making that March describes

Its critical to realize that these identity stories arent just specialcase situations confined to scientists or nurses or St LuciansIdentity is going to play a role in nearly every change situationEven yours When you think about the people whose behaviorneeds to change ask yourself whether they would agree with thisstatement I aspire to be the kind of person who would makethis change If their answer is yes thats an enormous factor in your favor If their answer is no then youll have to work hard toshow them that they should aspire to a different self-image Andthats exactly what Paul Butler did in St Lucia He convinced theislands citizens to think This is our bird-if we want to be goodSt Lucians wed better protect it

in a business context consider a firmthat invented an identity that subsequently became the engine ofits success The firm is Brasilata-its a US$ 1 70 million manufacturingfirm in Brazil that produces various kinds of steel cansAs youd imagine the can manufacturing industry is relativelymature-not much growth not much excitement But Brasilatadefies the stereotype of a boring stuck-in-its ways manufacturerIn fact it has one of the best reputations for innovation of anycompany in Latin America

How does a manufacturer of cans become known as an innovatorBrasilatas founders were inspired by the philosophy ofJapanese car manufacturers like Honda and Toyota which empoweredtheir frontline employees to take ownership of theirwork For instance at Toyota any employee who spotted a defectcould stop the assembly line (this would have been unthinkablein Detroit at the time) Toyota and Honda also actively solicited

ideas for innovation from their employees In 1 987 the foundersof Brasilata launched an employee-innovation program modeledon the Japanese forerunnersA new identity was the core of the program Employees ofBrasilata hecame known as inventors and when new employeesjoined the firm they were asked to sign an innovation contractThis wasnt simply feel-good language Top management challengedemployees to be on the lookout for potential innovationsideasfor how to create better products improve productionprocesses and squeeze costs out of the system Procedures developedwithin the factory made it easy for inventors to submit theirideas

The program succeeded beyond any reasonable expectationsIn 2008 employees submitted 1 34846 ideas-an averageof 1452 ideas per inventor This figure puts Brasilata on par withthe Japanese trendsetters that had inspired the programMany of the suggestions led to the development of new productsFor instance in late 2008 Brasilata came up with a new approachfor steel cans designed to carry dangerous or flammableliquids To meet United Nations standards such cans must beable to withstand a drop from 1 2 meters (roughly 4 feet) Traditionallymost manufacturers had reached this standard by thickeningthe metal layers which used up more raw material andrequired new production processes And the reinforced designswerent foolproof-the metal seams were prone to split if a canlanded on an edgeBrasilatas inventors

suggested a new design inspired by carbumpers that collapse on impact Their new steel can deformedslightly on impact reducing stress on the critical seam The newdesign resisted impact better while also reducing the amount ofsteel in the canThe inventors have led Brasilata through emergencies In200 1 a severe energy crisis-the blackout syndrome ndashforced

the government of Brazil to ration energy Businesses received astrict quota of electricity The inventors went to work dreamingup power-saving ideas-hundreds of them Within a few weeksBrasilatas energy consumption was reduced by 35 percent fallingbelow the companys quota and allowing the company to resell itsextra energy

Another unexpected idea was jointly suggested by two employeesEliminate our jobs theyre not necessary anymore The ideawas accepted but the company found a new place for the employeesBrasilata has a no-dismissal policy and also distributes1 5 percent of its net profits to employees Its no surprise thatBrasilata consistently appears on best places to work lists inBrazilLets remember something This inventor identity whichhas fueled business success and employee satisfaction was madeup None of Brasilatas employees were born inventors Theidentity was introduced to them and they liked the sound of itIt seemed to be a mantle worth wearing Being an inventor hasbecome a source of pride and strength

If cultivating an identity sounds daunting take heart A classicstudy in psychology shows that you can start with small steps Inthe 1960s two psychologists from Stanford University JonathanFreedman and Scott Fraser asked a researcher to go door-to-doorin an upscale neighborhood in Palo Alto California

Pg 158

indeed 83 percent of the home ownerspassed on the opportunity ldquo

Two weeks earlier thesame home owners had been approached by a volunteer claimingto represent a different driver-safety organization They wereasked to put a tiny Be a Safe Driver sign-less than half thesize of a postcard-in the window of their car or home The volunteersaid the sign was intended to make citizens more aware ofthe need to drive carefully This seemed such a trivial commitmentthat almost all of the home owners said yes

When the researcherscame back two weeks later and asked the home owners to installthe eyesore billboard 76 percent accepted it

the science of the billboardstudy says something pretty remarkable It shows us that peopleare receptive to developing new identities that identities growfrom small beginnings Once you start seeing yourself as a concernedcitizen youll want to keep acting like one Thats tremendouslygood news for someone leading a change effort It meansfor example that if you can show people why the environment isworth caring about it wont take years for them to think of themselvesas environmentalists It took only a few days for the homeowners to think of themselves as concerned citizens

You need to create the expectationof failure-not the failure of the mission itself but failureen route This notion takes us into a fascinating area of researchthat is likely to change the way you view the world

Main strategy 3 Shape the path3a Tweak the environment

bull TWEAK THE ENVIRONMENT When the situation changes the behavior

bull changes So change the situation [Throwing out the phone system at Rackspace

bull 1-Click ordering simplifying the online time sheet]bull Tweaking the environment is about making the right

behaviors a little bit easier and the wrong behaviors a little bit harder Its that simple

bull ]

Fundamental attribution error ndash we hurrily judge someonesomething from Direct

attributes but forget about situation that may have created those attributes

frequently blind to the power of situations In a famousarticle Stanford psychologist Lee Ross surveyed dozens ofstudies in psychology and noted that people have a systematictendency to ignore the situational forces that shape other peoplesbehavior He called this deep-rooted tendency the FundamentalAttribution Error The error lies in our inclination toattribute peoples behavior to the way they are rather than to thesituation they are in

how a smoother Path can change behavior consider someresearch that studied why college students did (or didnt) donatefood to a canned-food drive for charity The researchers knewsome students would be more charitable and generous thanothers and would be more inclined to donate food Theresearchers wondered Can we alter the situation so that jerks givetoo

Pg 182

Some students received a basicletter announcing the launch of a food drive the following weekand asking them to bring canned food to a booth on TressiderPlaza (a well-known spot on campus) Other students received amore detailed letter which included a map to the precise spot arequest for a can of beans and a suggestion that they think abouta time when theyd ordinarily be near Tressider Plaza so theywouldnt have to go out of their way to get there

Students who received the basic letter were not very generousOnly 8 percent of the saints donated and not a single one ofthe jerks

Students who received the more detailedletter were substantially more charitable 42 percent of thesaints donated and so did 2 5 percent of the jerks

Tweaking the environment is about making the right behaviorsa little bit easier and the wrong behaviors a little bit harder Itsthat simple

3b Build habit

bull When something becomes a habit our rational brain(rider) does not have to exert almost any energy or will power This will power energy is of limited supply and could not work for long stretch of time

bull So if step by step procedure some objective or main task could be turned into a habit it would be easier for human beings to do it

bull BUILD HABITS When behavior is habitual its free-it doesnt tax the Rider

bull Look for ways to encourage habits [Setting action triggers eating two bowls of

bull soup while dieting using checklists

Example or strategy to build habit

bull 21 days repetition method

3b Action trigger

Peter Gollwitzer a psychologist at New York University is thepioneer of work in this area He and colleague Veronika Brandstarterfound that action triggers are quite effective in motivatingaction

By preloading the decisionwe conserve the Riders self-control(it does not have to think about what to do)

In one study they tracked college students who had theoption to earn extra credit in a class by writing a paper about how they spent Christmas Eve But there was a catch To earn the credit they had to submit the paper by December 26 Most studentshad good intentions of writing the paper but only 33 percentof them got around to writing and submitting it Otherstudents in the study were required to set action triggers-tonote in advance exactly when and where they intended to write the report (for example Ill write this report in my dads officeon Christmas morning before everyone gets up) A whopping75 percent of those students wrote the report

3c Rally the herd

bull Social and peer pressure is a very strong force in motivating us to do something

bull So if influential celebrity type people do something the majority follow through Here 8020 rule applies

bull Again if someone could be told that the majority are doing this heshe would like to be the part of the group(here) and comply with Therefore become happy as becoming of a group that fulfills our belonging needs

bull The Elephant constantly looks to the herd for cues about how to behave

bull Other people are getting their work done on time Why wont you

bull RALLY THE HERD Behavior is contagious Help it spread [Fataki in Tanzaniafree spaces in hospitals seeding the tip jar]

By STANDER effect ndash humanbeings take decision after

looking what others doColumbia University students having volunteered for a researchstudy were asked to sit in a room and fill out a surveySome were left alone others were put in rooms with two otherstudents As they filled out their surveys a crisis emergedSmoke began to pour into the room through a wall vent Thesmoke continued to flow in irregular puffs until eventually theroom was filled with haze Of the students sitting in a room bythemselves 75 percent got up and found someone to alert aboutthe smoke But when three students were placed in the roomat the same time only 38 percent of the groups of three ever reportedthe smoke They just sat there inhaling the smoke eachindividuals inaction signaling to the other two people in theroom that this smoke cloud isnt such a big deal

In a similar study individuals or pairs who were completinga survey heard what sounded like a woman falling down loudlyon the other side of a room divider Of the lone bystanders 70percent went to help her but only 40 percent of the pairs helpedEven when the pairs helped they acted more slowly than the individuals

Why do groups fail to respond as well as individualsIn ambiguous situations-smoke pouring into a room theapparent sound of a fall-people look to others for cues abouthow to interpret the event If you see a man suddenly collapse atthe mall your brain races through possible interpretations Its aheart attack Or wait maybe he tripped and fell down Or whatif hes playing a gag on someone Youre reluctant to rush overimmediately because if he simply tripped your alarm-bell behaviorwill leave you both embarrassedIf youre the only person around to react youll probably makeyour best guess-heart attack-and rush over But if theres acrowd youve got two stimuli to process the collapse itself andthe crowds reaction to the collapse You might pause briefly tostudy the crowd Are other people acting like hes had a heart attackYou stand there idling ready to spring into action at thefirst sign of crisis But as you wait other people are looking backat you and when they see you idling your behavior becomes datafor their theory that its not an emergency And thats why threepeople can sit in a room filling with smoke and not make a peep

a group of socialpsychologists persuaded a hotel manager to test out a newsign in the hotel bathrooms The sign didnt mention the environmentat alIi it simply said that the the majority of guests atthe hotel reuse their towels at least once during their stay Itworked-guests who got this sign were 26 percent more likely toreuse their towels They took cues from the herdNote the downside though If the sign had said About 8of our guests decide to reuse their towels new guests would havebeen less likely to reuse theirs

SummaryHOW TO MAKE A SWITCHFor things to change somebody somewhere has to start actingdifferently Maybe its you maybe its your teamPicture that person (or people)Each has an emotional Elephant side and a rational Rider sideYouve got to reach both And youve also got to clear the wayfor them to succeed In short you must do three things

DIRECT the RiderFOLLOW THE BRIGHT SPOTS Investigate whats working and clone it [Jerrysternin in Vietnam solutions-focused therapy]SCRIPT THE CRITICAL MOVES Dont think big picture think in terms of specificbehaviors [1 milk four rules at the Brazilian railroad]POINT TO THE DESTINATION Change is easier when you know where youregoing and why its worth it [You ll be third graders soon No dry holes at BP]

MOTIVATE the ElephantFIND THE FEELING Knowing something isn t enough to cause change Makepeople feel something [Piling gloves on the table the chemotherapy video gameRobyn Waterss demos at Target]SHRINK THE CHANGE Break down the change until it no longer spooks the Elephant[The 5-Minute Room Rescue procurement reform]GROW YOUR PEOPLE Cultivate a sense of identity and instill the growth mindset[Brasilatas inventors junior-high math kids turnaround]

SHAPE the PathTWEAK THE ENVIRONMENT When the situation changes the behaviorchanges So change the situation [Throwing out the phone system at Rackspace1-Click ordering simplifying the online time sheet]BUILD HABITS When behavior is habitual its free-it doesnt tax the RiderLook for ways to encourage habits [Setting action triggers eating two bowls ofsoup while dieting using checklists]RALLY THE HERD Behavior is contagious Help it spread [Fataki in Tanzaniafree spaces in hospitals seeding the tip jar]

Summary Direct the Rider(Head rational thinker)

Heres the good news The Riders strengths are substantialand his flaws can be mitigated When you appeal to the Rider insideyourself or inside others you are trying to influence yourgame plan should be simpleFirst follow the bright spots Think of the Vietnamese childrenwho stayed well nourished against the odds or the Genentechsales reps who racked up sales against the odds AB you analyzeyour situation youre sure to find some things that are workingbetter than others Dont obsess about the failures Instead investigateand clone the successesNext give direction to the Rider-both a start and a finishSend him a destination postcard (Youll be a third grader soon)and script his critical moves (Buy 1 milk) When you do these things youll prepare the Rider to lead aswitch And youll arm him for the ongoing struggles with hisreluctant and formidable partner the Elephant

Summary Motivate the Elephant(Lazy pleasure loving self)

In times of change we need to remind ourselves and others againand again of certain basic truths Our brains and our abilities arelike muscles They can be strengthened with practice Were notborn skateboarders or scientists or nurses we must learn how toskateboard do science or care for sick people And our inspirationto change ourselves comes from our desire to live up to thoseidentitiesIn the story of Molly Howard we see that amazing things canhappen when you combine the aspiration of a new identity withthe persistence of the growth mindset Thats how you grow yourpeople

Over the past few chapters weve seen that the centralchallenge of change is keeping the Elephant moving forwardWhereas the Rider needs direction the Elephant needs motivationAnd weve seen that motivation comes from feelingknowledgeisnt enough to motivate change But motivation alsocomes from confidence The Elephant has to believe that its capableof conquering the change And there are two routes tobuilding peoples confidence so that they feel big relative totheir challenge You can shrink the change or grow your people(or preferably both)

Summary Shaping the pathOur picture of change is still incomplete though because itsclear that in some situations even a reluctant Elephant and a confusedRider will manage to change their behavior For instanceconsider the fact that even a lost angry driver who is hopelesslylate for an appointment will stop dutifully for a red lightThats why to make changes stick weve got to think aboutshaping the Path

First you need to tweak theenvironment to provide a free space for discussion At Alpha therotational teams had a private place to meet and that created afree space where the new identity could grow Do your own reformershave a private place where they can meet and coordinate

Second you should build good habits Recall the idea of actiontriggers-visualizing when and where you are going to dosomething important The interns at Alpha were essentially settingaction triggers They thought about what they would sayand how they would act when 9 pm came and the signoutprocess was triggered They mentally rehearsed how they wouldrespond if an argument flared up with the night resident Havemembers of your team rehearsed how theyll react when theymeet resistance from your organizations old guard

Finally you should rally the herd At Alpha the leaders helpedthe reformers find one another and the reformers began to createa language-as we saw in the examples of the designateddriver and Fataki-that allowed them to talk about their valueswith others As a leader you can help prod them to create this languageto find ways to articulate what is different and better aboutthe change you seek

We started the Path section by discussing the Fundamental AttributionError-the tendency to attribute behavior to peoplescharacter rather than to their environments Look again at theteaching-hospital example At Alpha 42 percent of superiors supportedthe change at Beta 66 percent supported it Almost all ofus would have put our money on Beta Not many of us whenconfronted with that data would have immediately thought Yesbut what about the situational forces

At the two hospitals individual character competed with situationalforces and situational forces won This brings us backfull circle to the food drive study where a jerk with clear instructionswas more charitable than a saint with generic instructionsThe line between saints and jerks wasnt as clear as we mighthave thought Neither was the line between supporters and resistersof hospital reformIf the right Path can turn a jerk into a saint then the rightPath can also turn a change enemy into an ally

ReferenceReference book HOW TO CHANGE THINGS WHEN CH ANGE IS HARD

By CHIP HEATH (a professor at the GraduateSchool of Business at Stanford University) and DAN HEATH(a senior fellow at Duke Universitys Centerfor the Advancement of Social Entrepreneurship(CASE))

• Change Management
• Reference
• Slide 3
• Rider
• Elephant
• Main strategy 1 Direct the Rider 1a Follow the brightspot
• Details of Vietnam example
• Slide 8
• Slide 9
• Main strategy 1 Direct the Rider 1b Script the critical move
• Slide 11
• Slide 12
• Main strategy 1 Direct the Rider 1c POINT TO THE DESTINATION
• Main strategy 2 Motivate the Elephant 2a Find the Feeling
• Slide 15
• Slide 16
• Slide 17
• Slide 18
• Slide 19
• Slide 20
• Slide 21
• Slide 22
• Slide 23
• Main strategy 2 Motivate the Elephant 2b Shrink the Change
• Slide 25
• Slide 26
• Slide 27
• Slide 28
• Slide 29
• Slide 30
• Slide 31
• Slide 32
• Slide 33
• Slide 34
• Slide 35
• Slide 36
• Slide 37
• Slide 38
• Slide 39
• Slide 40
• Main strategy 2 Motivate the Elephant 2c Grow your people(creating sense of identity amp instill growth mindset)
• Slide 42
• Slide 43
• Slide 44
• Slide 45
• Slide 46
• Slide 47
• Slide 48
• Slide 49
• Slide 50
• Slide 51
• Slide 52
• Slide 53
• Slide 54
• Slide 55
• Main strategy 3 Shape the path 3a Tweak the environment
• Fundamental attribution error ndash we hurrily judge someonesomething from Direct attributes but forget about situation that may have created those attributes
• Slide 58
• Slide 59
• 3b Build habit
• Slide 61
• Example or strategy to build habit
• 3b Action trigger
• Slide 64
• 3c Rally the herd
• Slide 66
• By STANDER effect ndash humanbeings take decision after looking what others do
• Slide 68
• Slide 69
• Slide 70
• Summary
• Slide 72
• Slide 73
• Summary Direct the Rider(Head rational thinker)
• Summary Motivate the Elephant(Lazy pleasure loving self)
• Slide 76
• Summary Shaping the path
• Slide 78
• Slide 79
• Slide 80
• Slide 81

Most of us would not have tried what Stegnerdid It would have been so easy so natural to make a presentationthat spoke only to the Rider Think of the possibilities thespreadsheets the savings data the cost-cutting protocols the recommendationsfor supplier consolidation the exquisite logic forcentral purchasing You could have created a 12-tabbed MicrosoftExcel spreadsheet that would have made a tax accountant weepwith joy But instead of doing any of that Stegner dumped abunch of gloves on a table and invited his bosses to see themIf there is such a thing as white-collar courage surely this was an instance

Stegner knew that if things were going to change he had toget his colleagues Elephants on his side If he had made an analyticalappeal he probably would have gotten some supportivenods and the execs might have requested a follow-up meetingsix weeks later (and then rescheduled it) The analytical case wascompelling-by itself it might have convinced Stegners colleaguesthat overhauling the purchasing system would be an importantthing to do next yearRemember that if you reach your colleagues Riders but nottheir Elephants they will have direction without motivationMaybe their Riders will drag the Elephant down the road for awhile but as weve seen that effort cant last longOnce you break through to feeling though things changeStegner delivered a jolt to his colleagues First they thought tothemselves were crazy Then they thought we can fix this Everyonecould think of a few things to try to fix the glove problemandby extension the ordering process as a whole That got theirElephants fired up to move

bull Kotter and Cohen observed that in almost all successful change efforts the sequence of change is not ANALYZETHINK-CHANGE but rather SEE-FEEL-CHANGE

Most of us would create a businesscase for the power of design Wed compile a PowerPoint presentationwith charts and graphs and strategically selected quotesfrom the chairman whod embraced the design-forward vision

When we finished our presentation everyone in the room wouldunderstand what we meant They might even agree But wouldthey change their behavior Kotters research suggests no

Main strategy 2 Motivate the Elephant

2b Shrink the Changebull If the task appears very big elephant does not want to

do it So if the elephant is tricked to do only a portion of the task or for a small time eventually the whole task to be done It is always harder to start

bull Our human emotional sides require instant gratification and sense of achieving(winning) So accomplishing subtask that is relatively easier and less time consuming provides this psychological boost

bull Example So the change may first applied to a village than to the whole country

bull Example Instead of 60 minutes students may be asked to study for 5 minutes

A local car wash ran a promotion featuring loyalty cards Everytime customers bought a car wash they got a stamp on theircards and when they filled up their cards with eight stamps theygot a free washAnother set of customers at the same car wash got a slightlydifferent loyalty card They needed to collect ten stamps (ratherthan eight) to get a free car wash-but they were given a headstart When they received their cards two stamps had alreadybeen addedThe goal was the same for both sets of customers Buy eightadditional car washes get a reward But the psychology was differentIn one case youre 20 percent of the way toward a goaland in the other case youre starting from scratch A few monthslater only 1 9 percent of the eight-stamp customers had earned afree wash versus 34 percent of the head-start group (And thehead-start group earned the free wash faster)

People find it more motivating to be partly finished with alonger journey than to be at the starting gate of a shorter oneThats why the conventional wisdom in development circles isthat you dont publicly announce a fund-raising campaign for acharity until youve already got 50 percent of the money in thebag (After all who wants to give the first $ 1 00 to a $ 1 millionfund-raising campaign)One way to motivate action then is to make people feel asthough theyre already closer to the finish line than they might have thought

That sense of progress is critical because the Elephant in usis easily demoralized Its easily spooked easily derailed and forthat reason it needs reassurance even for the very first step ofthe journeyIf youre leading a change effort you better start looking forthose first two stamps to put on your teams cards Rather thanfocusing solely on whats new and different about the change tocome make an effort to remind people whats already been conquered

A business cliche commands us to raise the bar But thatsexactly the wrong instinct if you want to motivate a reluctant ElephantYou need to lower the bar Picture taking a high-jump barand lowering it so far that it can be stepped overIf you want a reluctant Elephant to get moving you need toshrink the change

a clever self-help technique calledthe 5-Minute Room Rescue proposed by Marla Cilley a homeorganizingguru who calls herself the Fly Lady (think of zoomingthrough your housecleaning with wings) Heres what you doGet a kitchen timer and set it for 5 minutes Then go to the worstroom in your house-the one youd never let a guest see-andas the timer ticks down start clearing a path and when the timerbuzzes you can stop with a clear conscience

This is an Elephant trick The Elephant hates doing things with no immediate payoff

To get the Elephant off its duff you need to reassureit that the task wont be so bad Look its just 5 minutesHow bad can it be

What good is a 5-minute session of cleaning Not much Itgets you moving though and thats the hardest part Starting anunpleasant task is always worse than continuing it So once youstart cleaning house chances are you wont stop at 5 minutesYoull be surprised at how fast things turn around Youll start totake pride in your accomplishments-starting with the cleansink then the clean bathroom then the clean downstairs areaandthat pride and confidence will build on itself A virtuous circleBut you couldnt have enjoyed the virtuous circle without first shrinking the change

In his book TheTotal Money Makeover Ramsey

One of Ramseys best-known and most controversial debtfightingtechniques is the Debt Snowball When the Farrarsfound themselves with over $ 1 00000 in debt (not includingtheir mortgage) they started working on the Debt SnowballThe first step was to list all their debts-everything from creditcards to overdue electric bills to student loans-and then arrangethem in order from smallest to largest Next their instructionswere to make only the minimum payments on every debt withone exception

After the minimum payments were made everyavailable dollar would be put toward the first debt on the list Becausethe first debt was the smallest one it could be paid off relativelyquickly and the Farrars could cross it off the list and thendirect every available dollar to paying off the second debt thenthe third then the fourth As they crossed off each debt theywere able to eliminate a minimum payment which gave themmore cash to attack the next debt Thats why the strategy iscalled a Debt Snowball With each debt that is conquered the snowball of money applied to the next debt grows and rolls a little faster

Notice whats missing here any mention of interest rates Ifthe Farrars smallest debt was a past-due utility bill with no in

terest charges whatsoever Ramsey still advised them to pay it offbefore tackling any of their credit card bills which might have interestrates of 20 percent or aboveThis advice makes the average financial adviser cringe Afterall simple math tells us that were financially better-off if we paydown high-interest debt first

Ramsey writes --Being a certified nerd I always used to start with makingthe math work I have learned that the math doesneed to work but sometimes motivation is more importantthan math This is one of those times Faceit if you go on a diet and lose weight the first week youwill stay on that diet If you go on a diet and gain weightor go six weeks with no visible progress you will quitWhen training salespeople I try to get them a sale ortwo quickly because that fires them up When you startthe Debt Snowball and in the first few days pay off acouple oflittle debts trust me it lights your fire I dontcare if you have a masters degree in psychology youneed quick wins to get fired up And getting fired up issuper-important

Most financial advisers recommend that their clients paydown high-interest debt first in order to optimize the impact oftheir money But Ramseys not trying to solve an optimizationproblem hes trying to solve an Elephant problem The reasonpeople get themselves into financial trouble he knows is thatthey lose control They begin to feel powerless in the face of amountain of debt And you cant combat powerlessness withmath You combat it by proving to people that they can win Ifyou pay $ 1 8 5 toward a $20000 debt on a high-interest creditcard youre still going to feel hopeless But if you completely payoff a $ 1 8 5 overdue utility bill you can cross it off yo r list Youvewon a victory over debtRamsey is using the same strategy as the Fly Lady with her5-Minute Room Rescue-if people are facing a daunting taskand their instinct is to avoid it youve got to break down the taskShrink the change Make the change small enough that they canthelp but score a victory Once people clean a single room or payoff a single debt their dread starts to dissipate and their progressbegins to snowballC

One way to shrink change then is to limit the investment youreasking for-only 5 minutes of housecleaning only one smalldebt Another way to shrink change is to think of small winsmilestonesthat are within reach (Our dad Fred Heath whoworked over thirty years for IBM would tell his teams that whenmilestones seemed too distant they should look for inch pebblesNice one Dad)

Kelman a professor of public management at Harvard UniversitysKennedy School of Government got a call from theClinton administration in 1 993 asking him to lead the Officeof Federal Procurement Policy (OFPP) As the head of OFPp hewould be responsible for reforming the governments procurementefforts

Kelman was reluctant to head up OFPp knowing there wasa pretty good chance that despite his best efforts nothing wouldchange but in the end he accepted the job He knew exactly whathe was getting into because three years earlier hed written a bookabout procurement reformThere were lots of problems with procurement Over theyears the government had established many protocols and protectionsto prevent abuses of various kinds There were good intentionsbehind these protections but as they built up layerupon layer they began to cause more harm than the abusestheyd been designed to prevent For instance when makingpurchase decisions procurement officials could not use evidenceof vendors past performance

Kelman knew hed have to make some progress quickly or elsehed be dismissed If an example of successful change couldsomehow be achieved quickly it might be possible to use that toset other changes in motion he wrote later He sought a victorythat would be fast achievable and visible-a small win thatwould work for all of his constituents whether the Defense Departmentor the Health and Human Services Department If hecould get their Elephants moving with an easy mission-the governmentequivalent of the 5-Minute Room Rescue-he thoughthe would be able to keep them moving

One day a conversation with a government employee sparkedan idea The employee told Kelman that when she needed simpleinexpensive items such as a few computer disks the procurementrules made it impossible for her to walk to thecomputer superstore across the str1048958et and buy them She foundthis limitation was infuriatingKelman spotted an opportunity He went to the senior procurementexecutives and issued a challenge I want you to doubleyour agencys use ofgovernment credit cards over the next year (Noticethe precision of the challenge a la the 1 milk campaign By

being specific about the behavioral change Kelman was directinghis constituents Riders) In his vision anytime employees neededsomething small-computer disks or a replacement hard driveor a carton of office paper-they should be able to march acrossthe street armed with their credit cards and purchase what theyneeded on the spot Kelman asked the agencies to make a formalPledge to embrace the idea The agencies were supportive soKelman pushed further Over the next year he organized fourmore pledgesso here they donrsquot need quotation or tender Government may check later whether it complies fair price policy

The second pledge was a biggie Kelman asked the agencies tobreak with the tradition of ignoring past performance He knewthis would be a tough sell so he decided to push for it publiclyonly when he was sure he had at least eight agencies onboard Hehit the phones and his employees and advisers rallied the peoplein their networks Eventually his team had eight agencies signedup but he wasnt finished After we got to nine agencies participationstarted snowballing and soon we could say to the holdoutsAlmost everyone but you is participating (This outcomeforeshadows a point that we make in Chapter 1 0 about behaviorbeing contagious Kelman managed to address all three parts ofthe framework-directing the Rider motivating the Elephantand shaping the Path)

When you engineer early successes what youre really doing isengineering hope Hope is precious to a change effort Its Elephantfuel

Main strategy 2 Motivate the Elephant2c Grow your people(creating sense of

identity amp instill growth mindset)bull Be noted identity may be created it is not always

inherited thing For example creating identity like Iutians are hard working gives a boost to the elephant to do something

bull So this identity to be created in positive way bull Identity may be achieved by birth and or individual

endeavour For example citizen of a country(by birth) is an identity received by birth while lsquoEngineerrsquo identity that is earned through hard study

bull Growth mindset to be instilled by removing limiting belief that things could not be changed by trying The new belief system should be that anything could be learnt and anything is possible

bull Example Brasilatas inventors

The St Lucia Parrot exists only o n the Caribbean island o f StLucia Its gorgeous with a vivid turquoise blue face lime greenwings and a striking red shield on its chest In 1977 only onehundred St Lucia Parrots were left on the island The populationhad been decimated by habitat destruction hunters andpeople who trapped them to use as pets The St Lucia Parrotseemed doomed in the words of one biologist the species couldnot escape oblivion by the year 2000Enter an unlikely savior college student Paul Butler In 1977Butler was finishing his last year of studies at North-East LondonPolytechnic Butlers passion was conservation and hed previouslyspent five weeks completing a field research expedition inSt Lucia where hed studied the parrot and submitted recommendationsfor preserving the species

Pg 149

Weve seen that one way to motivate a switch is to shrink thechange which makes people feel big relative to the challengeBut here were seeing something different Paul Butler didntshrink the change Instead he grew the people He made the StLucians swell with pride over their parrot-a species that existsnowhere else He inspired them to feel more determined moreready more motivated And when you build people up in thisway they dtvelop the strength to act

In essence Butlers goal was to convince St Lucians that theywere the kind of people who protected their own In public eventsButler stressed This parrot is ours Nobody has this but us Weneed to cherish it and look after it He did everything in hispower to make the public more familiar with the bird He hostedSt Lucia Parrot puppet shows distributed T-shirts cajoled a localband to record songs about the bird convinced local hotels toprint up bumper stickers recruited volunteers to dress up in parrotcostumes and visit local schools and asked local ministers tocite relevant Bible verses (for instance verses that instructed believersto be good stewards of the things that were in their trust)

James March a professor of politicalscience at Stanford University March says that when peoplemake choices they tend to rely on one of two basic models ofdecision making the consequences model or the identity modelThe consequences model is familiar to students of economicsIt assumes that when we have a decision to make we weigh thecosts and benefits of our options and make the choice thatmaximizes our satisfaction Its a rational analytical approachThis is the approach that Paul Buder knew would fail withSt Lucians because there simply wasnt a strong costbenefitcase for the parrot

In the identity model of decision making we essentially askourselves three questions when we have a decision to make Whoam l What kind of situation is this What would someone like medo in this situation Notice whats missing any calculation of costsand benefits The identity model explains the way most peoplevote which contradicts our notion of the self-interested voterIt helps to shed light on why an auto mechanic in Oklahomawould vote against a Democrat whod give him health insuranceand why a Silicon Valley millionaire would vote against a Republicanwhod cut her taxes

Generally when we use the word identity were talking aboutan immutable trait of some kind-such as a racial ethic orregional identity But thats a relatively narrow use of the termWere not just born with an identity we adopt identities throughoutour lives We aspire to be good mothers or fathers devoutCatholics or Muslims patriotic citizens and so on

Or consider a professional identity such as being a scientistClearly youre not born a scientist Its an identity you seek outand one that others such as your professors and mentors consciouslycultivate in you As you develop and grow in that identityit becomes an increasingly important part of your self-imageand triggers the kind of decision making that March describes

Its critical to realize that these identity stories arent just specialcase situations confined to scientists or nurses or St LuciansIdentity is going to play a role in nearly every change situationEven yours When you think about the people whose behaviorneeds to change ask yourself whether they would agree with thisstatement I aspire to be the kind of person who would makethis change If their answer is yes thats an enormous factor in your favor If their answer is no then youll have to work hard toshow them that they should aspire to a different self-image Andthats exactly what Paul Butler did in St Lucia He convinced theislands citizens to think This is our bird-if we want to be goodSt Lucians wed better protect it

in a business context consider a firmthat invented an identity that subsequently became the engine ofits success The firm is Brasilata-its a US$ 1 70 million manufacturingfirm in Brazil that produces various kinds of steel cansAs youd imagine the can manufacturing industry is relativelymature-not much growth not much excitement But Brasilatadefies the stereotype of a boring stuck-in-its ways manufacturerIn fact it has one of the best reputations for innovation of anycompany in Latin America

How does a manufacturer of cans become known as an innovatorBrasilatas founders were inspired by the philosophy ofJapanese car manufacturers like Honda and Toyota which empoweredtheir frontline employees to take ownership of theirwork For instance at Toyota any employee who spotted a defectcould stop the assembly line (this would have been unthinkablein Detroit at the time) Toyota and Honda also actively solicited

ideas for innovation from their employees In 1 987 the foundersof Brasilata launched an employee-innovation program modeledon the Japanese forerunnersA new identity was the core of the program Employees ofBrasilata hecame known as inventors and when new employeesjoined the firm they were asked to sign an innovation contractThis wasnt simply feel-good language Top management challengedemployees to be on the lookout for potential innovationsideasfor how to create better products improve productionprocesses and squeeze costs out of the system Procedures developedwithin the factory made it easy for inventors to submit theirideas

The program succeeded beyond any reasonable expectationsIn 2008 employees submitted 1 34846 ideas-an averageof 1452 ideas per inventor This figure puts Brasilata on par withthe Japanese trendsetters that had inspired the programMany of the suggestions led to the development of new productsFor instance in late 2008 Brasilata came up with a new approachfor steel cans designed to carry dangerous or flammableliquids To meet United Nations standards such cans must beable to withstand a drop from 1 2 meters (roughly 4 feet) Traditionallymost manufacturers had reached this standard by thickeningthe metal layers which used up more raw material andrequired new production processes And the reinforced designswerent foolproof-the metal seams were prone to split if a canlanded on an edgeBrasilatas inventors

suggested a new design inspired by carbumpers that collapse on impact Their new steel can deformedslightly on impact reducing stress on the critical seam The newdesign resisted impact better while also reducing the amount ofsteel in the canThe inventors have led Brasilata through emergencies In200 1 a severe energy crisis-the blackout syndrome ndashforced

the government of Brazil to ration energy Businesses received astrict quota of electricity The inventors went to work dreamingup power-saving ideas-hundreds of them Within a few weeksBrasilatas energy consumption was reduced by 35 percent fallingbelow the companys quota and allowing the company to resell itsextra energy

Another unexpected idea was jointly suggested by two employeesEliminate our jobs theyre not necessary anymore The ideawas accepted but the company found a new place for the employeesBrasilata has a no-dismissal policy and also distributes1 5 percent of its net profits to employees Its no surprise thatBrasilata consistently appears on best places to work lists inBrazilLets remember something This inventor identity whichhas fueled business success and employee satisfaction was madeup None of Brasilatas employees were born inventors Theidentity was introduced to them and they liked the sound of itIt seemed to be a mantle worth wearing Being an inventor hasbecome a source of pride and strength

If cultivating an identity sounds daunting take heart A classicstudy in psychology shows that you can start with small steps Inthe 1960s two psychologists from Stanford University JonathanFreedman and Scott Fraser asked a researcher to go door-to-doorin an upscale neighborhood in Palo Alto California

Pg 158

indeed 83 percent of the home ownerspassed on the opportunity ldquo

Two weeks earlier thesame home owners had been approached by a volunteer claimingto represent a different driver-safety organization They wereasked to put a tiny Be a Safe Driver sign-less than half thesize of a postcard-in the window of their car or home The volunteersaid the sign was intended to make citizens more aware ofthe need to drive carefully This seemed such a trivial commitmentthat almost all of the home owners said yes

When the researcherscame back two weeks later and asked the home owners to installthe eyesore billboard 76 percent accepted it

the science of the billboardstudy says something pretty remarkable It shows us that peopleare receptive to developing new identities that identities growfrom small beginnings Once you start seeing yourself as a concernedcitizen youll want to keep acting like one Thats tremendouslygood news for someone leading a change effort It meansfor example that if you can show people why the environment isworth caring about it wont take years for them to think of themselvesas environmentalists It took only a few days for the homeowners to think of themselves as concerned citizens

You need to create the expectationof failure-not the failure of the mission itself but failureen route This notion takes us into a fascinating area of researchthat is likely to change the way you view the world

Main strategy 3 Shape the path3a Tweak the environment

bull TWEAK THE ENVIRONMENT When the situation changes the behavior

bull changes So change the situation [Throwing out the phone system at Rackspace

bull 1-Click ordering simplifying the online time sheet]bull Tweaking the environment is about making the right

behaviors a little bit easier and the wrong behaviors a little bit harder Its that simple

bull ]

Fundamental attribution error ndash we hurrily judge someonesomething from Direct

attributes but forget about situation that may have created those attributes

frequently blind to the power of situations In a famousarticle Stanford psychologist Lee Ross surveyed dozens ofstudies in psychology and noted that people have a systematictendency to ignore the situational forces that shape other peoplesbehavior He called this deep-rooted tendency the FundamentalAttribution Error The error lies in our inclination toattribute peoples behavior to the way they are rather than to thesituation they are in

how a smoother Path can change behavior consider someresearch that studied why college students did (or didnt) donatefood to a canned-food drive for charity The researchers knewsome students would be more charitable and generous thanothers and would be more inclined to donate food Theresearchers wondered Can we alter the situation so that jerks givetoo

Pg 182

Some students received a basicletter announcing the launch of a food drive the following weekand asking them to bring canned food to a booth on TressiderPlaza (a well-known spot on campus) Other students received amore detailed letter which included a map to the precise spot arequest for a can of beans and a suggestion that they think abouta time when theyd ordinarily be near Tressider Plaza so theywouldnt have to go out of their way to get there

Students who received the basic letter were not very generousOnly 8 percent of the saints donated and not a single one ofthe jerks

Students who received the more detailedletter were substantially more charitable 42 percent of thesaints donated and so did 2 5 percent of the jerks

Tweaking the environment is about making the right behaviorsa little bit easier and the wrong behaviors a little bit harder Itsthat simple

3b Build habit

bull When something becomes a habit our rational brain(rider) does not have to exert almost any energy or will power This will power energy is of limited supply and could not work for long stretch of time

bull So if step by step procedure some objective or main task could be turned into a habit it would be easier for human beings to do it

bull BUILD HABITS When behavior is habitual its free-it doesnt tax the Rider

bull Look for ways to encourage habits [Setting action triggers eating two bowls of

bull soup while dieting using checklists

Example or strategy to build habit

bull 21 days repetition method

3b Action trigger

Peter Gollwitzer a psychologist at New York University is thepioneer of work in this area He and colleague Veronika Brandstarterfound that action triggers are quite effective in motivatingaction

By preloading the decisionwe conserve the Riders self-control(it does not have to think about what to do)

In one study they tracked college students who had theoption to earn extra credit in a class by writing a paper about how they spent Christmas Eve But there was a catch To earn the credit they had to submit the paper by December 26 Most studentshad good intentions of writing the paper but only 33 percentof them got around to writing and submitting it Otherstudents in the study were required to set action triggers-tonote in advance exactly when and where they intended to write the report (for example Ill write this report in my dads officeon Christmas morning before everyone gets up) A whopping75 percent of those students wrote the report

3c Rally the herd

bull Social and peer pressure is a very strong force in motivating us to do something

bull So if influential celebrity type people do something the majority follow through Here 8020 rule applies

bull Again if someone could be told that the majority are doing this heshe would like to be the part of the group(here) and comply with Therefore become happy as becoming of a group that fulfills our belonging needs

bull The Elephant constantly looks to the herd for cues about how to behave

bull Other people are getting their work done on time Why wont you

bull RALLY THE HERD Behavior is contagious Help it spread [Fataki in Tanzaniafree spaces in hospitals seeding the tip jar]

By STANDER effect ndash humanbeings take decision after

looking what others doColumbia University students having volunteered for a researchstudy were asked to sit in a room and fill out a surveySome were left alone others were put in rooms with two otherstudents As they filled out their surveys a crisis emergedSmoke began to pour into the room through a wall vent Thesmoke continued to flow in irregular puffs until eventually theroom was filled with haze Of the students sitting in a room bythemselves 75 percent got up and found someone to alert aboutthe smoke But when three students were placed in the roomat the same time only 38 percent of the groups of three ever reportedthe smoke They just sat there inhaling the smoke eachindividuals inaction signaling to the other two people in theroom that this smoke cloud isnt such a big deal

In a similar study individuals or pairs who were completinga survey heard what sounded like a woman falling down loudlyon the other side of a room divider Of the lone bystanders 70percent went to help her but only 40 percent of the pairs helpedEven when the pairs helped they acted more slowly than the individuals

Why do groups fail to respond as well as individualsIn ambiguous situations-smoke pouring into a room theapparent sound of a fall-people look to others for cues abouthow to interpret the event If you see a man suddenly collapse atthe mall your brain races through possible interpretations Its aheart attack Or wait maybe he tripped and fell down Or whatif hes playing a gag on someone Youre reluctant to rush overimmediately because if he simply tripped your alarm-bell behaviorwill leave you both embarrassedIf youre the only person around to react youll probably makeyour best guess-heart attack-and rush over But if theres acrowd youve got two stimuli to process the collapse itself andthe crowds reaction to the collapse You might pause briefly tostudy the crowd Are other people acting like hes had a heart attackYou stand there idling ready to spring into action at thefirst sign of crisis But as you wait other people are looking backat you and when they see you idling your behavior becomes datafor their theory that its not an emergency And thats why threepeople can sit in a room filling with smoke and not make a peep

a group of socialpsychologists persuaded a hotel manager to test out a newsign in the hotel bathrooms The sign didnt mention the environmentat alIi it simply said that the the majority of guests atthe hotel reuse their towels at least once during their stay Itworked-guests who got this sign were 26 percent more likely toreuse their towels They took cues from the herdNote the downside though If the sign had said About 8of our guests decide to reuse their towels new guests would havebeen less likely to reuse theirs

SummaryHOW TO MAKE A SWITCHFor things to change somebody somewhere has to start actingdifferently Maybe its you maybe its your teamPicture that person (or people)Each has an emotional Elephant side and a rational Rider sideYouve got to reach both And youve also got to clear the wayfor them to succeed In short you must do three things

DIRECT the RiderFOLLOW THE BRIGHT SPOTS Investigate whats working and clone it [Jerrysternin in Vietnam solutions-focused therapy]SCRIPT THE CRITICAL MOVES Dont think big picture think in terms of specificbehaviors [1 milk four rules at the Brazilian railroad]POINT TO THE DESTINATION Change is easier when you know where youregoing and why its worth it [You ll be third graders soon No dry holes at BP]

MOTIVATE the ElephantFIND THE FEELING Knowing something isn t enough to cause change Makepeople feel something [Piling gloves on the table the chemotherapy video gameRobyn Waterss demos at Target]SHRINK THE CHANGE Break down the change until it no longer spooks the Elephant[The 5-Minute Room Rescue procurement reform]GROW YOUR PEOPLE Cultivate a sense of identity and instill the growth mindset[Brasilatas inventors junior-high math kids turnaround]

SHAPE the PathTWEAK THE ENVIRONMENT When the situation changes the behaviorchanges So change the situation [Throwing out the phone system at Rackspace1-Click ordering simplifying the online time sheet]BUILD HABITS When behavior is habitual its free-it doesnt tax the RiderLook for ways to encourage habits [Setting action triggers eating two bowls ofsoup while dieting using checklists]RALLY THE HERD Behavior is contagious Help it spread [Fataki in Tanzaniafree spaces in hospitals seeding the tip jar]

Summary Direct the Rider(Head rational thinker)

Heres the good news The Riders strengths are substantialand his flaws can be mitigated When you appeal to the Rider insideyourself or inside others you are trying to influence yourgame plan should be simpleFirst follow the bright spots Think of the Vietnamese childrenwho stayed well nourished against the odds or the Genentechsales reps who racked up sales against the odds AB you analyzeyour situation youre sure to find some things that are workingbetter than others Dont obsess about the failures Instead investigateand clone the successesNext give direction to the Rider-both a start and a finishSend him a destination postcard (Youll be a third grader soon)and script his critical moves (Buy 1 milk) When you do these things youll prepare the Rider to lead aswitch And youll arm him for the ongoing struggles with hisreluctant and formidable partner the Elephant

Summary Motivate the Elephant(Lazy pleasure loving self)

In times of change we need to remind ourselves and others againand again of certain basic truths Our brains and our abilities arelike muscles They can be strengthened with practice Were notborn skateboarders or scientists or nurses we must learn how toskateboard do science or care for sick people And our inspirationto change ourselves comes from our desire to live up to thoseidentitiesIn the story of Molly Howard we see that amazing things canhappen when you combine the aspiration of a new identity withthe persistence of the growth mindset Thats how you grow yourpeople

Over the past few chapters weve seen that the centralchallenge of change is keeping the Elephant moving forwardWhereas the Rider needs direction the Elephant needs motivationAnd weve seen that motivation comes from feelingknowledgeisnt enough to motivate change But motivation alsocomes from confidence The Elephant has to believe that its capableof conquering the change And there are two routes tobuilding peoples confidence so that they feel big relative totheir challenge You can shrink the change or grow your people(or preferably both)

Summary Shaping the pathOur picture of change is still incomplete though because itsclear that in some situations even a reluctant Elephant and a confusedRider will manage to change their behavior For instanceconsider the fact that even a lost angry driver who is hopelesslylate for an appointment will stop dutifully for a red lightThats why to make changes stick weve got to think aboutshaping the Path

First you need to tweak theenvironment to provide a free space for discussion At Alpha therotational teams had a private place to meet and that created afree space where the new identity could grow Do your own reformershave a private place where they can meet and coordinate

Second you should build good habits Recall the idea of actiontriggers-visualizing when and where you are going to dosomething important The interns at Alpha were essentially settingaction triggers They thought about what they would sayand how they would act when 9 pm came and the signoutprocess was triggered They mentally rehearsed how they wouldrespond if an argument flared up with the night resident Havemembers of your team rehearsed how theyll react when theymeet resistance from your organizations old guard

Finally you should rally the herd At Alpha the leaders helpedthe reformers find one another and the reformers began to createa language-as we saw in the examples of the designateddriver and Fataki-that allowed them to talk about their valueswith others As a leader you can help prod them to create this languageto find ways to articulate what is different and better aboutthe change you seek

We started the Path section by discussing the Fundamental AttributionError-the tendency to attribute behavior to peoplescharacter rather than to their environments Look again at theteaching-hospital example At Alpha 42 percent of superiors supportedthe change at Beta 66 percent supported it Almost all ofus would have put our money on Beta Not many of us whenconfronted with that data would have immediately thought Yesbut what about the situational forces

At the two hospitals individual character competed with situationalforces and situational forces won This brings us backfull circle to the food drive study where a jerk with clear instructionswas more charitable than a saint with generic instructionsThe line between saints and jerks wasnt as clear as we mighthave thought Neither was the line between supporters and resistersof hospital reformIf the right Path can turn a jerk into a saint then the rightPath can also turn a change enemy into an ally

ReferenceReference book HOW TO CHANGE THINGS WHEN CH ANGE IS HARD

By CHIP HEATH (a professor at the GraduateSchool of Business at Stanford University) and DAN HEATH(a senior fellow at Duke Universitys Centerfor the Advancement of Social Entrepreneurship(CASE))

• Change Management
• Reference
• Slide 3
• Rider
• Elephant
• Main strategy 1 Direct the Rider 1a Follow the brightspot
• Details of Vietnam example
• Slide 8
• Slide 9
• Main strategy 1 Direct the Rider 1b Script the critical move
• Slide 11
• Slide 12
• Main strategy 1 Direct the Rider 1c POINT TO THE DESTINATION
• Main strategy 2 Motivate the Elephant 2a Find the Feeling
• Slide 15
• Slide 16
• Slide 17
• Slide 18
• Slide 19
• Slide 20
• Slide 21
• Slide 22
• Slide 23
• Main strategy 2 Motivate the Elephant 2b Shrink the Change
• Slide 25
• Slide 26
• Slide 27
• Slide 28
• Slide 29
• Slide 30
• Slide 31
• Slide 32
• Slide 33
• Slide 34
• Slide 35
• Slide 36
• Slide 37
• Slide 38
• Slide 39
• Slide 40
• Main strategy 2 Motivate the Elephant 2c Grow your people(creating sense of identity amp instill growth mindset)
• Slide 42
• Slide 43
• Slide 44
• Slide 45
• Slide 46
• Slide 47
• Slide 48
• Slide 49
• Slide 50
• Slide 51
• Slide 52
• Slide 53
• Slide 54
• Slide 55
• Main strategy 3 Shape the path 3a Tweak the environment
• Fundamental attribution error ndash we hurrily judge someonesomething from Direct attributes but forget about situation that may have created those attributes
• Slide 58
• Slide 59
• 3b Build habit
• Slide 61
• Example or strategy to build habit
• 3b Action trigger
• Slide 64
• 3c Rally the herd
• Slide 66
• By STANDER effect ndash humanbeings take decision after looking what others do
• Slide 68
• Slide 69
• Slide 70
• Summary
• Slide 72
• Slide 73
• Summary Direct the Rider(Head rational thinker)
• Summary Motivate the Elephant(Lazy pleasure loving self)
• Slide 76
• Summary Shaping the path
• Slide 78
• Slide 79
• Slide 80
• Slide 81

Stegner knew that if things were going to change he had toget his colleagues Elephants on his side If he had made an analyticalappeal he probably would have gotten some supportivenods and the execs might have requested a follow-up meetingsix weeks later (and then rescheduled it) The analytical case wascompelling-by itself it might have convinced Stegners colleaguesthat overhauling the purchasing system would be an importantthing to do next yearRemember that if you reach your colleagues Riders but nottheir Elephants they will have direction without motivationMaybe their Riders will drag the Elephant down the road for awhile but as weve seen that effort cant last longOnce you break through to feeling though things changeStegner delivered a jolt to his colleagues First they thought tothemselves were crazy Then they thought we can fix this Everyonecould think of a few things to try to fix the glove problemandby extension the ordering process as a whole That got theirElephants fired up to move

bull Kotter and Cohen observed that in almost all successful change efforts the sequence of change is not ANALYZETHINK-CHANGE but rather SEE-FEEL-CHANGE

Most of us would create a businesscase for the power of design Wed compile a PowerPoint presentationwith charts and graphs and strategically selected quotesfrom the chairman whod embraced the design-forward vision

When we finished our presentation everyone in the room wouldunderstand what we meant They might even agree But wouldthey change their behavior Kotters research suggests no

Main strategy 2 Motivate the Elephant

2b Shrink the Changebull If the task appears very big elephant does not want to

do it So if the elephant is tricked to do only a portion of the task or for a small time eventually the whole task to be done It is always harder to start

bull Our human emotional sides require instant gratification and sense of achieving(winning) So accomplishing subtask that is relatively easier and less time consuming provides this psychological boost

bull Example So the change may first applied to a village than to the whole country

bull Example Instead of 60 minutes students may be asked to study for 5 minutes

A local car wash ran a promotion featuring loyalty cards Everytime customers bought a car wash they got a stamp on theircards and when they filled up their cards with eight stamps theygot a free washAnother set of customers at the same car wash got a slightlydifferent loyalty card They needed to collect ten stamps (ratherthan eight) to get a free car wash-but they were given a headstart When they received their cards two stamps had alreadybeen addedThe goal was the same for both sets of customers Buy eightadditional car washes get a reward But the psychology was differentIn one case youre 20 percent of the way toward a goaland in the other case youre starting from scratch A few monthslater only 1 9 percent of the eight-stamp customers had earned afree wash versus 34 percent of the head-start group (And thehead-start group earned the free wash faster)

People find it more motivating to be partly finished with alonger journey than to be at the starting gate of a shorter oneThats why the conventional wisdom in development circles isthat you dont publicly announce a fund-raising campaign for acharity until youve already got 50 percent of the money in thebag (After all who wants to give the first $ 1 00 to a $ 1 millionfund-raising campaign)One way to motivate action then is to make people feel asthough theyre already closer to the finish line than they might have thought

That sense of progress is critical because the Elephant in usis easily demoralized Its easily spooked easily derailed and forthat reason it needs reassurance even for the very first step ofthe journeyIf youre leading a change effort you better start looking forthose first two stamps to put on your teams cards Rather thanfocusing solely on whats new and different about the change tocome make an effort to remind people whats already been conquered

A business cliche commands us to raise the bar But thatsexactly the wrong instinct if you want to motivate a reluctant ElephantYou need to lower the bar Picture taking a high-jump barand lowering it so far that it can be stepped overIf you want a reluctant Elephant to get moving you need toshrink the change

a clever self-help technique calledthe 5-Minute Room Rescue proposed by Marla Cilley a homeorganizingguru who calls herself the Fly Lady (think of zoomingthrough your housecleaning with wings) Heres what you doGet a kitchen timer and set it for 5 minutes Then go to the worstroom in your house-the one youd never let a guest see-andas the timer ticks down start clearing a path and when the timerbuzzes you can stop with a clear conscience

This is an Elephant trick The Elephant hates doing things with no immediate payoff

To get the Elephant off its duff you need to reassureit that the task wont be so bad Look its just 5 minutesHow bad can it be

What good is a 5-minute session of cleaning Not much Itgets you moving though and thats the hardest part Starting anunpleasant task is always worse than continuing it So once youstart cleaning house chances are you wont stop at 5 minutesYoull be surprised at how fast things turn around Youll start totake pride in your accomplishments-starting with the cleansink then the clean bathroom then the clean downstairs areaandthat pride and confidence will build on itself A virtuous circleBut you couldnt have enjoyed the virtuous circle without first shrinking the change

In his book TheTotal Money Makeover Ramsey

One of Ramseys best-known and most controversial debtfightingtechniques is the Debt Snowball When the Farrarsfound themselves with over $ 1 00000 in debt (not includingtheir mortgage) they started working on the Debt SnowballThe first step was to list all their debts-everything from creditcards to overdue electric bills to student loans-and then arrangethem in order from smallest to largest Next their instructionswere to make only the minimum payments on every debt withone exception

After the minimum payments were made everyavailable dollar would be put toward the first debt on the list Becausethe first debt was the smallest one it could be paid off relativelyquickly and the Farrars could cross it off the list and thendirect every available dollar to paying off the second debt thenthe third then the fourth As they crossed off each debt theywere able to eliminate a minimum payment which gave themmore cash to attack the next debt Thats why the strategy iscalled a Debt Snowball With each debt that is conquered the snowball of money applied to the next debt grows and rolls a little faster

Notice whats missing here any mention of interest rates Ifthe Farrars smallest debt was a past-due utility bill with no in

terest charges whatsoever Ramsey still advised them to pay it offbefore tackling any of their credit card bills which might have interestrates of 20 percent or aboveThis advice makes the average financial adviser cringe Afterall simple math tells us that were financially better-off if we paydown high-interest debt first

Ramsey writes --Being a certified nerd I always used to start with makingthe math work I have learned that the math doesneed to work but sometimes motivation is more importantthan math This is one of those times Faceit if you go on a diet and lose weight the first week youwill stay on that diet If you go on a diet and gain weightor go six weeks with no visible progress you will quitWhen training salespeople I try to get them a sale ortwo quickly because that fires them up When you startthe Debt Snowball and in the first few days pay off acouple oflittle debts trust me it lights your fire I dontcare if you have a masters degree in psychology youneed quick wins to get fired up And getting fired up issuper-important

Most financial advisers recommend that their clients paydown high-interest debt first in order to optimize the impact oftheir money But Ramseys not trying to solve an optimizationproblem hes trying to solve an Elephant problem The reasonpeople get themselves into financial trouble he knows is thatthey lose control They begin to feel powerless in the face of amountain of debt And you cant combat powerlessness withmath You combat it by proving to people that they can win Ifyou pay $ 1 8 5 toward a $20000 debt on a high-interest creditcard youre still going to feel hopeless But if you completely payoff a $ 1 8 5 overdue utility bill you can cross it off yo r list Youvewon a victory over debtRamsey is using the same strategy as the Fly Lady with her5-Minute Room Rescue-if people are facing a daunting taskand their instinct is to avoid it youve got to break down the taskShrink the change Make the change small enough that they canthelp but score a victory Once people clean a single room or payoff a single debt their dread starts to dissipate and their progressbegins to snowballC

One way to shrink change then is to limit the investment youreasking for-only 5 minutes of housecleaning only one smalldebt Another way to shrink change is to think of small winsmilestonesthat are within reach (Our dad Fred Heath whoworked over thirty years for IBM would tell his teams that whenmilestones seemed too distant they should look for inch pebblesNice one Dad)

Kelman a professor of public management at Harvard UniversitysKennedy School of Government got a call from theClinton administration in 1 993 asking him to lead the Officeof Federal Procurement Policy (OFPP) As the head of OFPp hewould be responsible for reforming the governments procurementefforts

Kelman was reluctant to head up OFPp knowing there wasa pretty good chance that despite his best efforts nothing wouldchange but in the end he accepted the job He knew exactly whathe was getting into because three years earlier hed written a bookabout procurement reformThere were lots of problems with procurement Over theyears the government had established many protocols and protectionsto prevent abuses of various kinds There were good intentionsbehind these protections but as they built up layerupon layer they began to cause more harm than the abusestheyd been designed to prevent For instance when makingpurchase decisions procurement officials could not use evidenceof vendors past performance

Kelman knew hed have to make some progress quickly or elsehed be dismissed If an example of successful change couldsomehow be achieved quickly it might be possible to use that toset other changes in motion he wrote later He sought a victorythat would be fast achievable and visible-a small win thatwould work for all of his constituents whether the Defense Departmentor the Health and Human Services Department If hecould get their Elephants moving with an easy mission-the governmentequivalent of the 5-Minute Room Rescue-he thoughthe would be able to keep them moving

One day a conversation with a government employee sparkedan idea The employee told Kelman that when she needed simpleinexpensive items such as a few computer disks the procurementrules made it impossible for her to walk to thecomputer superstore across the str1048958et and buy them She foundthis limitation was infuriatingKelman spotted an opportunity He went to the senior procurementexecutives and issued a challenge I want you to doubleyour agencys use ofgovernment credit cards over the next year (Noticethe precision of the challenge a la the 1 milk campaign By

being specific about the behavioral change Kelman was directinghis constituents Riders) In his vision anytime employees neededsomething small-computer disks or a replacement hard driveor a carton of office paper-they should be able to march acrossthe street armed with their credit cards and purchase what theyneeded on the spot Kelman asked the agencies to make a formalPledge to embrace the idea The agencies were supportive soKelman pushed further Over the next year he organized fourmore pledgesso here they donrsquot need quotation or tender Government may check later whether it complies fair price policy

The second pledge was a biggie Kelman asked the agencies tobreak with the tradition of ignoring past performance He knewthis would be a tough sell so he decided to push for it publiclyonly when he was sure he had at least eight agencies onboard Hehit the phones and his employees and advisers rallied the peoplein their networks Eventually his team had eight agencies signedup but he wasnt finished After we got to nine agencies participationstarted snowballing and soon we could say to the holdoutsAlmost everyone but you is participating (This outcomeforeshadows a point that we make in Chapter 1 0 about behaviorbeing contagious Kelman managed to address all three parts ofthe framework-directing the Rider motivating the Elephantand shaping the Path)

When you engineer early successes what youre really doing isengineering hope Hope is precious to a change effort Its Elephantfuel

Main strategy 2 Motivate the Elephant2c Grow your people(creating sense of

identity amp instill growth mindset)bull Be noted identity may be created it is not always

inherited thing For example creating identity like Iutians are hard working gives a boost to the elephant to do something

bull So this identity to be created in positive way bull Identity may be achieved by birth and or individual

endeavour For example citizen of a country(by birth) is an identity received by birth while lsquoEngineerrsquo identity that is earned through hard study

bull Growth mindset to be instilled by removing limiting belief that things could not be changed by trying The new belief system should be that anything could be learnt and anything is possible

bull Example Brasilatas inventors

The St Lucia Parrot exists only o n the Caribbean island o f StLucia Its gorgeous with a vivid turquoise blue face lime greenwings and a striking red shield on its chest In 1977 only onehundred St Lucia Parrots were left on the island The populationhad been decimated by habitat destruction hunters andpeople who trapped them to use as pets The St Lucia Parrotseemed doomed in the words of one biologist the species couldnot escape oblivion by the year 2000Enter an unlikely savior college student Paul Butler In 1977Butler was finishing his last year of studies at North-East LondonPolytechnic Butlers passion was conservation and hed previouslyspent five weeks completing a field research expedition inSt Lucia where hed studied the parrot and submitted recommendationsfor preserving the species

Pg 149

Weve seen that one way to motivate a switch is to shrink thechange which makes people feel big relative to the challengeBut here were seeing something different Paul Butler didntshrink the change Instead he grew the people He made the StLucians swell with pride over their parrot-a species that existsnowhere else He inspired them to feel more determined moreready more motivated And when you build people up in thisway they dtvelop the strength to act

In essence Butlers goal was to convince St Lucians that theywere the kind of people who protected their own In public eventsButler stressed This parrot is ours Nobody has this but us Weneed to cherish it and look after it He did everything in hispower to make the public more familiar with the bird He hostedSt Lucia Parrot puppet shows distributed T-shirts cajoled a localband to record songs about the bird convinced local hotels toprint up bumper stickers recruited volunteers to dress up in parrotcostumes and visit local schools and asked local ministers tocite relevant Bible verses (for instance verses that instructed believersto be good stewards of the things that were in their trust)

James March a professor of politicalscience at Stanford University March says that when peoplemake choices they tend to rely on one of two basic models ofdecision making the consequences model or the identity modelThe consequences model is familiar to students of economicsIt assumes that when we have a decision to make we weigh thecosts and benefits of our options and make the choice thatmaximizes our satisfaction Its a rational analytical approachThis is the approach that Paul Buder knew would fail withSt Lucians because there simply wasnt a strong costbenefitcase for the parrot

In the identity model of decision making we essentially askourselves three questions when we have a decision to make Whoam l What kind of situation is this What would someone like medo in this situation Notice whats missing any calculation of costsand benefits The identity model explains the way most peoplevote which contradicts our notion of the self-interested voterIt helps to shed light on why an auto mechanic in Oklahomawould vote against a Democrat whod give him health insuranceand why a Silicon Valley millionaire would vote against a Republicanwhod cut her taxes

Generally when we use the word identity were talking aboutan immutable trait of some kind-such as a racial ethic orregional identity But thats a relatively narrow use of the termWere not just born with an identity we adopt identities throughoutour lives We aspire to be good mothers or fathers devoutCatholics or Muslims patriotic citizens and so on

Or consider a professional identity such as being a scientistClearly youre not born a scientist Its an identity you seek outand one that others such as your professors and mentors consciouslycultivate in you As you develop and grow in that identityit becomes an increasingly important part of your self-imageand triggers the kind of decision making that March describes

Its critical to realize that these identity stories arent just specialcase situations confined to scientists or nurses or St LuciansIdentity is going to play a role in nearly every change situationEven yours When you think about the people whose behaviorneeds to change ask yourself whether they would agree with thisstatement I aspire to be the kind of person who would makethis change If their answer is yes thats an enormous factor in your favor If their answer is no then youll have to work hard toshow them that they should aspire to a different self-image Andthats exactly what Paul Butler did in St Lucia He convinced theislands citizens to think This is our bird-if we want to be goodSt Lucians wed better protect it

in a business context consider a firmthat invented an identity that subsequently became the engine ofits success The firm is Brasilata-its a US$ 1 70 million manufacturingfirm in Brazil that produces various kinds of steel cansAs youd imagine the can manufacturing industry is relativelymature-not much growth not much excitement But Brasilatadefies the stereotype of a boring stuck-in-its ways manufacturerIn fact it has one of the best reputations for innovation of anycompany in Latin America

How does a manufacturer of cans become known as an innovatorBrasilatas founders were inspired by the philosophy ofJapanese car manufacturers like Honda and Toyota which empoweredtheir frontline employees to take ownership of theirwork For instance at Toyota any employee who spotted a defectcould stop the assembly line (this would have been unthinkablein Detroit at the time) Toyota and Honda also actively solicited

ideas for innovation from their employees In 1 987 the foundersof Brasilata launched an employee-innovation program modeledon the Japanese forerunnersA new identity was the core of the program Employees ofBrasilata hecame known as inventors and when new employeesjoined the firm they were asked to sign an innovation contractThis wasnt simply feel-good language Top management challengedemployees to be on the lookout for potential innovationsideasfor how to create better products improve productionprocesses and squeeze costs out of the system Procedures developedwithin the factory made it easy for inventors to submit theirideas

The program succeeded beyond any reasonable expectationsIn 2008 employees submitted 1 34846 ideas-an averageof 1452 ideas per inventor This figure puts Brasilata on par withthe Japanese trendsetters that had inspired the programMany of the suggestions led to the development of new productsFor instance in late 2008 Brasilata came up with a new approachfor steel cans designed to carry dangerous or flammableliquids To meet United Nations standards such cans must beable to withstand a drop from 1 2 meters (roughly 4 feet) Traditionallymost manufacturers had reached this standard by thickeningthe metal layers which used up more raw material andrequired new production processes And the reinforced designswerent foolproof-the metal seams were prone to split if a canlanded on an edgeBrasilatas inventors

suggested a new design inspired by carbumpers that collapse on impact Their new steel can deformedslightly on impact reducing stress on the critical seam The newdesign resisted impact better while also reducing the amount ofsteel in the canThe inventors have led Brasilata through emergencies In200 1 a severe energy crisis-the blackout syndrome ndashforced

the government of Brazil to ration energy Businesses received astrict quota of electricity The inventors went to work dreamingup power-saving ideas-hundreds of them Within a few weeksBrasilatas energy consumption was reduced by 35 percent fallingbelow the companys quota and allowing the company to resell itsextra energy

Another unexpected idea was jointly suggested by two employeesEliminate our jobs theyre not necessary anymore The ideawas accepted but the company found a new place for the employeesBrasilata has a no-dismissal policy and also distributes1 5 percent of its net profits to employees Its no surprise thatBrasilata consistently appears on best places to work lists inBrazilLets remember something This inventor identity whichhas fueled business success and employee satisfaction was madeup None of Brasilatas employees were born inventors Theidentity was introduced to them and they liked the sound of itIt seemed to be a mantle worth wearing Being an inventor hasbecome a source of pride and strength

If cultivating an identity sounds daunting take heart A classicstudy in psychology shows that you can start with small steps Inthe 1960s two psychologists from Stanford University JonathanFreedman and Scott Fraser asked a researcher to go door-to-doorin an upscale neighborhood in Palo Alto California

Pg 158

indeed 83 percent of the home ownerspassed on the opportunity ldquo

Two weeks earlier thesame home owners had been approached by a volunteer claimingto represent a different driver-safety organization They wereasked to put a tiny Be a Safe Driver sign-less than half thesize of a postcard-in the window of their car or home The volunteersaid the sign was intended to make citizens more aware ofthe need to drive carefully This seemed such a trivial commitmentthat almost all of the home owners said yes

When the researcherscame back two weeks later and asked the home owners to installthe eyesore billboard 76 percent accepted it

the science of the billboardstudy says something pretty remarkable It shows us that peopleare receptive to developing new identities that identities growfrom small beginnings Once you start seeing yourself as a concernedcitizen youll want to keep acting like one Thats tremendouslygood news for someone leading a change effort It meansfor example that if you can show people why the environment isworth caring about it wont take years for them to think of themselvesas environmentalists It took only a few days for the homeowners to think of themselves as concerned citizens

You need to create the expectationof failure-not the failure of the mission itself but failureen route This notion takes us into a fascinating area of researchthat is likely to change the way you view the world

Main strategy 3 Shape the path3a Tweak the environment

bull TWEAK THE ENVIRONMENT When the situation changes the behavior

bull changes So change the situation [Throwing out the phone system at Rackspace

bull 1-Click ordering simplifying the online time sheet]bull Tweaking the environment is about making the right

behaviors a little bit easier and the wrong behaviors a little bit harder Its that simple

bull ]

Fundamental attribution error ndash we hurrily judge someonesomething from Direct

attributes but forget about situation that may have created those attributes

frequently blind to the power of situations In a famousarticle Stanford psychologist Lee Ross surveyed dozens ofstudies in psychology and noted that people have a systematictendency to ignore the situational forces that shape other peoplesbehavior He called this deep-rooted tendency the FundamentalAttribution Error The error lies in our inclination toattribute peoples behavior to the way they are rather than to thesituation they are in

how a smoother Path can change behavior consider someresearch that studied why college students did (or didnt) donatefood to a canned-food drive for charity The researchers knewsome students would be more charitable and generous thanothers and would be more inclined to donate food Theresearchers wondered Can we alter the situation so that jerks givetoo

Pg 182

Some students received a basicletter announcing the launch of a food drive the following weekand asking them to bring canned food to a booth on TressiderPlaza (a well-known spot on campus) Other students received amore detailed letter which included a map to the precise spot arequest for a can of beans and a suggestion that they think abouta time when theyd ordinarily be near Tressider Plaza so theywouldnt have to go out of their way to get there

Students who received the basic letter were not very generousOnly 8 percent of the saints donated and not a single one ofthe jerks

Students who received the more detailedletter were substantially more charitable 42 percent of thesaints donated and so did 2 5 percent of the jerks

Tweaking the environment is about making the right behaviorsa little bit easier and the wrong behaviors a little bit harder Itsthat simple

3b Build habit

bull When something becomes a habit our rational brain(rider) does not have to exert almost any energy or will power This will power energy is of limited supply and could not work for long stretch of time

bull So if step by step procedure some objective or main task could be turned into a habit it would be easier for human beings to do it

bull BUILD HABITS When behavior is habitual its free-it doesnt tax the Rider

bull Look for ways to encourage habits [Setting action triggers eating two bowls of

bull soup while dieting using checklists

Example or strategy to build habit

bull 21 days repetition method

3b Action trigger

Peter Gollwitzer a psychologist at New York University is thepioneer of work in this area He and colleague Veronika Brandstarterfound that action triggers are quite effective in motivatingaction

By preloading the decisionwe conserve the Riders self-control(it does not have to think about what to do)

In one study they tracked college students who had theoption to earn extra credit in a class by writing a paper about how they spent Christmas Eve But there was a catch To earn the credit they had to submit the paper by December 26 Most studentshad good intentions of writing the paper but only 33 percentof them got around to writing and submitting it Otherstudents in the study were required to set action triggers-tonote in advance exactly when and where they intended to write the report (for example Ill write this report in my dads officeon Christmas morning before everyone gets up) A whopping75 percent of those students wrote the report

3c Rally the herd

bull Social and peer pressure is a very strong force in motivating us to do something

bull So if influential celebrity type people do something the majority follow through Here 8020 rule applies

bull Again if someone could be told that the majority are doing this heshe would like to be the part of the group(here) and comply with Therefore become happy as becoming of a group that fulfills our belonging needs

bull The Elephant constantly looks to the herd for cues about how to behave

bull Other people are getting their work done on time Why wont you

bull RALLY THE HERD Behavior is contagious Help it spread [Fataki in Tanzaniafree spaces in hospitals seeding the tip jar]

By STANDER effect ndash humanbeings take decision after

looking what others doColumbia University students having volunteered for a researchstudy were asked to sit in a room and fill out a surveySome were left alone others were put in rooms with two otherstudents As they filled out their surveys a crisis emergedSmoke began to pour into the room through a wall vent Thesmoke continued to flow in irregular puffs until eventually theroom was filled with haze Of the students sitting in a room bythemselves 75 percent got up and found someone to alert aboutthe smoke But when three students were placed in the roomat the same time only 38 percent of the groups of three ever reportedthe smoke They just sat there inhaling the smoke eachindividuals inaction signaling to the other two people in theroom that this smoke cloud isnt such a big deal

In a similar study individuals or pairs who were completinga survey heard what sounded like a woman falling down loudlyon the other side of a room divider Of the lone bystanders 70percent went to help her but only 40 percent of the pairs helpedEven when the pairs helped they acted more slowly than the individuals

Why do groups fail to respond as well as individualsIn ambiguous situations-smoke pouring into a room theapparent sound of a fall-people look to others for cues abouthow to interpret the event If you see a man suddenly collapse atthe mall your brain races through possible interpretations Its aheart attack Or wait maybe he tripped and fell down Or whatif hes playing a gag on someone Youre reluctant to rush overimmediately because if he simply tripped your alarm-bell behaviorwill leave you both embarrassedIf youre the only person around to react youll probably makeyour best guess-heart attack-and rush over But if theres acrowd youve got two stimuli to process the collapse itself andthe crowds reaction to the collapse You might pause briefly tostudy the crowd Are other people acting like hes had a heart attackYou stand there idling ready to spring into action at thefirst sign of crisis But as you wait other people are looking backat you and when they see you idling your behavior becomes datafor their theory that its not an emergency And thats why threepeople can sit in a room filling with smoke and not make a peep

a group of socialpsychologists persuaded a hotel manager to test out a newsign in the hotel bathrooms The sign didnt mention the environmentat alIi it simply said that the the majority of guests atthe hotel reuse their towels at least once during their stay Itworked-guests who got this sign were 26 percent more likely toreuse their towels They took cues from the herdNote the downside though If the sign had said About 8of our guests decide to reuse their towels new guests would havebeen less likely to reuse theirs

SummaryHOW TO MAKE A SWITCHFor things to change somebody somewhere has to start actingdifferently Maybe its you maybe its your teamPicture that person (or people)Each has an emotional Elephant side and a rational Rider sideYouve got to reach both And youve also got to clear the wayfor them to succeed In short you must do three things

DIRECT the RiderFOLLOW THE BRIGHT SPOTS Investigate whats working and clone it [Jerrysternin in Vietnam solutions-focused therapy]SCRIPT THE CRITICAL MOVES Dont think big picture think in terms of specificbehaviors [1 milk four rules at the Brazilian railroad]POINT TO THE DESTINATION Change is easier when you know where youregoing and why its worth it [You ll be third graders soon No dry holes at BP]

MOTIVATE the ElephantFIND THE FEELING Knowing something isn t enough to cause change Makepeople feel something [Piling gloves on the table the chemotherapy video gameRobyn Waterss demos at Target]SHRINK THE CHANGE Break down the change until it no longer spooks the Elephant[The 5-Minute Room Rescue procurement reform]GROW YOUR PEOPLE Cultivate a sense of identity and instill the growth mindset[Brasilatas inventors junior-high math kids turnaround]

SHAPE the PathTWEAK THE ENVIRONMENT When the situation changes the behaviorchanges So change the situation [Throwing out the phone system at Rackspace1-Click ordering simplifying the online time sheet]BUILD HABITS When behavior is habitual its free-it doesnt tax the RiderLook for ways to encourage habits [Setting action triggers eating two bowls ofsoup while dieting using checklists]RALLY THE HERD Behavior is contagious Help it spread [Fataki in Tanzaniafree spaces in hospitals seeding the tip jar]

Summary Direct the Rider(Head rational thinker)

Heres the good news The Riders strengths are substantialand his flaws can be mitigated When you appeal to the Rider insideyourself or inside others you are trying to influence yourgame plan should be simpleFirst follow the bright spots Think of the Vietnamese childrenwho stayed well nourished against the odds or the Genentechsales reps who racked up sales against the odds AB you analyzeyour situation youre sure to find some things that are workingbetter than others Dont obsess about the failures Instead investigateand clone the successesNext give direction to the Rider-both a start and a finishSend him a destination postcard (Youll be a third grader soon)and script his critical moves (Buy 1 milk) When you do these things youll prepare the Rider to lead aswitch And youll arm him for the ongoing struggles with hisreluctant and formidable partner the Elephant

Summary Motivate the Elephant(Lazy pleasure loving self)

In times of change we need to remind ourselves and others againand again of certain basic truths Our brains and our abilities arelike muscles They can be strengthened with practice Were notborn skateboarders or scientists or nurses we must learn how toskateboard do science or care for sick people And our inspirationto change ourselves comes from our desire to live up to thoseidentitiesIn the story of Molly Howard we see that amazing things canhappen when you combine the aspiration of a new identity withthe persistence of the growth mindset Thats how you grow yourpeople

Over the past few chapters weve seen that the centralchallenge of change is keeping the Elephant moving forwardWhereas the Rider needs direction the Elephant needs motivationAnd weve seen that motivation comes from feelingknowledgeisnt enough to motivate change But motivation alsocomes from confidence The Elephant has to believe that its capableof conquering the change And there are two routes tobuilding peoples confidence so that they feel big relative totheir challenge You can shrink the change or grow your people(or preferably both)

Summary Shaping the pathOur picture of change is still incomplete though because itsclear that in some situations even a reluctant Elephant and a confusedRider will manage to change their behavior For instanceconsider the fact that even a lost angry driver who is hopelesslylate for an appointment will stop dutifully for a red lightThats why to make changes stick weve got to think aboutshaping the Path

First you need to tweak theenvironment to provide a free space for discussion At Alpha therotational teams had a private place to meet and that created afree space where the new identity could grow Do your own reformershave a private place where they can meet and coordinate

Second you should build good habits Recall the idea of actiontriggers-visualizing when and where you are going to dosomething important The interns at Alpha were essentially settingaction triggers They thought about what they would sayand how they would act when 9 pm came and the signoutprocess was triggered They mentally rehearsed how they wouldrespond if an argument flared up with the night resident Havemembers of your team rehearsed how theyll react when theymeet resistance from your organizations old guard

Finally you should rally the herd At Alpha the leaders helpedthe reformers find one another and the reformers began to createa language-as we saw in the examples of the designateddriver and Fataki-that allowed them to talk about their valueswith others As a leader you can help prod them to create this languageto find ways to articulate what is different and better aboutthe change you seek

We started the Path section by discussing the Fundamental AttributionError-the tendency to attribute behavior to peoplescharacter rather than to their environments Look again at theteaching-hospital example At Alpha 42 percent of superiors supportedthe change at Beta 66 percent supported it Almost all ofus would have put our money on Beta Not many of us whenconfronted with that data would have immediately thought Yesbut what about the situational forces

At the two hospitals individual character competed with situationalforces and situational forces won This brings us backfull circle to the food drive study where a jerk with clear instructionswas more charitable than a saint with generic instructionsThe line between saints and jerks wasnt as clear as we mighthave thought Neither was the line between supporters and resistersof hospital reformIf the right Path can turn a jerk into a saint then the rightPath can also turn a change enemy into an ally

ReferenceReference book HOW TO CHANGE THINGS WHEN CH ANGE IS HARD

By CHIP HEATH (a professor at the GraduateSchool of Business at Stanford University) and DAN HEATH(a senior fellow at Duke Universitys Centerfor the Advancement of Social Entrepreneurship(CASE))

• Change Management
• Reference
• Slide 3
• Rider
• Elephant
• Main strategy 1 Direct the Rider 1a Follow the brightspot
• Details of Vietnam example
• Slide 8
• Slide 9
• Main strategy 1 Direct the Rider 1b Script the critical move
• Slide 11
• Slide 12
• Main strategy 1 Direct the Rider 1c POINT TO THE DESTINATION
• Main strategy 2 Motivate the Elephant 2a Find the Feeling
• Slide 15
• Slide 16
• Slide 17
• Slide 18
• Slide 19
• Slide 20
• Slide 21
• Slide 22
• Slide 23
• Main strategy 2 Motivate the Elephant 2b Shrink the Change
• Slide 25
• Slide 26
• Slide 27
• Slide 28
• Slide 29
• Slide 30
• Slide 31
• Slide 32
• Slide 33
• Slide 34
• Slide 35
• Slide 36
• Slide 37
• Slide 38
• Slide 39
• Slide 40
• Main strategy 2 Motivate the Elephant 2c Grow your people(creating sense of identity amp instill growth mindset)
• Slide 42
• Slide 43
• Slide 44
• Slide 45
• Slide 46
• Slide 47
• Slide 48
• Slide 49
• Slide 50
• Slide 51
• Slide 52
• Slide 53
• Slide 54
• Slide 55
• Main strategy 3 Shape the path 3a Tweak the environment
• Fundamental attribution error ndash we hurrily judge someonesomething from Direct attributes but forget about situation that may have created those attributes
• Slide 58
• Slide 59
• 3b Build habit
• Slide 61
• Example or strategy to build habit
• 3b Action trigger
• Slide 64
• 3c Rally the herd
• Slide 66
• By STANDER effect ndash humanbeings take decision after looking what others do
• Slide 68
• Slide 69
• Slide 70
• Summary
• Slide 72
• Slide 73
• Summary Direct the Rider(Head rational thinker)
• Summary Motivate the Elephant(Lazy pleasure loving self)
• Slide 76
• Summary Shaping the path
• Slide 78
• Slide 79
• Slide 80
• Slide 81

bull Kotter and Cohen observed that in almost all successful change efforts the sequence of change is not ANALYZETHINK-CHANGE but rather SEE-FEEL-CHANGE

Most of us would create a businesscase for the power of design Wed compile a PowerPoint presentationwith charts and graphs and strategically selected quotesfrom the chairman whod embraced the design-forward vision

When we finished our presentation everyone in the room wouldunderstand what we meant They might even agree But wouldthey change their behavior Kotters research suggests no

Main strategy 2 Motivate the Elephant

2b Shrink the Changebull If the task appears very big elephant does not want to

do it So if the elephant is tricked to do only a portion of the task or for a small time eventually the whole task to be done It is always harder to start

bull Our human emotional sides require instant gratification and sense of achieving(winning) So accomplishing subtask that is relatively easier and less time consuming provides this psychological boost

bull Example So the change may first applied to a village than to the whole country

bull Example Instead of 60 minutes students may be asked to study for 5 minutes

A local car wash ran a promotion featuring loyalty cards Everytime customers bought a car wash they got a stamp on theircards and when they filled up their cards with eight stamps theygot a free washAnother set of customers at the same car wash got a slightlydifferent loyalty card They needed to collect ten stamps (ratherthan eight) to get a free car wash-but they were given a headstart When they received their cards two stamps had alreadybeen addedThe goal was the same for both sets of customers Buy eightadditional car washes get a reward But the psychology was differentIn one case youre 20 percent of the way toward a goaland in the other case youre starting from scratch A few monthslater only 1 9 percent of the eight-stamp customers had earned afree wash versus 34 percent of the head-start group (And thehead-start group earned the free wash faster)

People find it more motivating to be partly finished with alonger journey than to be at the starting gate of a shorter oneThats why the conventional wisdom in development circles isthat you dont publicly announce a fund-raising campaign for acharity until youve already got 50 percent of the money in thebag (After all who wants to give the first $ 1 00 to a $ 1 millionfund-raising campaign)One way to motivate action then is to make people feel asthough theyre already closer to the finish line than they might have thought

That sense of progress is critical because the Elephant in usis easily demoralized Its easily spooked easily derailed and forthat reason it needs reassurance even for the very first step ofthe journeyIf youre leading a change effort you better start looking forthose first two stamps to put on your teams cards Rather thanfocusing solely on whats new and different about the change tocome make an effort to remind people whats already been conquered

A business cliche commands us to raise the bar But thatsexactly the wrong instinct if you want to motivate a reluctant ElephantYou need to lower the bar Picture taking a high-jump barand lowering it so far that it can be stepped overIf you want a reluctant Elephant to get moving you need toshrink the change

a clever self-help technique calledthe 5-Minute Room Rescue proposed by Marla Cilley a homeorganizingguru who calls herself the Fly Lady (think of zoomingthrough your housecleaning with wings) Heres what you doGet a kitchen timer and set it for 5 minutes Then go to the worstroom in your house-the one youd never let a guest see-andas the timer ticks down start clearing a path and when the timerbuzzes you can stop with a clear conscience

This is an Elephant trick The Elephant hates doing things with no immediate payoff

To get the Elephant off its duff you need to reassureit that the task wont be so bad Look its just 5 minutesHow bad can it be

What good is a 5-minute session of cleaning Not much Itgets you moving though and thats the hardest part Starting anunpleasant task is always worse than continuing it So once youstart cleaning house chances are you wont stop at 5 minutesYoull be surprised at how fast things turn around Youll start totake pride in your accomplishments-starting with the cleansink then the clean bathroom then the clean downstairs areaandthat pride and confidence will build on itself A virtuous circleBut you couldnt have enjoyed the virtuous circle without first shrinking the change

In his book TheTotal Money Makeover Ramsey

One of Ramseys best-known and most controversial debtfightingtechniques is the Debt Snowball When the Farrarsfound themselves with over $ 1 00000 in debt (not includingtheir mortgage) they started working on the Debt SnowballThe first step was to list all their debts-everything from creditcards to overdue electric bills to student loans-and then arrangethem in order from smallest to largest Next their instructionswere to make only the minimum payments on every debt withone exception

After the minimum payments were made everyavailable dollar would be put toward the first debt on the list Becausethe first debt was the smallest one it could be paid off relativelyquickly and the Farrars could cross it off the list and thendirect every available dollar to paying off the second debt thenthe third then the fourth As they crossed off each debt theywere able to eliminate a minimum payment which gave themmore cash to attack the next debt Thats why the strategy iscalled a Debt Snowball With each debt that is conquered the snowball of money applied to the next debt grows and rolls a little faster

Notice whats missing here any mention of interest rates Ifthe Farrars smallest debt was a past-due utility bill with no in

terest charges whatsoever Ramsey still advised them to pay it offbefore tackling any of their credit card bills which might have interestrates of 20 percent or aboveThis advice makes the average financial adviser cringe Afterall simple math tells us that were financially better-off if we paydown high-interest debt first

Ramsey writes --Being a certified nerd I always used to start with makingthe math work I have learned that the math doesneed to work but sometimes motivation is more importantthan math This is one of those times Faceit if you go on a diet and lose weight the first week youwill stay on that diet If you go on a diet and gain weightor go six weeks with no visible progress you will quitWhen training salespeople I try to get them a sale ortwo quickly because that fires them up When you startthe Debt Snowball and in the first few days pay off acouple oflittle debts trust me it lights your fire I dontcare if you have a masters degree in psychology youneed quick wins to get fired up And getting fired up issuper-important

Most financial advisers recommend that their clients paydown high-interest debt first in order to optimize the impact oftheir money But Ramseys not trying to solve an optimizationproblem hes trying to solve an Elephant problem The reasonpeople get themselves into financial trouble he knows is thatthey lose control They begin to feel powerless in the face of amountain of debt And you cant combat powerlessness withmath You combat it by proving to people that they can win Ifyou pay $ 1 8 5 toward a $20000 debt on a high-interest creditcard youre still going to feel hopeless But if you completely payoff a $ 1 8 5 overdue utility bill you can cross it off yo r list Youvewon a victory over debtRamsey is using the same strategy as the Fly Lady with her5-Minute Room Rescue-if people are facing a daunting taskand their instinct is to avoid it youve got to break down the taskShrink the change Make the change small enough that they canthelp but score a victory Once people clean a single room or payoff a single debt their dread starts to dissipate and their progressbegins to snowballC

One way to shrink change then is to limit the investment youreasking for-only 5 minutes of housecleaning only one smalldebt Another way to shrink change is to think of small winsmilestonesthat are within reach (Our dad Fred Heath whoworked over thirty years for IBM would tell his teams that whenmilestones seemed too distant they should look for inch pebblesNice one Dad)

Kelman a professor of public management at Harvard UniversitysKennedy School of Government got a call from theClinton administration in 1 993 asking him to lead the Officeof Federal Procurement Policy (OFPP) As the head of OFPp hewould be responsible for reforming the governments procurementefforts

Kelman was reluctant to head up OFPp knowing there wasa pretty good chance that despite his best efforts nothing wouldchange but in the end he accepted the job He knew exactly whathe was getting into because three years earlier hed written a bookabout procurement reformThere were lots of problems with procurement Over theyears the government had established many protocols and protectionsto prevent abuses of various kinds There were good intentionsbehind these protections but as they built up layerupon layer they began to cause more harm than the abusestheyd been designed to prevent For instance when makingpurchase decisions procurement officials could not use evidenceof vendors past performance

Kelman knew hed have to make some progress quickly or elsehed be dismissed If an example of successful change couldsomehow be achieved quickly it might be possible to use that toset other changes in motion he wrote later He sought a victorythat would be fast achievable and visible-a small win thatwould work for all of his constituents whether the Defense Departmentor the Health and Human Services Department If hecould get their Elephants moving with an easy mission-the governmentequivalent of the 5-Minute Room Rescue-he thoughthe would be able to keep them moving

One day a conversation with a government employee sparkedan idea The employee told Kelman that when she needed simpleinexpensive items such as a few computer disks the procurementrules made it impossible for her to walk to thecomputer superstore across the str1048958et and buy them She foundthis limitation was infuriatingKelman spotted an opportunity He went to the senior procurementexecutives and issued a challenge I want you to doubleyour agencys use ofgovernment credit cards over the next year (Noticethe precision of the challenge a la the 1 milk campaign By

being specific about the behavioral change Kelman was directinghis constituents Riders) In his vision anytime employees neededsomething small-computer disks or a replacement hard driveor a carton of office paper-they should be able to march acrossthe street armed with their credit cards and purchase what theyneeded on the spot Kelman asked the agencies to make a formalPledge to embrace the idea The agencies were supportive soKelman pushed further Over the next year he organized fourmore pledgesso here they donrsquot need quotation or tender Government may check later whether it complies fair price policy

The second pledge was a biggie Kelman asked the agencies tobreak with the tradition of ignoring past performance He knewthis would be a tough sell so he decided to push for it publiclyonly when he was sure he had at least eight agencies onboard Hehit the phones and his employees and advisers rallied the peoplein their networks Eventually his team had eight agencies signedup but he wasnt finished After we got to nine agencies participationstarted snowballing and soon we could say to the holdoutsAlmost everyone but you is participating (This outcomeforeshadows a point that we make in Chapter 1 0 about behaviorbeing contagious Kelman managed to address all three parts ofthe framework-directing the Rider motivating the Elephantand shaping the Path)

When you engineer early successes what youre really doing isengineering hope Hope is precious to a change effort Its Elephantfuel

Main strategy 2 Motivate the Elephant2c Grow your people(creating sense of

identity amp instill growth mindset)bull Be noted identity may be created it is not always

inherited thing For example creating identity like Iutians are hard working gives a boost to the elephant to do something

bull So this identity to be created in positive way bull Identity may be achieved by birth and or individual

endeavour For example citizen of a country(by birth) is an identity received by birth while lsquoEngineerrsquo identity that is earned through hard study

bull Growth mindset to be instilled by removing limiting belief that things could not be changed by trying The new belief system should be that anything could be learnt and anything is possible

bull Example Brasilatas inventors

The St Lucia Parrot exists only o n the Caribbean island o f StLucia Its gorgeous with a vivid turquoise blue face lime greenwings and a striking red shield on its chest In 1977 only onehundred St Lucia Parrots were left on the island The populationhad been decimated by habitat destruction hunters andpeople who trapped them to use as pets The St Lucia Parrotseemed doomed in the words of one biologist the species couldnot escape oblivion by the year 2000Enter an unlikely savior college student Paul Butler In 1977Butler was finishing his last year of studies at North-East LondonPolytechnic Butlers passion was conservation and hed previouslyspent five weeks completing a field research expedition inSt Lucia where hed studied the parrot and submitted recommendationsfor preserving the species

Pg 149

Weve seen that one way to motivate a switch is to shrink thechange which makes people feel big relative to the challengeBut here were seeing something different Paul Butler didntshrink the change Instead he grew the people He made the StLucians swell with pride over their parrot-a species that existsnowhere else He inspired them to feel more determined moreready more motivated And when you build people up in thisway they dtvelop the strength to act

In essence Butlers goal was to convince St Lucians that theywere the kind of people who protected their own In public eventsButler stressed This parrot is ours Nobody has this but us Weneed to cherish it and look after it He did everything in hispower to make the public more familiar with the bird He hostedSt Lucia Parrot puppet shows distributed T-shirts cajoled a localband to record songs about the bird convinced local hotels toprint up bumper stickers recruited volunteers to dress up in parrotcostumes and visit local schools and asked local ministers tocite relevant Bible verses (for instance verses that instructed believersto be good stewards of the things that were in their trust)

James March a professor of politicalscience at Stanford University March says that when peoplemake choices they tend to rely on one of two basic models ofdecision making the consequences model or the identity modelThe consequences model is familiar to students of economicsIt assumes that when we have a decision to make we weigh thecosts and benefits of our options and make the choice thatmaximizes our satisfaction Its a rational analytical approachThis is the approach that Paul Buder knew would fail withSt Lucians because there simply wasnt a strong costbenefitcase for the parrot

In the identity model of decision making we essentially askourselves three questions when we have a decision to make Whoam l What kind of situation is this What would someone like medo in this situation Notice whats missing any calculation of costsand benefits The identity model explains the way most peoplevote which contradicts our notion of the self-interested voterIt helps to shed light on why an auto mechanic in Oklahomawould vote against a Democrat whod give him health insuranceand why a Silicon Valley millionaire would vote against a Republicanwhod cut her taxes

Generally when we use the word identity were talking aboutan immutable trait of some kind-such as a racial ethic orregional identity But thats a relatively narrow use of the termWere not just born with an identity we adopt identities throughoutour lives We aspire to be good mothers or fathers devoutCatholics or Muslims patriotic citizens and so on

Or consider a professional identity such as being a scientistClearly youre not born a scientist Its an identity you seek outand one that others such as your professors and mentors consciouslycultivate in you As you develop and grow in that identityit becomes an increasingly important part of your self-imageand triggers the kind of decision making that March describes

Its critical to realize that these identity stories arent just specialcase situations confined to scientists or nurses or St LuciansIdentity is going to play a role in nearly every change situationEven yours When you think about the people whose behaviorneeds to change ask yourself whether they would agree with thisstatement I aspire to be the kind of person who would makethis change If their answer is yes thats an enormous factor in your favor If their answer is no then youll have to work hard toshow them that they should aspire to a different self-image Andthats exactly what Paul Butler did in St Lucia He convinced theislands citizens to think This is our bird-if we want to be goodSt Lucians wed better protect it

in a business context consider a firmthat invented an identity that subsequently became the engine ofits success The firm is Brasilata-its a US$ 1 70 million manufacturingfirm in Brazil that produces various kinds of steel cansAs youd imagine the can manufacturing industry is relativelymature-not much growth not much excitement But Brasilatadefies the stereotype of a boring stuck-in-its ways manufacturerIn fact it has one of the best reputations for innovation of anycompany in Latin America

How does a manufacturer of cans become known as an innovatorBrasilatas founders were inspired by the philosophy ofJapanese car manufacturers like Honda and Toyota which empoweredtheir frontline employees to take ownership of theirwork For instance at Toyota any employee who spotted a defectcould stop the assembly line (this would have been unthinkablein Detroit at the time) Toyota and Honda also actively solicited

ideas for innovation from their employees In 1 987 the foundersof Brasilata launched an employee-innovation program modeledon the Japanese forerunnersA new identity was the core of the program Employees ofBrasilata hecame known as inventors and when new employeesjoined the firm they were asked to sign an innovation contractThis wasnt simply feel-good language Top management challengedemployees to be on the lookout for potential innovationsideasfor how to create better products improve productionprocesses and squeeze costs out of the system Procedures developedwithin the factory made it easy for inventors to submit theirideas

The program succeeded beyond any reasonable expectationsIn 2008 employees submitted 1 34846 ideas-an averageof 1452 ideas per inventor This figure puts Brasilata on par withthe Japanese trendsetters that had inspired the programMany of the suggestions led to the development of new productsFor instance in late 2008 Brasilata came up with a new approachfor steel cans designed to carry dangerous or flammableliquids To meet United Nations standards such cans must beable to withstand a drop from 1 2 meters (roughly 4 feet) Traditionallymost manufacturers had reached this standard by thickeningthe metal layers which used up more raw material andrequired new production processes And the reinforced designswerent foolproof-the metal seams were prone to split if a canlanded on an edgeBrasilatas inventors

suggested a new design inspired by carbumpers that collapse on impact Their new steel can deformedslightly on impact reducing stress on the critical seam The newdesign resisted impact better while also reducing the amount ofsteel in the canThe inventors have led Brasilata through emergencies In200 1 a severe energy crisis-the blackout syndrome ndashforced

the government of Brazil to ration energy Businesses received astrict quota of electricity The inventors went to work dreamingup power-saving ideas-hundreds of them Within a few weeksBrasilatas energy consumption was reduced by 35 percent fallingbelow the companys quota and allowing the company to resell itsextra energy

Another unexpected idea was jointly suggested by two employeesEliminate our jobs theyre not necessary anymore The ideawas accepted but the company found a new place for the employeesBrasilata has a no-dismissal policy and also distributes1 5 percent of its net profits to employees Its no surprise thatBrasilata consistently appears on best places to work lists inBrazilLets remember something This inventor identity whichhas fueled business success and employee satisfaction was madeup None of Brasilatas employees were born inventors Theidentity was introduced to them and they liked the sound of itIt seemed to be a mantle worth wearing Being an inventor hasbecome a source of pride and strength

If cultivating an identity sounds daunting take heart A classicstudy in psychology shows that you can start with small steps Inthe 1960s two psychologists from Stanford University JonathanFreedman and Scott Fraser asked a researcher to go door-to-doorin an upscale neighborhood in Palo Alto California

Pg 158

indeed 83 percent of the home ownerspassed on the opportunity ldquo

Two weeks earlier thesame home owners had been approached by a volunteer claimingto represent a different driver-safety organization They wereasked to put a tiny Be a Safe Driver sign-less than half thesize of a postcard-in the window of their car or home The volunteersaid the sign was intended to make citizens more aware ofthe need to drive carefully This seemed such a trivial commitmentthat almost all of the home owners said yes

When the researcherscame back two weeks later and asked the home owners to installthe eyesore billboard 76 percent accepted it

the science of the billboardstudy says something pretty remarkable It shows us that peopleare receptive to developing new identities that identities growfrom small beginnings Once you start seeing yourself as a concernedcitizen youll want to keep acting like one Thats tremendouslygood news for someone leading a change effort It meansfor example that if you can show people why the environment isworth caring about it wont take years for them to think of themselvesas environmentalists It took only a few days for the homeowners to think of themselves as concerned citizens

You need to create the expectationof failure-not the failure of the mission itself but failureen route This notion takes us into a fascinating area of researchthat is likely to change the way you view the world

Main strategy 3 Shape the path3a Tweak the environment

bull TWEAK THE ENVIRONMENT When the situation changes the behavior

bull changes So change the situation [Throwing out the phone system at Rackspace

bull 1-Click ordering simplifying the online time sheet]bull Tweaking the environment is about making the right

behaviors a little bit easier and the wrong behaviors a little bit harder Its that simple

bull ]

Fundamental attribution error ndash we hurrily judge someonesomething from Direct

attributes but forget about situation that may have created those attributes

frequently blind to the power of situations In a famousarticle Stanford psychologist Lee Ross surveyed dozens ofstudies in psychology and noted that people have a systematictendency to ignore the situational forces that shape other peoplesbehavior He called this deep-rooted tendency the FundamentalAttribution Error The error lies in our inclination toattribute peoples behavior to the way they are rather than to thesituation they are in

how a smoother Path can change behavior consider someresearch that studied why college students did (or didnt) donatefood to a canned-food drive for charity The researchers knewsome students would be more charitable and generous thanothers and would be more inclined to donate food Theresearchers wondered Can we alter the situation so that jerks givetoo

Pg 182

Some students received a basicletter announcing the launch of a food drive the following weekand asking them to bring canned food to a booth on TressiderPlaza (a well-known spot on campus) Other students received amore detailed letter which included a map to the precise spot arequest for a can of beans and a suggestion that they think abouta time when theyd ordinarily be near Tressider Plaza so theywouldnt have to go out of their way to get there

Students who received the basic letter were not very generousOnly 8 percent of the saints donated and not a single one ofthe jerks

Students who received the more detailedletter were substantially more charitable 42 percent of thesaints donated and so did 2 5 percent of the jerks

Tweaking the environment is about making the right behaviorsa little bit easier and the wrong behaviors a little bit harder Itsthat simple

3b Build habit

bull When something becomes a habit our rational brain(rider) does not have to exert almost any energy or will power This will power energy is of limited supply and could not work for long stretch of time

bull So if step by step procedure some objective or main task could be turned into a habit it would be easier for human beings to do it

bull BUILD HABITS When behavior is habitual its free-it doesnt tax the Rider

bull Look for ways to encourage habits [Setting action triggers eating two bowls of

bull soup while dieting using checklists

Example or strategy to build habit

bull 21 days repetition method

3b Action trigger

Peter Gollwitzer a psychologist at New York University is thepioneer of work in this area He and colleague Veronika Brandstarterfound that action triggers are quite effective in motivatingaction

By preloading the decisionwe conserve the Riders self-control(it does not have to think about what to do)

In one study they tracked college students who had theoption to earn extra credit in a class by writing a paper about how they spent Christmas Eve But there was a catch To earn the credit they had to submit the paper by December 26 Most studentshad good intentions of writing the paper but only 33 percentof them got around to writing and submitting it Otherstudents in the study were required to set action triggers-tonote in advance exactly when and where they intended to write the report (for example Ill write this report in my dads officeon Christmas morning before everyone gets up) A whopping75 percent of those students wrote the report

3c Rally the herd

bull Social and peer pressure is a very strong force in motivating us to do something

bull So if influential celebrity type people do something the majority follow through Here 8020 rule applies

bull Again if someone could be told that the majority are doing this heshe would like to be the part of the group(here) and comply with Therefore become happy as becoming of a group that fulfills our belonging needs

bull The Elephant constantly looks to the herd for cues about how to behave

bull Other people are getting their work done on time Why wont you

bull RALLY THE HERD Behavior is contagious Help it spread [Fataki in Tanzaniafree spaces in hospitals seeding the tip jar]

By STANDER effect ndash humanbeings take decision after

looking what others doColumbia University students having volunteered for a researchstudy were asked to sit in a room and fill out a surveySome were left alone others were put in rooms with two otherstudents As they filled out their surveys a crisis emergedSmoke began to pour into the room through a wall vent Thesmoke continued to flow in irregular puffs until eventually theroom was filled with haze Of the students sitting in a room bythemselves 75 percent got up and found someone to alert aboutthe smoke But when three students were placed in the roomat the same time only 38 percent of the groups of three ever reportedthe smoke They just sat there inhaling the smoke eachindividuals inaction signaling to the other two people in theroom that this smoke cloud isnt such a big deal

In a similar study individuals or pairs who were completinga survey heard what sounded like a woman falling down loudlyon the other side of a room divider Of the lone bystanders 70percent went to help her but only 40 percent of the pairs helpedEven when the pairs helped they acted more slowly than the individuals

Why do groups fail to respond as well as individualsIn ambiguous situations-smoke pouring into a room theapparent sound of a fall-people look to others for cues abouthow to interpret the event If you see a man suddenly collapse atthe mall your brain races through possible interpretations Its aheart attack Or wait maybe he tripped and fell down Or whatif hes playing a gag on someone Youre reluctant to rush overimmediately because if he simply tripped your alarm-bell behaviorwill leave you both embarrassedIf youre the only person around to react youll probably makeyour best guess-heart attack-and rush over But if theres acrowd youve got two stimuli to process the collapse itself andthe crowds reaction to the collapse You might pause briefly tostudy the crowd Are other people acting like hes had a heart attackYou stand there idling ready to spring into action at thefirst sign of crisis But as you wait other people are looking backat you and when they see you idling your behavior becomes datafor their theory that its not an emergency And thats why threepeople can sit in a room filling with smoke and not make a peep

a group of socialpsychologists persuaded a hotel manager to test out a newsign in the hotel bathrooms The sign didnt mention the environmentat alIi it simply said that the the majority of guests atthe hotel reuse their towels at least once during their stay Itworked-guests who got this sign were 26 percent more likely toreuse their towels They took cues from the herdNote the downside though If the sign had said About 8of our guests decide to reuse their towels new guests would havebeen less likely to reuse theirs

SummaryHOW TO MAKE A SWITCHFor things to change somebody somewhere has to start actingdifferently Maybe its you maybe its your teamPicture that person (or people)Each has an emotional Elephant side and a rational Rider sideYouve got to reach both And youve also got to clear the wayfor them to succeed In short you must do three things

DIRECT the RiderFOLLOW THE BRIGHT SPOTS Investigate whats working and clone it [Jerrysternin in Vietnam solutions-focused therapy]SCRIPT THE CRITICAL MOVES Dont think big picture think in terms of specificbehaviors [1 milk four rules at the Brazilian railroad]POINT TO THE DESTINATION Change is easier when you know where youregoing and why its worth it [You ll be third graders soon No dry holes at BP]

MOTIVATE the ElephantFIND THE FEELING Knowing something isn t enough to cause change Makepeople feel something [Piling gloves on the table the chemotherapy video gameRobyn Waterss demos at Target]SHRINK THE CHANGE Break down the change until it no longer spooks the Elephant[The 5-Minute Room Rescue procurement reform]GROW YOUR PEOPLE Cultivate a sense of identity and instill the growth mindset[Brasilatas inventors junior-high math kids turnaround]

SHAPE the PathTWEAK THE ENVIRONMENT When the situation changes the behaviorchanges So change the situation [Throwing out the phone system at Rackspace1-Click ordering simplifying the online time sheet]BUILD HABITS When behavior is habitual its free-it doesnt tax the RiderLook for ways to encourage habits [Setting action triggers eating two bowls ofsoup while dieting using checklists]RALLY THE HERD Behavior is contagious Help it spread [Fataki in Tanzaniafree spaces in hospitals seeding the tip jar]

Summary Direct the Rider(Head rational thinker)

Heres the good news The Riders strengths are substantialand his flaws can be mitigated When you appeal to the Rider insideyourself or inside others you are trying to influence yourgame plan should be simpleFirst follow the bright spots Think of the Vietnamese childrenwho stayed well nourished against the odds or the Genentechsales reps who racked up sales against the odds AB you analyzeyour situation youre sure to find some things that are workingbetter than others Dont obsess about the failures Instead investigateand clone the successesNext give direction to the Rider-both a start and a finishSend him a destination postcard (Youll be a third grader soon)and script his critical moves (Buy 1 milk) When you do these things youll prepare the Rider to lead aswitch And youll arm him for the ongoing struggles with hisreluctant and formidable partner the Elephant

Summary Motivate the Elephant(Lazy pleasure loving self)

In times of change we need to remind ourselves and others againand again of certain basic truths Our brains and our abilities arelike muscles They can be strengthened with practice Were notborn skateboarders or scientists or nurses we must learn how toskateboard do science or care for sick people And our inspirationto change ourselves comes from our desire to live up to thoseidentitiesIn the story of Molly Howard we see that amazing things canhappen when you combine the aspiration of a new identity withthe persistence of the growth mindset Thats how you grow yourpeople

Over the past few chapters weve seen that the centralchallenge of change is keeping the Elephant moving forwardWhereas the Rider needs direction the Elephant needs motivationAnd weve seen that motivation comes from feelingknowledgeisnt enough to motivate change But motivation alsocomes from confidence The Elephant has to believe that its capableof conquering the change And there are two routes tobuilding peoples confidence so that they feel big relative totheir challenge You can shrink the change or grow your people(or preferably both)

Summary Shaping the pathOur picture of change is still incomplete though because itsclear that in some situations even a reluctant Elephant and a confusedRider will manage to change their behavior For instanceconsider the fact that even a lost angry driver who is hopelesslylate for an appointment will stop dutifully for a red lightThats why to make changes stick weve got to think aboutshaping the Path

First you need to tweak theenvironment to provide a free space for discussion At Alpha therotational teams had a private place to meet and that created afree space where the new identity could grow Do your own reformershave a private place where they can meet and coordinate

Second you should build good habits Recall the idea of actiontriggers-visualizing when and where you are going to dosomething important The interns at Alpha were essentially settingaction triggers They thought about what they would sayand how they would act when 9 pm came and the signoutprocess was triggered They mentally rehearsed how they wouldrespond if an argument flared up with the night resident Havemembers of your team rehearsed how theyll react when theymeet resistance from your organizations old guard

Finally you should rally the herd At Alpha the leaders helpedthe reformers find one another and the reformers began to createa language-as we saw in the examples of the designateddriver and Fataki-that allowed them to talk about their valueswith others As a leader you can help prod them to create this languageto find ways to articulate what is different and better aboutthe change you seek

We started the Path section by discussing the Fundamental AttributionError-the tendency to attribute behavior to peoplescharacter rather than to their environments Look again at theteaching-hospital example At Alpha 42 percent of superiors supportedthe change at Beta 66 percent supported it Almost all ofus would have put our money on Beta Not many of us whenconfronted with that data would have immediately thought Yesbut what about the situational forces

At the two hospitals individual character competed with situationalforces and situational forces won This brings us backfull circle to the food drive study where a jerk with clear instructionswas more charitable than a saint with generic instructionsThe line between saints and jerks wasnt as clear as we mighthave thought Neither was the line between supporters and resistersof hospital reformIf the right Path can turn a jerk into a saint then the rightPath can also turn a change enemy into an ally

ReferenceReference book HOW TO CHANGE THINGS WHEN CH ANGE IS HARD

By CHIP HEATH (a professor at the GraduateSchool of Business at Stanford University) and DAN HEATH(a senior fellow at Duke Universitys Centerfor the Advancement of Social Entrepreneurship(CASE))

• Change Management
• Reference
• Slide 3
• Rider
• Elephant
• Main strategy 1 Direct the Rider 1a Follow the brightspot
• Details of Vietnam example
• Slide 8
• Slide 9
• Main strategy 1 Direct the Rider 1b Script the critical move
• Slide 11
• Slide 12
• Main strategy 1 Direct the Rider 1c POINT TO THE DESTINATION
• Main strategy 2 Motivate the Elephant 2a Find the Feeling
• Slide 15
• Slide 16
• Slide 17
• Slide 18
• Slide 19
• Slide 20
• Slide 21
• Slide 22
• Slide 23
• Main strategy 2 Motivate the Elephant 2b Shrink the Change
• Slide 25
• Slide 26
• Slide 27
• Slide 28
• Slide 29
• Slide 30
• Slide 31
• Slide 32
• Slide 33
• Slide 34
• Slide 35
• Slide 36
• Slide 37
• Slide 38
• Slide 39
• Slide 40
• Main strategy 2 Motivate the Elephant 2c Grow your people(creating sense of identity amp instill growth mindset)
• Slide 42
• Slide 43
• Slide 44
• Slide 45
• Slide 46
• Slide 47
• Slide 48
• Slide 49
• Slide 50
• Slide 51
• Slide 52
• Slide 53
• Slide 54
• Slide 55
• Main strategy 3 Shape the path 3a Tweak the environment
• Fundamental attribution error ndash we hurrily judge someonesomething from Direct attributes but forget about situation that may have created those attributes
• Slide 58
• Slide 59
• 3b Build habit
• Slide 61
• Example or strategy to build habit
• 3b Action trigger
• Slide 64
• 3c Rally the herd
• Slide 66
• By STANDER effect ndash humanbeings take decision after looking what others do
• Slide 68
• Slide 69
• Slide 70
• Summary
• Slide 72
• Slide 73
• Summary Direct the Rider(Head rational thinker)
• Summary Motivate the Elephant(Lazy pleasure loving self)
• Slide 76
• Summary Shaping the path
• Slide 78
• Slide 79
• Slide 80
• Slide 81

Most of us would create a businesscase for the power of design Wed compile a PowerPoint presentationwith charts and graphs and strategically selected quotesfrom the chairman whod embraced the design-forward vision

When we finished our presentation everyone in the room wouldunderstand what we meant They might even agree But wouldthey change their behavior Kotters research suggests no

Main strategy 2 Motivate the Elephant

2b Shrink the Changebull If the task appears very big elephant does not want to

do it So if the elephant is tricked to do only a portion of the task or for a small time eventually the whole task to be done It is always harder to start

bull Our human emotional sides require instant gratification and sense of achieving(winning) So accomplishing subtask that is relatively easier and less time consuming provides this psychological boost

bull Example So the change may first applied to a village than to the whole country

bull Example Instead of 60 minutes students may be asked to study for 5 minutes

A local car wash ran a promotion featuring loyalty cards Everytime customers bought a car wash they got a stamp on theircards and when they filled up their cards with eight stamps theygot a free washAnother set of customers at the same car wash got a slightlydifferent loyalty card They needed to collect ten stamps (ratherthan eight) to get a free car wash-but they were given a headstart When they received their cards two stamps had alreadybeen addedThe goal was the same for both sets of customers Buy eightadditional car washes get a reward But the psychology was differentIn one case youre 20 percent of the way toward a goaland in the other case youre starting from scratch A few monthslater only 1 9 percent of the eight-stamp customers had earned afree wash versus 34 percent of the head-start group (And thehead-start group earned the free wash faster)

People find it more motivating to be partly finished with alonger journey than to be at the starting gate of a shorter oneThats why the conventional wisdom in development circles isthat you dont publicly announce a fund-raising campaign for acharity until youve already got 50 percent of the money in thebag (After all who wants to give the first $ 1 00 to a $ 1 millionfund-raising campaign)One way to motivate action then is to make people feel asthough theyre already closer to the finish line than they might have thought

That sense of progress is critical because the Elephant in usis easily demoralized Its easily spooked easily derailed and forthat reason it needs reassurance even for the very first step ofthe journeyIf youre leading a change effort you better start looking forthose first two stamps to put on your teams cards Rather thanfocusing solely on whats new and different about the change tocome make an effort to remind people whats already been conquered

A business cliche commands us to raise the bar But thatsexactly the wrong instinct if you want to motivate a reluctant ElephantYou need to lower the bar Picture taking a high-jump barand lowering it so far that it can be stepped overIf you want a reluctant Elephant to get moving you need toshrink the change

a clever self-help technique calledthe 5-Minute Room Rescue proposed by Marla Cilley a homeorganizingguru who calls herself the Fly Lady (think of zoomingthrough your housecleaning with wings) Heres what you doGet a kitchen timer and set it for 5 minutes Then go to the worstroom in your house-the one youd never let a guest see-andas the timer ticks down start clearing a path and when the timerbuzzes you can stop with a clear conscience

This is an Elephant trick The Elephant hates doing things with no immediate payoff

To get the Elephant off its duff you need to reassureit that the task wont be so bad Look its just 5 minutesHow bad can it be

What good is a 5-minute session of cleaning Not much Itgets you moving though and thats the hardest part Starting anunpleasant task is always worse than continuing it So once youstart cleaning house chances are you wont stop at 5 minutesYoull be surprised at how fast things turn around Youll start totake pride in your accomplishments-starting with the cleansink then the clean bathroom then the clean downstairs areaandthat pride and confidence will build on itself A virtuous circleBut you couldnt have enjoyed the virtuous circle without first shrinking the change

In his book TheTotal Money Makeover Ramsey

One of Ramseys best-known and most controversial debtfightingtechniques is the Debt Snowball When the Farrarsfound themselves with over $ 1 00000 in debt (not includingtheir mortgage) they started working on the Debt SnowballThe first step was to list all their debts-everything from creditcards to overdue electric bills to student loans-and then arrangethem in order from smallest to largest Next their instructionswere to make only the minimum payments on every debt withone exception

After the minimum payments were made everyavailable dollar would be put toward the first debt on the list Becausethe first debt was the smallest one it could be paid off relativelyquickly and the Farrars could cross it off the list and thendirect every available dollar to paying off the second debt thenthe third then the fourth As they crossed off each debt theywere able to eliminate a minimum payment which gave themmore cash to attack the next debt Thats why the strategy iscalled a Debt Snowball With each debt that is conquered the snowball of money applied to the next debt grows and rolls a little faster

Notice whats missing here any mention of interest rates Ifthe Farrars smallest debt was a past-due utility bill with no in

terest charges whatsoever Ramsey still advised them to pay it offbefore tackling any of their credit card bills which might have interestrates of 20 percent or aboveThis advice makes the average financial adviser cringe Afterall simple math tells us that were financially better-off if we paydown high-interest debt first

Ramsey writes --Being a certified nerd I always used to start with makingthe math work I have learned that the math doesneed to work but sometimes motivation is more importantthan math This is one of those times Faceit if you go on a diet and lose weight the first week youwill stay on that diet If you go on a diet and gain weightor go six weeks with no visible progress you will quitWhen training salespeople I try to get them a sale ortwo quickly because that fires them up When you startthe Debt Snowball and in the first few days pay off acouple oflittle debts trust me it lights your fire I dontcare if you have a masters degree in psychology youneed quick wins to get fired up And getting fired up issuper-important

Most financial advisers recommend that their clients paydown high-interest debt first in order to optimize the impact oftheir money But Ramseys not trying to solve an optimizationproblem hes trying to solve an Elephant problem The reasonpeople get themselves into financial trouble he knows is thatthey lose control They begin to feel powerless in the face of amountain of debt And you cant combat powerlessness withmath You combat it by proving to people that they can win Ifyou pay $ 1 8 5 toward a $20000 debt on a high-interest creditcard youre still going to feel hopeless But if you completely payoff a $ 1 8 5 overdue utility bill you can cross it off yo r list Youvewon a victory over debtRamsey is using the same strategy as the Fly Lady with her5-Minute Room Rescue-if people are facing a daunting taskand their instinct is to avoid it youve got to break down the taskShrink the change Make the change small enough that they canthelp but score a victory Once people clean a single room or payoff a single debt their dread starts to dissipate and their progressbegins to snowballC

One way to shrink change then is to limit the investment youreasking for-only 5 minutes of housecleaning only one smalldebt Another way to shrink change is to think of small winsmilestonesthat are within reach (Our dad Fred Heath whoworked over thirty years for IBM would tell his teams that whenmilestones seemed too distant they should look for inch pebblesNice one Dad)

Kelman a professor of public management at Harvard UniversitysKennedy School of Government got a call from theClinton administration in 1 993 asking him to lead the Officeof Federal Procurement Policy (OFPP) As the head of OFPp hewould be responsible for reforming the governments procurementefforts

Kelman was reluctant to head up OFPp knowing there wasa pretty good chance that despite his best efforts nothing wouldchange but in the end he accepted the job He knew exactly whathe was getting into because three years earlier hed written a bookabout procurement reformThere were lots of problems with procurement Over theyears the government had established many protocols and protectionsto prevent abuses of various kinds There were good intentionsbehind these protections but as they built up layerupon layer they began to cause more harm than the abusestheyd been designed to prevent For instance when makingpurchase decisions procurement officials could not use evidenceof vendors past performance

Kelman knew hed have to make some progress quickly or elsehed be dismissed If an example of successful change couldsomehow be achieved quickly it might be possible to use that toset other changes in motion he wrote later He sought a victorythat would be fast achievable and visible-a small win thatwould work for all of his constituents whether the Defense Departmentor the Health and Human Services Department If hecould get their Elephants moving with an easy mission-the governmentequivalent of the 5-Minute Room Rescue-he thoughthe would be able to keep them moving

One day a conversation with a government employee sparkedan idea The employee told Kelman that when she needed simpleinexpensive items such as a few computer disks the procurementrules made it impossible for her to walk to thecomputer superstore across the str1048958et and buy them She foundthis limitation was infuriatingKelman spotted an opportunity He went to the senior procurementexecutives and issued a challenge I want you to doubleyour agencys use ofgovernment credit cards over the next year (Noticethe precision of the challenge a la the 1 milk campaign By

being specific about the behavioral change Kelman was directinghis constituents Riders) In his vision anytime employees neededsomething small-computer disks or a replacement hard driveor a carton of office paper-they should be able to march acrossthe street armed with their credit cards and purchase what theyneeded on the spot Kelman asked the agencies to make a formalPledge to embrace the idea The agencies were supportive soKelman pushed further Over the next year he organized fourmore pledgesso here they donrsquot need quotation or tender Government may check later whether it complies fair price policy

The second pledge was a biggie Kelman asked the agencies tobreak with the tradition of ignoring past performance He knewthis would be a tough sell so he decided to push for it publiclyonly when he was sure he had at least eight agencies onboard Hehit the phones and his employees and advisers rallied the peoplein their networks Eventually his team had eight agencies signedup but he wasnt finished After we got to nine agencies participationstarted snowballing and soon we could say to the holdoutsAlmost everyone but you is participating (This outcomeforeshadows a point that we make in Chapter 1 0 about behaviorbeing contagious Kelman managed to address all three parts ofthe framework-directing the Rider motivating the Elephantand shaping the Path)

When you engineer early successes what youre really doing isengineering hope Hope is precious to a change effort Its Elephantfuel

Main strategy 2 Motivate the Elephant2c Grow your people(creating sense of

identity amp instill growth mindset)bull Be noted identity may be created it is not always

inherited thing For example creating identity like Iutians are hard working gives a boost to the elephant to do something

bull So this identity to be created in positive way bull Identity may be achieved by birth and or individual

endeavour For example citizen of a country(by birth) is an identity received by birth while lsquoEngineerrsquo identity that is earned through hard study

bull Growth mindset to be instilled by removing limiting belief that things could not be changed by trying The new belief system should be that anything could be learnt and anything is possible

bull Example Brasilatas inventors

The St Lucia Parrot exists only o n the Caribbean island o f StLucia Its gorgeous with a vivid turquoise blue face lime greenwings and a striking red shield on its chest In 1977 only onehundred St Lucia Parrots were left on the island The populationhad been decimated by habitat destruction hunters andpeople who trapped them to use as pets The St Lucia Parrotseemed doomed in the words of one biologist the species couldnot escape oblivion by the year 2000Enter an unlikely savior college student Paul Butler In 1977Butler was finishing his last year of studies at North-East LondonPolytechnic Butlers passion was conservation and hed previouslyspent five weeks completing a field research expedition inSt Lucia where hed studied the parrot and submitted recommendationsfor preserving the species

Pg 149

Weve seen that one way to motivate a switch is to shrink thechange which makes people feel big relative to the challengeBut here were seeing something different Paul Butler didntshrink the change Instead he grew the people He made the StLucians swell with pride over their parrot-a species that existsnowhere else He inspired them to feel more determined moreready more motivated And when you build people up in thisway they dtvelop the strength to act

In essence Butlers goal was to convince St Lucians that theywere the kind of people who protected their own In public eventsButler stressed This parrot is ours Nobody has this but us Weneed to cherish it and look after it He did everything in hispower to make the public more familiar with the bird He hostedSt Lucia Parrot puppet shows distributed T-shirts cajoled a localband to record songs about the bird convinced local hotels toprint up bumper stickers recruited volunteers to dress up in parrotcostumes and visit local schools and asked local ministers tocite relevant Bible verses (for instance verses that instructed believersto be good stewards of the things that were in their trust)

James March a professor of politicalscience at Stanford University March says that when peoplemake choices they tend to rely on one of two basic models ofdecision making the consequences model or the identity modelThe consequences model is familiar to students of economicsIt assumes that when we have a decision to make we weigh thecosts and benefits of our options and make the choice thatmaximizes our satisfaction Its a rational analytical approachThis is the approach that Paul Buder knew would fail withSt Lucians because there simply wasnt a strong costbenefitcase for the parrot

In the identity model of decision making we essentially askourselves three questions when we have a decision to make Whoam l What kind of situation is this What would someone like medo in this situation Notice whats missing any calculation of costsand benefits The identity model explains the way most peoplevote which contradicts our notion of the self-interested voterIt helps to shed light on why an auto mechanic in Oklahomawould vote against a Democrat whod give him health insuranceand why a Silicon Valley millionaire would vote against a Republicanwhod cut her taxes

Generally when we use the word identity were talking aboutan immutable trait of some kind-such as a racial ethic orregional identity But thats a relatively narrow use of the termWere not just born with an identity we adopt identities throughoutour lives We aspire to be good mothers or fathers devoutCatholics or Muslims patriotic citizens and so on

Or consider a professional identity such as being a scientistClearly youre not born a scientist Its an identity you seek outand one that others such as your professors and mentors consciouslycultivate in you As you develop and grow in that identityit becomes an increasingly important part of your self-imageand triggers the kind of decision making that March describes

Its critical to realize that these identity stories arent just specialcase situations confined to scientists or nurses or St LuciansIdentity is going to play a role in nearly every change situationEven yours When you think about the people whose behaviorneeds to change ask yourself whether they would agree with thisstatement I aspire to be the kind of person who would makethis change If their answer is yes thats an enormous factor in your favor If their answer is no then youll have to work hard toshow them that they should aspire to a different self-image Andthats exactly what Paul Butler did in St Lucia He convinced theislands citizens to think This is our bird-if we want to be goodSt Lucians wed better protect it

in a business context consider a firmthat invented an identity that subsequently became the engine ofits success The firm is Brasilata-its a US$ 1 70 million manufacturingfirm in Brazil that produces various kinds of steel cansAs youd imagine the can manufacturing industry is relativelymature-not much growth not much excitement But Brasilatadefies the stereotype of a boring stuck-in-its ways manufacturerIn fact it has one of the best reputations for innovation of anycompany in Latin America

How does a manufacturer of cans become known as an innovatorBrasilatas founders were inspired by the philosophy ofJapanese car manufacturers like Honda and Toyota which empoweredtheir frontline employees to take ownership of theirwork For instance at Toyota any employee who spotted a defectcould stop the assembly line (this would have been unthinkablein Detroit at the time) Toyota and Honda also actively solicited

ideas for innovation from their employees In 1 987 the foundersof Brasilata launched an employee-innovation program modeledon the Japanese forerunnersA new identity was the core of the program Employees ofBrasilata hecame known as inventors and when new employeesjoined the firm they were asked to sign an innovation contractThis wasnt simply feel-good language Top management challengedemployees to be on the lookout for potential innovationsideasfor how to create better products improve productionprocesses and squeeze costs out of the system Procedures developedwithin the factory made it easy for inventors to submit theirideas

The program succeeded beyond any reasonable expectationsIn 2008 employees submitted 1 34846 ideas-an averageof 1452 ideas per inventor This figure puts Brasilata on par withthe Japanese trendsetters that had inspired the programMany of the suggestions led to the development of new productsFor instance in late 2008 Brasilata came up with a new approachfor steel cans designed to carry dangerous or flammableliquids To meet United Nations standards such cans must beable to withstand a drop from 1 2 meters (roughly 4 feet) Traditionallymost manufacturers had reached this standard by thickeningthe metal layers which used up more raw material andrequired new production processes And the reinforced designswerent foolproof-the metal seams were prone to split if a canlanded on an edgeBrasilatas inventors

suggested a new design inspired by carbumpers that collapse on impact Their new steel can deformedslightly on impact reducing stress on the critical seam The newdesign resisted impact better while also reducing the amount ofsteel in the canThe inventors have led Brasilata through emergencies In200 1 a severe energy crisis-the blackout syndrome ndashforced

the government of Brazil to ration energy Businesses received astrict quota of electricity The inventors went to work dreamingup power-saving ideas-hundreds of them Within a few weeksBrasilatas energy consumption was reduced by 35 percent fallingbelow the companys quota and allowing the company to resell itsextra energy

Another unexpected idea was jointly suggested by two employeesEliminate our jobs theyre not necessary anymore The ideawas accepted but the company found a new place for the employeesBrasilata has a no-dismissal policy and also distributes1 5 percent of its net profits to employees Its no surprise thatBrasilata consistently appears on best places to work lists inBrazilLets remember something This inventor identity whichhas fueled business success and employee satisfaction was madeup None of Brasilatas employees were born inventors Theidentity was introduced to them and they liked the sound of itIt seemed to be a mantle worth wearing Being an inventor hasbecome a source of pride and strength

If cultivating an identity sounds daunting take heart A classicstudy in psychology shows that you can start with small steps Inthe 1960s two psychologists from Stanford University JonathanFreedman and Scott Fraser asked a researcher to go door-to-doorin an upscale neighborhood in Palo Alto California

Pg 158

indeed 83 percent of the home ownerspassed on the opportunity ldquo

Two weeks earlier thesame home owners had been approached by a volunteer claimingto represent a different driver-safety organization They wereasked to put a tiny Be a Safe Driver sign-less than half thesize of a postcard-in the window of their car or home The volunteersaid the sign was intended to make citizens more aware ofthe need to drive carefully This seemed such a trivial commitmentthat almost all of the home owners said yes

When the researcherscame back two weeks later and asked the home owners to installthe eyesore billboard 76 percent accepted it

the science of the billboardstudy says something pretty remarkable It shows us that peopleare receptive to developing new identities that identities growfrom small beginnings Once you start seeing yourself as a concernedcitizen youll want to keep acting like one Thats tremendouslygood news for someone leading a change effort It meansfor example that if you can show people why the environment isworth caring about it wont take years for them to think of themselvesas environmentalists It took only a few days for the homeowners to think of themselves as concerned citizens

You need to create the expectationof failure-not the failure of the mission itself but failureen route This notion takes us into a fascinating area of researchthat is likely to change the way you view the world

Main strategy 3 Shape the path3a Tweak the environment

bull TWEAK THE ENVIRONMENT When the situation changes the behavior

bull changes So change the situation [Throwing out the phone system at Rackspace

bull 1-Click ordering simplifying the online time sheet]bull Tweaking the environment is about making the right

behaviors a little bit easier and the wrong behaviors a little bit harder Its that simple

bull ]

Fundamental attribution error ndash we hurrily judge someonesomething from Direct

attributes but forget about situation that may have created those attributes

frequently blind to the power of situations In a famousarticle Stanford psychologist Lee Ross surveyed dozens ofstudies in psychology and noted that people have a systematictendency to ignore the situational forces that shape other peoplesbehavior He called this deep-rooted tendency the FundamentalAttribution Error The error lies in our inclination toattribute peoples behavior to the way they are rather than to thesituation they are in

how a smoother Path can change behavior consider someresearch that studied why college students did (or didnt) donatefood to a canned-food drive for charity The researchers knewsome students would be more charitable and generous thanothers and would be more inclined to donate food Theresearchers wondered Can we alter the situation so that jerks givetoo

Pg 182

Some students received a basicletter announcing the launch of a food drive the following weekand asking them to bring canned food to a booth on TressiderPlaza (a well-known spot on campus) Other students received amore detailed letter which included a map to the precise spot arequest for a can of beans and a suggestion that they think abouta time when theyd ordinarily be near Tressider Plaza so theywouldnt have to go out of their way to get there

Students who received the basic letter were not very generousOnly 8 percent of the saints donated and not a single one ofthe jerks

Students who received the more detailedletter were substantially more charitable 42 percent of thesaints donated and so did 2 5 percent of the jerks

Tweaking the environment is about making the right behaviorsa little bit easier and the wrong behaviors a little bit harder Itsthat simple

3b Build habit

bull When something becomes a habit our rational brain(rider) does not have to exert almost any energy or will power This will power energy is of limited supply and could not work for long stretch of time

bull So if step by step procedure some objective or main task could be turned into a habit it would be easier for human beings to do it

bull BUILD HABITS When behavior is habitual its free-it doesnt tax the Rider

bull Look for ways to encourage habits [Setting action triggers eating two bowls of

bull soup while dieting using checklists

Example or strategy to build habit

bull 21 days repetition method

3b Action trigger

Peter Gollwitzer a psychologist at New York University is thepioneer of work in this area He and colleague Veronika Brandstarterfound that action triggers are quite effective in motivatingaction

By preloading the decisionwe conserve the Riders self-control(it does not have to think about what to do)

In one study they tracked college students who had theoption to earn extra credit in a class by writing a paper about how they spent Christmas Eve But there was a catch To earn the credit they had to submit the paper by December 26 Most studentshad good intentions of writing the paper but only 33 percentof them got around to writing and submitting it Otherstudents in the study were required to set action triggers-tonote in advance exactly when and where they intended to write the report (for example Ill write this report in my dads officeon Christmas morning before everyone gets up) A whopping75 percent of those students wrote the report

3c Rally the herd

bull Social and peer pressure is a very strong force in motivating us to do something

bull So if influential celebrity type people do something the majority follow through Here 8020 rule applies

bull Again if someone could be told that the majority are doing this heshe would like to be the part of the group(here) and comply with Therefore become happy as becoming of a group that fulfills our belonging needs

bull The Elephant constantly looks to the herd for cues about how to behave

bull Other people are getting their work done on time Why wont you

bull RALLY THE HERD Behavior is contagious Help it spread [Fataki in Tanzaniafree spaces in hospitals seeding the tip jar]

By STANDER effect ndash humanbeings take decision after

looking what others doColumbia University students having volunteered for a researchstudy were asked to sit in a room and fill out a surveySome were left alone others were put in rooms with two otherstudents As they filled out their surveys a crisis emergedSmoke began to pour into the room through a wall vent Thesmoke continued to flow in irregular puffs until eventually theroom was filled with haze Of the students sitting in a room bythemselves 75 percent got up and found someone to alert aboutthe smoke But when three students were placed in the roomat the same time only 38 percent of the groups of three ever reportedthe smoke They just sat there inhaling the smoke eachindividuals inaction signaling to the other two people in theroom that this smoke cloud isnt such a big deal

In a similar study individuals or pairs who were completinga survey heard what sounded like a woman falling down loudlyon the other side of a room divider Of the lone bystanders 70percent went to help her but only 40 percent of the pairs helpedEven when the pairs helped they acted more slowly than the individuals

Why do groups fail to respond as well as individualsIn ambiguous situations-smoke pouring into a room theapparent sound of a fall-people look to others for cues abouthow to interpret the event If you see a man suddenly collapse atthe mall your brain races through possible interpretations Its aheart attack Or wait maybe he tripped and fell down Or whatif hes playing a gag on someone Youre reluctant to rush overimmediately because if he simply tripped your alarm-bell behaviorwill leave you both embarrassedIf youre the only person around to react youll probably makeyour best guess-heart attack-and rush over But if theres acrowd youve got two stimuli to process the collapse itself andthe crowds reaction to the collapse You might pause briefly tostudy the crowd Are other people acting like hes had a heart attackYou stand there idling ready to spring into action at thefirst sign of crisis But as you wait other people are looking backat you and when they see you idling your behavior becomes datafor their theory that its not an emergency And thats why threepeople can sit in a room filling with smoke and not make a peep

a group of socialpsychologists persuaded a hotel manager to test out a newsign in the hotel bathrooms The sign didnt mention the environmentat alIi it simply said that the the majority of guests atthe hotel reuse their towels at least once during their stay Itworked-guests who got this sign were 26 percent more likely toreuse their towels They took cues from the herdNote the downside though If the sign had said About 8of our guests decide to reuse their towels new guests would havebeen less likely to reuse theirs

SummaryHOW TO MAKE A SWITCHFor things to change somebody somewhere has to start actingdifferently Maybe its you maybe its your teamPicture that person (or people)Each has an emotional Elephant side and a rational Rider sideYouve got to reach both And youve also got to clear the wayfor them to succeed In short you must do three things

DIRECT the RiderFOLLOW THE BRIGHT SPOTS Investigate whats working and clone it [Jerrysternin in Vietnam solutions-focused therapy]SCRIPT THE CRITICAL MOVES Dont think big picture think in terms of specificbehaviors [1 milk four rules at the Brazilian railroad]POINT TO THE DESTINATION Change is easier when you know where youregoing and why its worth it [You ll be third graders soon No dry holes at BP]

MOTIVATE the ElephantFIND THE FEELING Knowing something isn t enough to cause change Makepeople feel something [Piling gloves on the table the chemotherapy video gameRobyn Waterss demos at Target]SHRINK THE CHANGE Break down the change until it no longer spooks the Elephant[The 5-Minute Room Rescue procurement reform]GROW YOUR PEOPLE Cultivate a sense of identity and instill the growth mindset[Brasilatas inventors junior-high math kids turnaround]

SHAPE the PathTWEAK THE ENVIRONMENT When the situation changes the behaviorchanges So change the situation [Throwing out the phone system at Rackspace1-Click ordering simplifying the online time sheet]BUILD HABITS When behavior is habitual its free-it doesnt tax the RiderLook for ways to encourage habits [Setting action triggers eating two bowls ofsoup while dieting using checklists]RALLY THE HERD Behavior is contagious Help it spread [Fataki in Tanzaniafree spaces in hospitals seeding the tip jar]

Summary Direct the Rider(Head rational thinker)

Heres the good news The Riders strengths are substantialand his flaws can be mitigated When you appeal to the Rider insideyourself or inside others you are trying to influence yourgame plan should be simpleFirst follow the bright spots Think of the Vietnamese childrenwho stayed well nourished against the odds or the Genentechsales reps who racked up sales against the odds AB you analyzeyour situation youre sure to find some things that are workingbetter than others Dont obsess about the failures Instead investigateand clone the successesNext give direction to the Rider-both a start and a finishSend him a destination postcard (Youll be a third grader soon)and script his critical moves (Buy 1 milk) When you do these things youll prepare the Rider to lead aswitch And youll arm him for the ongoing struggles with hisreluctant and formidable partner the Elephant

Summary Motivate the Elephant(Lazy pleasure loving self)

In times of change we need to remind ourselves and others againand again of certain basic truths Our brains and our abilities arelike muscles They can be strengthened with practice Were notborn skateboarders or scientists or nurses we must learn how toskateboard do science or care for sick people And our inspirationto change ourselves comes from our desire to live up to thoseidentitiesIn the story of Molly Howard we see that amazing things canhappen when you combine the aspiration of a new identity withthe persistence of the growth mindset Thats how you grow yourpeople

Over the past few chapters weve seen that the centralchallenge of change is keeping the Elephant moving forwardWhereas the Rider needs direction the Elephant needs motivationAnd weve seen that motivation comes from feelingknowledgeisnt enough to motivate change But motivation alsocomes from confidence The Elephant has to believe that its capableof conquering the change And there are two routes tobuilding peoples confidence so that they feel big relative totheir challenge You can shrink the change or grow your people(or preferably both)

Summary Shaping the pathOur picture of change is still incomplete though because itsclear that in some situations even a reluctant Elephant and a confusedRider will manage to change their behavior For instanceconsider the fact that even a lost angry driver who is hopelesslylate for an appointment will stop dutifully for a red lightThats why to make changes stick weve got to think aboutshaping the Path

First you need to tweak theenvironment to provide a free space for discussion At Alpha therotational teams had a private place to meet and that created afree space where the new identity could grow Do your own reformershave a private place where they can meet and coordinate

Second you should build good habits Recall the idea of actiontriggers-visualizing when and where you are going to dosomething important The interns at Alpha were essentially settingaction triggers They thought about what they would sayand how they would act when 9 pm came and the signoutprocess was triggered They mentally rehearsed how they wouldrespond if an argument flared up with the night resident Havemembers of your team rehearsed how theyll react when theymeet resistance from your organizations old guard

Finally you should rally the herd At Alpha the leaders helpedthe reformers find one another and the reformers began to createa language-as we saw in the examples of the designateddriver and Fataki-that allowed them to talk about their valueswith others As a leader you can help prod them to create this languageto find ways to articulate what is different and better aboutthe change you seek

We started the Path section by discussing the Fundamental AttributionError-the tendency to attribute behavior to peoplescharacter rather than to their environments Look again at theteaching-hospital example At Alpha 42 percent of superiors supportedthe change at Beta 66 percent supported it Almost all ofus would have put our money on Beta Not many of us whenconfronted with that data would have immediately thought Yesbut what about the situational forces

At the two hospitals individual character competed with situationalforces and situational forces won This brings us backfull circle to the food drive study where a jerk with clear instructionswas more charitable than a saint with generic instructionsThe line between saints and jerks wasnt as clear as we mighthave thought Neither was the line between supporters and resistersof hospital reformIf the right Path can turn a jerk into a saint then the rightPath can also turn a change enemy into an ally

ReferenceReference book HOW TO CHANGE THINGS WHEN CH ANGE IS HARD

By CHIP HEATH (a professor at the GraduateSchool of Business at Stanford University) and DAN HEATH(a senior fellow at Duke Universitys Centerfor the Advancement of Social Entrepreneurship(CASE))

• Change Management
• Reference
• Slide 3
• Rider
• Elephant
• Main strategy 1 Direct the Rider 1a Follow the brightspot
• Details of Vietnam example
• Slide 8
• Slide 9
• Main strategy 1 Direct the Rider 1b Script the critical move
• Slide 11
• Slide 12
• Main strategy 1 Direct the Rider 1c POINT TO THE DESTINATION
• Main strategy 2 Motivate the Elephant 2a Find the Feeling
• Slide 15
• Slide 16
• Slide 17
• Slide 18
• Slide 19
• Slide 20
• Slide 21
• Slide 22
• Slide 23
• Main strategy 2 Motivate the Elephant 2b Shrink the Change
• Slide 25
• Slide 26
• Slide 27
• Slide 28
• Slide 29
• Slide 30
• Slide 31
• Slide 32
• Slide 33
• Slide 34
• Slide 35
• Slide 36
• Slide 37
• Slide 38
• Slide 39
• Slide 40
• Main strategy 2 Motivate the Elephant 2c Grow your people(creating sense of identity amp instill growth mindset)
• Slide 42
• Slide 43
• Slide 44
• Slide 45
• Slide 46
• Slide 47
• Slide 48
• Slide 49
• Slide 50
• Slide 51
• Slide 52
• Slide 53
• Slide 54
• Slide 55
• Main strategy 3 Shape the path 3a Tweak the environment
• Fundamental attribution error ndash we hurrily judge someonesomething from Direct attributes but forget about situation that may have created those attributes
• Slide 58
• Slide 59
• 3b Build habit
• Slide 61
• Example or strategy to build habit
• 3b Action trigger
• Slide 64
• 3c Rally the herd
• Slide 66
• By STANDER effect ndash humanbeings take decision after looking what others do
• Slide 68
• Slide 69
• Slide 70
• Summary
• Slide 72
• Slide 73
• Summary Direct the Rider(Head rational thinker)
• Summary Motivate the Elephant(Lazy pleasure loving self)
• Slide 76
• Summary Shaping the path
• Slide 78
• Slide 79
• Slide 80
• Slide 81

Main strategy 2 Motivate the Elephant

2b Shrink the Changebull If the task appears very big elephant does not want to

do it So if the elephant is tricked to do only a portion of the task or for a small time eventually the whole task to be done It is always harder to start

bull Our human emotional sides require instant gratification and sense of achieving(winning) So accomplishing subtask that is relatively easier and less time consuming provides this psychological boost

bull Example So the change may first applied to a village than to the whole country

bull Example Instead of 60 minutes students may be asked to study for 5 minutes

A local car wash ran a promotion featuring loyalty cards Everytime customers bought a car wash they got a stamp on theircards and when they filled up their cards with eight stamps theygot a free washAnother set of customers at the same car wash got a slightlydifferent loyalty card They needed to collect ten stamps (ratherthan eight) to get a free car wash-but they were given a headstart When they received their cards two stamps had alreadybeen addedThe goal was the same for both sets of customers Buy eightadditional car washes get a reward But the psychology was differentIn one case youre 20 percent of the way toward a goaland in the other case youre starting from scratch A few monthslater only 1 9 percent of the eight-stamp customers had earned afree wash versus 34 percent of the head-start group (And thehead-start group earned the free wash faster)

People find it more motivating to be partly finished with alonger journey than to be at the starting gate of a shorter oneThats why the conventional wisdom in development circles isthat you dont publicly announce a fund-raising campaign for acharity until youve already got 50 percent of the money in thebag (After all who wants to give the first $ 1 00 to a $ 1 millionfund-raising campaign)One way to motivate action then is to make people feel asthough theyre already closer to the finish line than they might have thought

That sense of progress is critical because the Elephant in usis easily demoralized Its easily spooked easily derailed and forthat reason it needs reassurance even for the very first step ofthe journeyIf youre leading a change effort you better start looking forthose first two stamps to put on your teams cards Rather thanfocusing solely on whats new and different about the change tocome make an effort to remind people whats already been conquered

A business cliche commands us to raise the bar But thatsexactly the wrong instinct if you want to motivate a reluctant ElephantYou need to lower the bar Picture taking a high-jump barand lowering it so far that it can be stepped overIf you want a reluctant Elephant to get moving you need toshrink the change

a clever self-help technique calledthe 5-Minute Room Rescue proposed by Marla Cilley a homeorganizingguru who calls herself the Fly Lady (think of zoomingthrough your housecleaning with wings) Heres what you doGet a kitchen timer and set it for 5 minutes Then go to the worstroom in your house-the one youd never let a guest see-andas the timer ticks down start clearing a path and when the timerbuzzes you can stop with a clear conscience

This is an Elephant trick The Elephant hates doing things with no immediate payoff

To get the Elephant off its duff you need to reassureit that the task wont be so bad Look its just 5 minutesHow bad can it be

What good is a 5-minute session of cleaning Not much Itgets you moving though and thats the hardest part Starting anunpleasant task is always worse than continuing it So once youstart cleaning house chances are you wont stop at 5 minutesYoull be surprised at how fast things turn around Youll start totake pride in your accomplishments-starting with the cleansink then the clean bathroom then the clean downstairs areaandthat pride and confidence will build on itself A virtuous circleBut you couldnt have enjoyed the virtuous circle without first shrinking the change

In his book TheTotal Money Makeover Ramsey

One of Ramseys best-known and most controversial debtfightingtechniques is the Debt Snowball When the Farrarsfound themselves with over $ 1 00000 in debt (not includingtheir mortgage) they started working on the Debt SnowballThe first step was to list all their debts-everything from creditcards to overdue electric bills to student loans-and then arrangethem in order from smallest to largest Next their instructionswere to make only the minimum payments on every debt withone exception

After the minimum payments were made everyavailable dollar would be put toward the first debt on the list Becausethe first debt was the smallest one it could be paid off relativelyquickly and the Farrars could cross it off the list and thendirect every available dollar to paying off the second debt thenthe third then the fourth As they crossed off each debt theywere able to eliminate a minimum payment which gave themmore cash to attack the next debt Thats why the strategy iscalled a Debt Snowball With each debt that is conquered the snowball of money applied to the next debt grows and rolls a little faster

Notice whats missing here any mention of interest rates Ifthe Farrars smallest debt was a past-due utility bill with no in

terest charges whatsoever Ramsey still advised them to pay it offbefore tackling any of their credit card bills which might have interestrates of 20 percent or aboveThis advice makes the average financial adviser cringe Afterall simple math tells us that were financially better-off if we paydown high-interest debt first

Ramsey writes --Being a certified nerd I always used to start with makingthe math work I have learned that the math doesneed to work but sometimes motivation is more importantthan math This is one of those times Faceit if you go on a diet and lose weight the first week youwill stay on that diet If you go on a diet and gain weightor go six weeks with no visible progress you will quitWhen training salespeople I try to get them a sale ortwo quickly because that fires them up When you startthe Debt Snowball and in the first few days pay off acouple oflittle debts trust me it lights your fire I dontcare if you have a masters degree in psychology youneed quick wins to get fired up And getting fired up issuper-important

Most financial advisers recommend that their clients paydown high-interest debt first in order to optimize the impact oftheir money But Ramseys not trying to solve an optimizationproblem hes trying to solve an Elephant problem The reasonpeople get themselves into financial trouble he knows is thatthey lose control They begin to feel powerless in the face of amountain of debt And you cant combat powerlessness withmath You combat it by proving to people that they can win Ifyou pay $ 1 8 5 toward a $20000 debt on a high-interest creditcard youre still going to feel hopeless But if you completely payoff a $ 1 8 5 overdue utility bill you can cross it off yo r list Youvewon a victory over debtRamsey is using the same strategy as the Fly Lady with her5-Minute Room Rescue-if people are facing a daunting taskand their instinct is to avoid it youve got to break down the taskShrink the change Make the change small enough that they canthelp but score a victory Once people clean a single room or payoff a single debt their dread starts to dissipate and their progressbegins to snowballC

One way to shrink change then is to limit the investment youreasking for-only 5 minutes of housecleaning only one smalldebt Another way to shrink change is to think of small winsmilestonesthat are within reach (Our dad Fred Heath whoworked over thirty years for IBM would tell his teams that whenmilestones seemed too distant they should look for inch pebblesNice one Dad)

Kelman a professor of public management at Harvard UniversitysKennedy School of Government got a call from theClinton administration in 1 993 asking him to lead the Officeof Federal Procurement Policy (OFPP) As the head of OFPp hewould be responsible for reforming the governments procurementefforts

Kelman was reluctant to head up OFPp knowing there wasa pretty good chance that despite his best efforts nothing wouldchange but in the end he accepted the job He knew exactly whathe was getting into because three years earlier hed written a bookabout procurement reformThere were lots of problems with procurement Over theyears the government had established many protocols and protectionsto prevent abuses of various kinds There were good intentionsbehind these protections but as they built up layerupon layer they began to cause more harm than the abusestheyd been designed to prevent For instance when makingpurchase decisions procurement officials could not use evidenceof vendors past performance

Kelman knew hed have to make some progress quickly or elsehed be dismissed If an example of successful change couldsomehow be achieved quickly it might be possible to use that toset other changes in motion he wrote later He sought a victorythat would be fast achievable and visible-a small win thatwould work for all of his constituents whether the Defense Departmentor the Health and Human Services Department If hecould get their Elephants moving with an easy mission-the governmentequivalent of the 5-Minute Room Rescue-he thoughthe would be able to keep them moving

One day a conversation with a government employee sparkedan idea The employee told Kelman that when she needed simpleinexpensive items such as a few computer disks the procurementrules made it impossible for her to walk to thecomputer superstore across the str1048958et and buy them She foundthis limitation was infuriatingKelman spotted an opportunity He went to the senior procurementexecutives and issued a challenge I want you to doubleyour agencys use ofgovernment credit cards over the next year (Noticethe precision of the challenge a la the 1 milk campaign By

being specific about the behavioral change Kelman was directinghis constituents Riders) In his vision anytime employees neededsomething small-computer disks or a replacement hard driveor a carton of office paper-they should be able to march acrossthe street armed with their credit cards and purchase what theyneeded on the spot Kelman asked the agencies to make a formalPledge to embrace the idea The agencies were supportive soKelman pushed further Over the next year he organized fourmore pledgesso here they donrsquot need quotation or tender Government may check later whether it complies fair price policy

The second pledge was a biggie Kelman asked the agencies tobreak with the tradition of ignoring past performance He knewthis would be a tough sell so he decided to push for it publiclyonly when he was sure he had at least eight agencies onboard Hehit the phones and his employees and advisers rallied the peoplein their networks Eventually his team had eight agencies signedup but he wasnt finished After we got to nine agencies participationstarted snowballing and soon we could say to the holdoutsAlmost everyone but you is participating (This outcomeforeshadows a point that we make in Chapter 1 0 about behaviorbeing contagious Kelman managed to address all three parts ofthe framework-directing the Rider motivating the Elephantand shaping the Path)

When you engineer early successes what youre really doing isengineering hope Hope is precious to a change effort Its Elephantfuel

Main strategy 2 Motivate the Elephant2c Grow your people(creating sense of

identity amp instill growth mindset)bull Be noted identity may be created it is not always

inherited thing For example creating identity like Iutians are hard working gives a boost to the elephant to do something

bull So this identity to be created in positive way bull Identity may be achieved by birth and or individual

endeavour For example citizen of a country(by birth) is an identity received by birth while lsquoEngineerrsquo identity that is earned through hard study

bull Growth mindset to be instilled by removing limiting belief that things could not be changed by trying The new belief system should be that anything could be learnt and anything is possible

bull Example Brasilatas inventors

The St Lucia Parrot exists only o n the Caribbean island o f StLucia Its gorgeous with a vivid turquoise blue face lime greenwings and a striking red shield on its chest In 1977 only onehundred St Lucia Parrots were left on the island The populationhad been decimated by habitat destruction hunters andpeople who trapped them to use as pets The St Lucia Parrotseemed doomed in the words of one biologist the species couldnot escape oblivion by the year 2000Enter an unlikely savior college student Paul Butler In 1977Butler was finishing his last year of studies at North-East LondonPolytechnic Butlers passion was conservation and hed previouslyspent five weeks completing a field research expedition inSt Lucia where hed studied the parrot and submitted recommendationsfor preserving the species

Pg 149

Weve seen that one way to motivate a switch is to shrink thechange which makes people feel big relative to the challengeBut here were seeing something different Paul Butler didntshrink the change Instead he grew the people He made the StLucians swell with pride over their parrot-a species that existsnowhere else He inspired them to feel more determined moreready more motivated And when you build people up in thisway they dtvelop the strength to act

In essence Butlers goal was to convince St Lucians that theywere the kind of people who protected their own In public eventsButler stressed This parrot is ours Nobody has this but us Weneed to cherish it and look after it He did everything in hispower to make the public more familiar with the bird He hostedSt Lucia Parrot puppet shows distributed T-shirts cajoled a localband to record songs about the bird convinced local hotels toprint up bumper stickers recruited volunteers to dress up in parrotcostumes and visit local schools and asked local ministers tocite relevant Bible verses (for instance verses that instructed believersto be good stewards of the things that were in their trust)

James March a professor of politicalscience at Stanford University March says that when peoplemake choices they tend to rely on one of two basic models ofdecision making the consequences model or the identity modelThe consequences model is familiar to students of economicsIt assumes that when we have a decision to make we weigh thecosts and benefits of our options and make the choice thatmaximizes our satisfaction Its a rational analytical approachThis is the approach that Paul Buder knew would fail withSt Lucians because there simply wasnt a strong costbenefitcase for the parrot

In the identity model of decision making we essentially askourselves three questions when we have a decision to make Whoam l What kind of situation is this What would someone like medo in this situation Notice whats missing any calculation of costsand benefits The identity model explains the way most peoplevote which contradicts our notion of the self-interested voterIt helps to shed light on why an auto mechanic in Oklahomawould vote against a Democrat whod give him health insuranceand why a Silicon Valley millionaire would vote against a Republicanwhod cut her taxes

Generally when we use the word identity were talking aboutan immutable trait of some kind-such as a racial ethic orregional identity But thats a relatively narrow use of the termWere not just born with an identity we adopt identities throughoutour lives We aspire to be good mothers or fathers devoutCatholics or Muslims patriotic citizens and so on

Or consider a professional identity such as being a scientistClearly youre not born a scientist Its an identity you seek outand one that others such as your professors and mentors consciouslycultivate in you As you develop and grow in that identityit becomes an increasingly important part of your self-imageand triggers the kind of decision making that March describes

Its critical to realize that these identity stories arent just specialcase situations confined to scientists or nurses or St LuciansIdentity is going to play a role in nearly every change situationEven yours When you think about the people whose behaviorneeds to change ask yourself whether they would agree with thisstatement I aspire to be the kind of person who would makethis change If their answer is yes thats an enormous factor in your favor If their answer is no then youll have to work hard toshow them that they should aspire to a different self-image Andthats exactly what Paul Butler did in St Lucia He convinced theislands citizens to think This is our bird-if we want to be goodSt Lucians wed better protect it

in a business context consider a firmthat invented an identity that subsequently became the engine ofits success The firm is Brasilata-its a US$ 1 70 million manufacturingfirm in Brazil that produces various kinds of steel cansAs youd imagine the can manufacturing industry is relativelymature-not much growth not much excitement But Brasilatadefies the stereotype of a boring stuck-in-its ways manufacturerIn fact it has one of the best reputations for innovation of anycompany in Latin America

How does a manufacturer of cans become known as an innovatorBrasilatas founders were inspired by the philosophy ofJapanese car manufacturers like Honda and Toyota which empoweredtheir frontline employees to take ownership of theirwork For instance at Toyota any employee who spotted a defectcould stop the assembly line (this would have been unthinkablein Detroit at the time) Toyota and Honda also actively solicited

ideas for innovation from their employees In 1 987 the foundersof Brasilata launched an employee-innovation program modeledon the Japanese forerunnersA new identity was the core of the program Employees ofBrasilata hecame known as inventors and when new employeesjoined the firm they were asked to sign an innovation contractThis wasnt simply feel-good language Top management challengedemployees to be on the lookout for potential innovationsideasfor how to create better products improve productionprocesses and squeeze costs out of the system Procedures developedwithin the factory made it easy for inventors to submit theirideas

The program succeeded beyond any reasonable expectationsIn 2008 employees submitted 1 34846 ideas-an averageof 1452 ideas per inventor This figure puts Brasilata on par withthe Japanese trendsetters that had inspired the programMany of the suggestions led to the development of new productsFor instance in late 2008 Brasilata came up with a new approachfor steel cans designed to carry dangerous or flammableliquids To meet United Nations standards such cans must beable to withstand a drop from 1 2 meters (roughly 4 feet) Traditionallymost manufacturers had reached this standard by thickeningthe metal layers which used up more raw material andrequired new production processes And the reinforced designswerent foolproof-the metal seams were prone to split if a canlanded on an edgeBrasilatas inventors

suggested a new design inspired by carbumpers that collapse on impact Their new steel can deformedslightly on impact reducing stress on the critical seam The newdesign resisted impact better while also reducing the amount ofsteel in the canThe inventors have led Brasilata through emergencies In200 1 a severe energy crisis-the blackout syndrome ndashforced

the government of Brazil to ration energy Businesses received astrict quota of electricity The inventors went to work dreamingup power-saving ideas-hundreds of them Within a few weeksBrasilatas energy consumption was reduced by 35 percent fallingbelow the companys quota and allowing the company to resell itsextra energy

Another unexpected idea was jointly suggested by two employeesEliminate our jobs theyre not necessary anymore The ideawas accepted but the company found a new place for the employeesBrasilata has a no-dismissal policy and also distributes1 5 percent of its net profits to employees Its no surprise thatBrasilata consistently appears on best places to work lists inBrazilLets remember something This inventor identity whichhas fueled business success and employee satisfaction was madeup None of Brasilatas employees were born inventors Theidentity was introduced to them and they liked the sound of itIt seemed to be a mantle worth wearing Being an inventor hasbecome a source of pride and strength

If cultivating an identity sounds daunting take heart A classicstudy in psychology shows that you can start with small steps Inthe 1960s two psychologists from Stanford University JonathanFreedman and Scott Fraser asked a researcher to go door-to-doorin an upscale neighborhood in Palo Alto California

Pg 158

indeed 83 percent of the home ownerspassed on the opportunity ldquo

Two weeks earlier thesame home owners had been approached by a volunteer claimingto represent a different driver-safety organization They wereasked to put a tiny Be a Safe Driver sign-less than half thesize of a postcard-in the window of their car or home The volunteersaid the sign was intended to make citizens more aware ofthe need to drive carefully This seemed such a trivial commitmentthat almost all of the home owners said yes

When the researcherscame back two weeks later and asked the home owners to installthe eyesore billboard 76 percent accepted it

the science of the billboardstudy says something pretty remarkable It shows us that peopleare receptive to developing new identities that identities growfrom small beginnings Once you start seeing yourself as a concernedcitizen youll want to keep acting like one Thats tremendouslygood news for someone leading a change effort It meansfor example that if you can show people why the environment isworth caring about it wont take years for them to think of themselvesas environmentalists It took only a few days for the homeowners to think of themselves as concerned citizens

You need to create the expectationof failure-not the failure of the mission itself but failureen route This notion takes us into a fascinating area of researchthat is likely to change the way you view the world

Main strategy 3 Shape the path3a Tweak the environment

bull TWEAK THE ENVIRONMENT When the situation changes the behavior

bull changes So change the situation [Throwing out the phone system at Rackspace

bull 1-Click ordering simplifying the online time sheet]bull Tweaking the environment is about making the right

behaviors a little bit easier and the wrong behaviors a little bit harder Its that simple

bull ]

Fundamental attribution error ndash we hurrily judge someonesomething from Direct

attributes but forget about situation that may have created those attributes

frequently blind to the power of situations In a famousarticle Stanford psychologist Lee Ross surveyed dozens ofstudies in psychology and noted that people have a systematictendency to ignore the situational forces that shape other peoplesbehavior He called this deep-rooted tendency the FundamentalAttribution Error The error lies in our inclination toattribute peoples behavior to the way they are rather than to thesituation they are in

how a smoother Path can change behavior consider someresearch that studied why college students did (or didnt) donatefood to a canned-food drive for charity The researchers knewsome students would be more charitable and generous thanothers and would be more inclined to donate food Theresearchers wondered Can we alter the situation so that jerks givetoo

Pg 182

Some students received a basicletter announcing the launch of a food drive the following weekand asking them to bring canned food to a booth on TressiderPlaza (a well-known spot on campus) Other students received amore detailed letter which included a map to the precise spot arequest for a can of beans and a suggestion that they think abouta time when theyd ordinarily be near Tressider Plaza so theywouldnt have to go out of their way to get there

Students who received the basic letter were not very generousOnly 8 percent of the saints donated and not a single one ofthe jerks

Students who received the more detailedletter were substantially more charitable 42 percent of thesaints donated and so did 2 5 percent of the jerks

Tweaking the environment is about making the right behaviorsa little bit easier and the wrong behaviors a little bit harder Itsthat simple

3b Build habit

bull When something becomes a habit our rational brain(rider) does not have to exert almost any energy or will power This will power energy is of limited supply and could not work for long stretch of time

bull So if step by step procedure some objective or main task could be turned into a habit it would be easier for human beings to do it

bull BUILD HABITS When behavior is habitual its free-it doesnt tax the Rider

bull Look for ways to encourage habits [Setting action triggers eating two bowls of

bull soup while dieting using checklists

Example or strategy to build habit

bull 21 days repetition method

3b Action trigger

Peter Gollwitzer a psychologist at New York University is thepioneer of work in this area He and colleague Veronika Brandstarterfound that action triggers are quite effective in motivatingaction

By preloading the decisionwe conserve the Riders self-control(it does not have to think about what to do)

In one study they tracked college students who had theoption to earn extra credit in a class by writing a paper about how they spent Christmas Eve But there was a catch To earn the credit they had to submit the paper by December 26 Most studentshad good intentions of writing the paper but only 33 percentof them got around to writing and submitting it Otherstudents in the study were required to set action triggers-tonote in advance exactly when and where they intended to write the report (for example Ill write this report in my dads officeon Christmas morning before everyone gets up) A whopping75 percent of those students wrote the report

3c Rally the herd

bull Social and peer pressure is a very strong force in motivating us to do something

bull So if influential celebrity type people do something the majority follow through Here 8020 rule applies

bull Again if someone could be told that the majority are doing this heshe would like to be the part of the group(here) and comply with Therefore become happy as becoming of a group that fulfills our belonging needs

bull The Elephant constantly looks to the herd for cues about how to behave

bull Other people are getting their work done on time Why wont you

bull RALLY THE HERD Behavior is contagious Help it spread [Fataki in Tanzaniafree spaces in hospitals seeding the tip jar]

By STANDER effect ndash humanbeings take decision after

looking what others doColumbia University students having volunteered for a researchstudy were asked to sit in a room and fill out a surveySome were left alone others were put in rooms with two otherstudents As they filled out their surveys a crisis emergedSmoke began to pour into the room through a wall vent Thesmoke continued to flow in irregular puffs until eventually theroom was filled with haze Of the students sitting in a room bythemselves 75 percent got up and found someone to alert aboutthe smoke But when three students were placed in the roomat the same time only 38 percent of the groups of three ever reportedthe smoke They just sat there inhaling the smoke eachindividuals inaction signaling to the other two people in theroom that this smoke cloud isnt such a big deal

In a similar study individuals or pairs who were completinga survey heard what sounded like a woman falling down loudlyon the other side of a room divider Of the lone bystanders 70percent went to help her but only 40 percent of the pairs helpedEven when the pairs helped they acted more slowly than the individuals

Why do groups fail to respond as well as individualsIn ambiguous situations-smoke pouring into a room theapparent sound of a fall-people look to others for cues abouthow to interpret the event If you see a man suddenly collapse atthe mall your brain races through possible interpretations Its aheart attack Or wait maybe he tripped and fell down Or whatif hes playing a gag on someone Youre reluctant to rush overimmediately because if he simply tripped your alarm-bell behaviorwill leave you both embarrassedIf youre the only person around to react youll probably makeyour best guess-heart attack-and rush over But if theres acrowd youve got two stimuli to process the collapse itself andthe crowds reaction to the collapse You might pause briefly tostudy the crowd Are other people acting like hes had a heart attackYou stand there idling ready to spring into action at thefirst sign of crisis But as you wait other people are looking backat you and when they see you idling your behavior becomes datafor their theory that its not an emergency And thats why threepeople can sit in a room filling with smoke and not make a peep

a group of socialpsychologists persuaded a hotel manager to test out a newsign in the hotel bathrooms The sign didnt mention the environmentat alIi it simply said that the the majority of guests atthe hotel reuse their towels at least once during their stay Itworked-guests who got this sign were 26 percent more likely toreuse their towels They took cues from the herdNote the downside though If the sign had said About 8of our guests decide to reuse their towels new guests would havebeen less likely to reuse theirs

SummaryHOW TO MAKE A SWITCHFor things to change somebody somewhere has to start actingdifferently Maybe its you maybe its your teamPicture that person (or people)Each has an emotional Elephant side and a rational Rider sideYouve got to reach both And youve also got to clear the wayfor them to succeed In short you must do three things

DIRECT the RiderFOLLOW THE BRIGHT SPOTS Investigate whats working and clone it [Jerrysternin in Vietnam solutions-focused therapy]SCRIPT THE CRITICAL MOVES Dont think big picture think in terms of specificbehaviors [1 milk four rules at the Brazilian railroad]POINT TO THE DESTINATION Change is easier when you know where youregoing and why its worth it [You ll be third graders soon No dry holes at BP]

MOTIVATE the ElephantFIND THE FEELING Knowing something isn t enough to cause change Makepeople feel something [Piling gloves on the table the chemotherapy video gameRobyn Waterss demos at Target]SHRINK THE CHANGE Break down the change until it no longer spooks the Elephant[The 5-Minute Room Rescue procurement reform]GROW YOUR PEOPLE Cultivate a sense of identity and instill the growth mindset[Brasilatas inventors junior-high math kids turnaround]

SHAPE the PathTWEAK THE ENVIRONMENT When the situation changes the behaviorchanges So change the situation [Throwing out the phone system at Rackspace1-Click ordering simplifying the online time sheet]BUILD HABITS When behavior is habitual its free-it doesnt tax the RiderLook for ways to encourage habits [Setting action triggers eating two bowls ofsoup while dieting using checklists]RALLY THE HERD Behavior is contagious Help it spread [Fataki in Tanzaniafree spaces in hospitals seeding the tip jar]

Summary Direct the Rider(Head rational thinker)

Heres the good news The Riders strengths are substantialand his flaws can be mitigated When you appeal to the Rider insideyourself or inside others you are trying to influence yourgame plan should be simpleFirst follow the bright spots Think of the Vietnamese childrenwho stayed well nourished against the odds or the Genentechsales reps who racked up sales against the odds AB you analyzeyour situation youre sure to find some things that are workingbetter than others Dont obsess about the failures Instead investigateand clone the successesNext give direction to the Rider-both a start and a finishSend him a destination postcard (Youll be a third grader soon)and script his critical moves (Buy 1 milk) When you do these things youll prepare the Rider to lead aswitch And youll arm him for the ongoing struggles with hisreluctant and formidable partner the Elephant

Summary Motivate the Elephant(Lazy pleasure loving self)

In times of change we need to remind ourselves and others againand again of certain basic truths Our brains and our abilities arelike muscles They can be strengthened with practice Were notborn skateboarders or scientists or nurses we must learn how toskateboard do science or care for sick people And our inspirationto change ourselves comes from our desire to live up to thoseidentitiesIn the story of Molly Howard we see that amazing things canhappen when you combine the aspiration of a new identity withthe persistence of the growth mindset Thats how you grow yourpeople

Over the past few chapters weve seen that the centralchallenge of change is keeping the Elephant moving forwardWhereas the Rider needs direction the Elephant needs motivationAnd weve seen that motivation comes from feelingknowledgeisnt enough to motivate change But motivation alsocomes from confidence The Elephant has to believe that its capableof conquering the change And there are two routes tobuilding peoples confidence so that they feel big relative totheir challenge You can shrink the change or grow your people(or preferably both)

Summary Shaping the pathOur picture of change is still incomplete though because itsclear that in some situations even a reluctant Elephant and a confusedRider will manage to change their behavior For instanceconsider the fact that even a lost angry driver who is hopelesslylate for an appointment will stop dutifully for a red lightThats why to make changes stick weve got to think aboutshaping the Path

First you need to tweak theenvironment to provide a free space for discussion At Alpha therotational teams had a private place to meet and that created afree space where the new identity could grow Do your own reformershave a private place where they can meet and coordinate

Second you should build good habits Recall the idea of actiontriggers-visualizing when and where you are going to dosomething important The interns at Alpha were essentially settingaction triggers They thought about what they would sayand how they would act when 9 pm came and the signoutprocess was triggered They mentally rehearsed how they wouldrespond if an argument flared up with the night resident Havemembers of your team rehearsed how theyll react when theymeet resistance from your organizations old guard

Finally you should rally the herd At Alpha the leaders helpedthe reformers find one another and the reformers began to createa language-as we saw in the examples of the designateddriver and Fataki-that allowed them to talk about their valueswith others As a leader you can help prod them to create this languageto find ways to articulate what is different and better aboutthe change you seek

We started the Path section by discussing the Fundamental AttributionError-the tendency to attribute behavior to peoplescharacter rather than to their environments Look again at theteaching-hospital example At Alpha 42 percent of superiors supportedthe change at Beta 66 percent supported it Almost all ofus would have put our money on Beta Not many of us whenconfronted with that data would have immediately thought Yesbut what about the situational forces

At the two hospitals individual character competed with situationalforces and situational forces won This brings us backfull circle to the food drive study where a jerk with clear instructionswas more charitable than a saint with generic instructionsThe line between saints and jerks wasnt as clear as we mighthave thought Neither was the line between supporters and resistersof hospital reformIf the right Path can turn a jerk into a saint then the rightPath can also turn a change enemy into an ally

ReferenceReference book HOW TO CHANGE THINGS WHEN CH ANGE IS HARD

By CHIP HEATH (a professor at the GraduateSchool of Business at Stanford University) and DAN HEATH(a senior fellow at Duke Universitys Centerfor the Advancement of Social Entrepreneurship(CASE))

• Change Management
• Reference
• Slide 3
• Rider
• Elephant
• Main strategy 1 Direct the Rider 1a Follow the brightspot
• Details of Vietnam example
• Slide 8
• Slide 9
• Main strategy 1 Direct the Rider 1b Script the critical move
• Slide 11
• Slide 12
• Main strategy 1 Direct the Rider 1c POINT TO THE DESTINATION
• Main strategy 2 Motivate the Elephant 2a Find the Feeling
• Slide 15
• Slide 16
• Slide 17
• Slide 18
• Slide 19
• Slide 20
• Slide 21
• Slide 22
• Slide 23
• Main strategy 2 Motivate the Elephant 2b Shrink the Change
• Slide 25
• Slide 26
• Slide 27
• Slide 28
• Slide 29
• Slide 30
• Slide 31
• Slide 32
• Slide 33
• Slide 34
• Slide 35
• Slide 36
• Slide 37
• Slide 38
• Slide 39
• Slide 40
• Main strategy 2 Motivate the Elephant 2c Grow your people(creating sense of identity amp instill growth mindset)
• Slide 42
• Slide 43
• Slide 44
• Slide 45
• Slide 46
• Slide 47
• Slide 48
• Slide 49
• Slide 50
• Slide 51
• Slide 52
• Slide 53
• Slide 54
• Slide 55
• Main strategy 3 Shape the path 3a Tweak the environment
• Fundamental attribution error ndash we hurrily judge someonesomething from Direct attributes but forget about situation that may have created those attributes
• Slide 58
• Slide 59
• 3b Build habit
• Slide 61
• Example or strategy to build habit
• 3b Action trigger
• Slide 64
• 3c Rally the herd
• Slide 66
• By STANDER effect ndash humanbeings take decision after looking what others do
• Slide 68
• Slide 69
• Slide 70
• Summary
• Slide 72
• Slide 73
• Summary Direct the Rider(Head rational thinker)
• Summary Motivate the Elephant(Lazy pleasure loving self)
• Slide 76
• Summary Shaping the path
• Slide 78
• Slide 79
• Slide 80
• Slide 81

A local car wash ran a promotion featuring loyalty cards Everytime customers bought a car wash they got a stamp on theircards and when they filled up their cards with eight stamps theygot a free washAnother set of customers at the same car wash got a slightlydifferent loyalty card They needed to collect ten stamps (ratherthan eight) to get a free car wash-but they were given a headstart When they received their cards two stamps had alreadybeen addedThe goal was the same for both sets of customers Buy eightadditional car washes get a reward But the psychology was differentIn one case youre 20 percent of the way toward a goaland in the other case youre starting from scratch A few monthslater only 1 9 percent of the eight-stamp customers had earned afree wash versus 34 percent of the head-start group (And thehead-start group earned the free wash faster)

People find it more motivating to be partly finished with alonger journey than to be at the starting gate of a shorter oneThats why the conventional wisdom in development circles isthat you dont publicly announce a fund-raising campaign for acharity until youve already got 50 percent of the money in thebag (After all who wants to give the first $ 1 00 to a $ 1 millionfund-raising campaign)One way to motivate action then is to make people feel asthough theyre already closer to the finish line than they might have thought

That sense of progress is critical because the Elephant in usis easily demoralized Its easily spooked easily derailed and forthat reason it needs reassurance even for the very first step ofthe journeyIf youre leading a change effort you better start looking forthose first two stamps to put on your teams cards Rather thanfocusing solely on whats new and different about the change tocome make an effort to remind people whats already been conquered

A business cliche commands us to raise the bar But thatsexactly the wrong instinct if you want to motivate a reluctant ElephantYou need to lower the bar Picture taking a high-jump barand lowering it so far that it can be stepped overIf you want a reluctant Elephant to get moving you need toshrink the change

a clever self-help technique calledthe 5-Minute Room Rescue proposed by Marla Cilley a homeorganizingguru who calls herself the Fly Lady (think of zoomingthrough your housecleaning with wings) Heres what you doGet a kitchen timer and set it for 5 minutes Then go to the worstroom in your house-the one youd never let a guest see-andas the timer ticks down start clearing a path and when the timerbuzzes you can stop with a clear conscience

This is an Elephant trick The Elephant hates doing things with no immediate payoff

To get the Elephant off its duff you need to reassureit that the task wont be so bad Look its just 5 minutesHow bad can it be

What good is a 5-minute session of cleaning Not much Itgets you moving though and thats the hardest part Starting anunpleasant task is always worse than continuing it So once youstart cleaning house chances are you wont stop at 5 minutesYoull be surprised at how fast things turn around Youll start totake pride in your accomplishments-starting with the cleansink then the clean bathroom then the clean downstairs areaandthat pride and confidence will build on itself A virtuous circleBut you couldnt have enjoyed the virtuous circle without first shrinking the change

In his book TheTotal Money Makeover Ramsey

One of Ramseys best-known and most controversial debtfightingtechniques is the Debt Snowball When the Farrarsfound themselves with over $ 1 00000 in debt (not includingtheir mortgage) they started working on the Debt SnowballThe first step was to list all their debts-everything from creditcards to overdue electric bills to student loans-and then arrangethem in order from smallest to largest Next their instructionswere to make only the minimum payments on every debt withone exception

After the minimum payments were made everyavailable dollar would be put toward the first debt on the list Becausethe first debt was the smallest one it could be paid off relativelyquickly and the Farrars could cross it off the list and thendirect every available dollar to paying off the second debt thenthe third then the fourth As they crossed off each debt theywere able to eliminate a minimum payment which gave themmore cash to attack the next debt Thats why the strategy iscalled a Debt Snowball With each debt that is conquered the snowball of money applied to the next debt grows and rolls a little faster

Notice whats missing here any mention of interest rates Ifthe Farrars smallest debt was a past-due utility bill with no in

terest charges whatsoever Ramsey still advised them to pay it offbefore tackling any of their credit card bills which might have interestrates of 20 percent or aboveThis advice makes the average financial adviser cringe Afterall simple math tells us that were financially better-off if we paydown high-interest debt first

Ramsey writes --Being a certified nerd I always used to start with makingthe math work I have learned that the math doesneed to work but sometimes motivation is more importantthan math This is one of those times Faceit if you go on a diet and lose weight the first week youwill stay on that diet If you go on a diet and gain weightor go six weeks with no visible progress you will quitWhen training salespeople I try to get them a sale ortwo quickly because that fires them up When you startthe Debt Snowball and in the first few days pay off acouple oflittle debts trust me it lights your fire I dontcare if you have a masters degree in psychology youneed quick wins to get fired up And getting fired up issuper-important

Most financial advisers recommend that their clients paydown high-interest debt first in order to optimize the impact oftheir money But Ramseys not trying to solve an optimizationproblem hes trying to solve an Elephant problem The reasonpeople get themselves into financial trouble he knows is thatthey lose control They begin to feel powerless in the face of amountain of debt And you cant combat powerlessness withmath You combat it by proving to people that they can win Ifyou pay $ 1 8 5 toward a $20000 debt on a high-interest creditcard youre still going to feel hopeless But if you completely payoff a $ 1 8 5 overdue utility bill you can cross it off yo r list Youvewon a victory over debtRamsey is using the same strategy as the Fly Lady with her5-Minute Room Rescue-if people are facing a daunting taskand their instinct is to avoid it youve got to break down the taskShrink the change Make the change small enough that they canthelp but score a victory Once people clean a single room or payoff a single debt their dread starts to dissipate and their progressbegins to snowballC

One way to shrink change then is to limit the investment youreasking for-only 5 minutes of housecleaning only one smalldebt Another way to shrink change is to think of small winsmilestonesthat are within reach (Our dad Fred Heath whoworked over thirty years for IBM would tell his teams that whenmilestones seemed too distant they should look for inch pebblesNice one Dad)

Kelman a professor of public management at Harvard UniversitysKennedy School of Government got a call from theClinton administration in 1 993 asking him to lead the Officeof Federal Procurement Policy (OFPP) As the head of OFPp hewould be responsible for reforming the governments procurementefforts

Kelman was reluctant to head up OFPp knowing there wasa pretty good chance that despite his best efforts nothing wouldchange but in the end he accepted the job He knew exactly whathe was getting into because three years earlier hed written a bookabout procurement reformThere were lots of problems with procurement Over theyears the government had established many protocols and protectionsto prevent abuses of various kinds There were good intentionsbehind these protections but as they built up layerupon layer they began to cause more harm than the abusestheyd been designed to prevent For instance when makingpurchase decisions procurement officials could not use evidenceof vendors past performance

Kelman knew hed have to make some progress quickly or elsehed be dismissed If an example of successful change couldsomehow be achieved quickly it might be possible to use that toset other changes in motion he wrote later He sought a victorythat would be fast achievable and visible-a small win thatwould work for all of his constituents whether the Defense Departmentor the Health and Human Services Department If hecould get their Elephants moving with an easy mission-the governmentequivalent of the 5-Minute Room Rescue-he thoughthe would be able to keep them moving

One day a conversation with a government employee sparkedan idea The employee told Kelman that when she needed simpleinexpensive items such as a few computer disks the procurementrules made it impossible for her to walk to thecomputer superstore across the str1048958et and buy them She foundthis limitation was infuriatingKelman spotted an opportunity He went to the senior procurementexecutives and issued a challenge I want you to doubleyour agencys use ofgovernment credit cards over the next year (Noticethe precision of the challenge a la the 1 milk campaign By

being specific about the behavioral change Kelman was directinghis constituents Riders) In his vision anytime employees neededsomething small-computer disks or a replacement hard driveor a carton of office paper-they should be able to march acrossthe street armed with their credit cards and purchase what theyneeded on the spot Kelman asked the agencies to make a formalPledge to embrace the idea The agencies were supportive soKelman pushed further Over the next year he organized fourmore pledgesso here they donrsquot need quotation or tender Government may check later whether it complies fair price policy

The second pledge was a biggie Kelman asked the agencies tobreak with the tradition of ignoring past performance He knewthis would be a tough sell so he decided to push for it publiclyonly when he was sure he had at least eight agencies onboard Hehit the phones and his employees and advisers rallied the peoplein their networks Eventually his team had eight agencies signedup but he wasnt finished After we got to nine agencies participationstarted snowballing and soon we could say to the holdoutsAlmost everyone but you is participating (This outcomeforeshadows a point that we make in Chapter 1 0 about behaviorbeing contagious Kelman managed to address all three parts ofthe framework-directing the Rider motivating the Elephantand shaping the Path)

When you engineer early successes what youre really doing isengineering hope Hope is precious to a change effort Its Elephantfuel

Main strategy 2 Motivate the Elephant2c Grow your people(creating sense of

identity amp instill growth mindset)bull Be noted identity may be created it is not always

inherited thing For example creating identity like Iutians are hard working gives a boost to the elephant to do something

bull So this identity to be created in positive way bull Identity may be achieved by birth and or individual

endeavour For example citizen of a country(by birth) is an identity received by birth while lsquoEngineerrsquo identity that is earned through hard study

bull Growth mindset to be instilled by removing limiting belief that things could not be changed by trying The new belief system should be that anything could be learnt and anything is possible

bull Example Brasilatas inventors

The St Lucia Parrot exists only o n the Caribbean island o f StLucia Its gorgeous with a vivid turquoise blue face lime greenwings and a striking red shield on its chest In 1977 only onehundred St Lucia Parrots were left on the island The populationhad been decimated by habitat destruction hunters andpeople who trapped them to use as pets The St Lucia Parrotseemed doomed in the words of one biologist the species couldnot escape oblivion by the year 2000Enter an unlikely savior college student Paul Butler In 1977Butler was finishing his last year of studies at North-East LondonPolytechnic Butlers passion was conservation and hed previouslyspent five weeks completing a field research expedition inSt Lucia where hed studied the parrot and submitted recommendationsfor preserving the species

Pg 149

Weve seen that one way to motivate a switch is to shrink thechange which makes people feel big relative to the challengeBut here were seeing something different Paul Butler didntshrink the change Instead he grew the people He made the StLucians swell with pride over their parrot-a species that existsnowhere else He inspired them to feel more determined moreready more motivated And when you build people up in thisway they dtvelop the strength to act

In essence Butlers goal was to convince St Lucians that theywere the kind of people who protected their own In public eventsButler stressed This parrot is ours Nobody has this but us Weneed to cherish it and look after it He did everything in hispower to make the public more familiar with the bird He hostedSt Lucia Parrot puppet shows distributed T-shirts cajoled a localband to record songs about the bird convinced local hotels toprint up bumper stickers recruited volunteers to dress up in parrotcostumes and visit local schools and asked local ministers tocite relevant Bible verses (for instance verses that instructed believersto be good stewards of the things that were in their trust)

James March a professor of politicalscience at Stanford University March says that when peoplemake choices they tend to rely on one of two basic models ofdecision making the consequences model or the identity modelThe consequences model is familiar to students of economicsIt assumes that when we have a decision to make we weigh thecosts and benefits of our options and make the choice thatmaximizes our satisfaction Its a rational analytical approachThis is the approach that Paul Buder knew would fail withSt Lucians because there simply wasnt a strong costbenefitcase for the parrot

In the identity model of decision making we essentially askourselves three questions when we have a decision to make Whoam l What kind of situation is this What would someone like medo in this situation Notice whats missing any calculation of costsand benefits The identity model explains the way most peoplevote which contradicts our notion of the self-interested voterIt helps to shed light on why an auto mechanic in Oklahomawould vote against a Democrat whod give him health insuranceand why a Silicon Valley millionaire would vote against a Republicanwhod cut her taxes

Generally when we use the word identity were talking aboutan immutable trait of some kind-such as a racial ethic orregional identity But thats a relatively narrow use of the termWere not just born with an identity we adopt identities throughoutour lives We aspire to be good mothers or fathers devoutCatholics or Muslims patriotic citizens and so on

Or consider a professional identity such as being a scientistClearly youre not born a scientist Its an identity you seek outand one that others such as your professors and mentors consciouslycultivate in you As you develop and grow in that identityit becomes an increasingly important part of your self-imageand triggers the kind of decision making that March describes

Its critical to realize that these identity stories arent just specialcase situations confined to scientists or nurses or St LuciansIdentity is going to play a role in nearly every change situationEven yours When you think about the people whose behaviorneeds to change ask yourself whether they would agree with thisstatement I aspire to be the kind of person who would makethis change If their answer is yes thats an enormous factor in your favor If their answer is no then youll have to work hard toshow them that they should aspire to a different self-image Andthats exactly what Paul Butler did in St Lucia He convinced theislands citizens to think This is our bird-if we want to be goodSt Lucians wed better protect it

in a business context consider a firmthat invented an identity that subsequently became the engine ofits success The firm is Brasilata-its a US$ 1 70 million manufacturingfirm in Brazil that produces various kinds of steel cansAs youd imagine the can manufacturing industry is relativelymature-not much growth not much excitement But Brasilatadefies the stereotype of a boring stuck-in-its ways manufacturerIn fact it has one of the best reputations for innovation of anycompany in Latin America

How does a manufacturer of cans become known as an innovatorBrasilatas founders were inspired by the philosophy ofJapanese car manufacturers like Honda and Toyota which empoweredtheir frontline employees to take ownership of theirwork For instance at Toyota any employee who spotted a defectcould stop the assembly line (this would have been unthinkablein Detroit at the time) Toyota and Honda also actively solicited

ideas for innovation from their employees In 1 987 the foundersof Brasilata launched an employee-innovation program modeledon the Japanese forerunnersA new identity was the core of the program Employees ofBrasilata hecame known as inventors and when new employeesjoined the firm they were asked to sign an innovation contractThis wasnt simply feel-good language Top management challengedemployees to be on the lookout for potential innovationsideasfor how to create better products improve productionprocesses and squeeze costs out of the system Procedures developedwithin the factory made it easy for inventors to submit theirideas

The program succeeded beyond any reasonable expectationsIn 2008 employees submitted 1 34846 ideas-an averageof 1452 ideas per inventor This figure puts Brasilata on par withthe Japanese trendsetters that had inspired the programMany of the suggestions led to the development of new productsFor instance in late 2008 Brasilata came up with a new approachfor steel cans designed to carry dangerous or flammableliquids To meet United Nations standards such cans must beable to withstand a drop from 1 2 meters (roughly 4 feet) Traditionallymost manufacturers had reached this standard by thickeningthe metal layers which used up more raw material andrequired new production processes And the reinforced designswerent foolproof-the metal seams were prone to split if a canlanded on an edgeBrasilatas inventors

suggested a new design inspired by carbumpers that collapse on impact Their new steel can deformedslightly on impact reducing stress on the critical seam The newdesign resisted impact better while also reducing the amount ofsteel in the canThe inventors have led Brasilata through emergencies In200 1 a severe energy crisis-the blackout syndrome ndashforced

the government of Brazil to ration energy Businesses received astrict quota of electricity The inventors went to work dreamingup power-saving ideas-hundreds of them Within a few weeksBrasilatas energy consumption was reduced by 35 percent fallingbelow the companys quota and allowing the company to resell itsextra energy

Another unexpected idea was jointly suggested by two employeesEliminate our jobs theyre not necessary anymore The ideawas accepted but the company found a new place for the employeesBrasilata has a no-dismissal policy and also distributes1 5 percent of its net profits to employees Its no surprise thatBrasilata consistently appears on best places to work lists inBrazilLets remember something This inventor identity whichhas fueled business success and employee satisfaction was madeup None of Brasilatas employees were born inventors Theidentity was introduced to them and they liked the sound of itIt seemed to be a mantle worth wearing Being an inventor hasbecome a source of pride and strength

If cultivating an identity sounds daunting take heart A classicstudy in psychology shows that you can start with small steps Inthe 1960s two psychologists from Stanford University JonathanFreedman and Scott Fraser asked a researcher to go door-to-doorin an upscale neighborhood in Palo Alto California

Pg 158

indeed 83 percent of the home ownerspassed on the opportunity ldquo

Two weeks earlier thesame home owners had been approached by a volunteer claimingto represent a different driver-safety organization They wereasked to put a tiny Be a Safe Driver sign-less than half thesize of a postcard-in the window of their car or home The volunteersaid the sign was intended to make citizens more aware ofthe need to drive carefully This seemed such a trivial commitmentthat almost all of the home owners said yes

When the researcherscame back two weeks later and asked the home owners to installthe eyesore billboard 76 percent accepted it

the science of the billboardstudy says something pretty remarkable It shows us that peopleare receptive to developing new identities that identities growfrom small beginnings Once you start seeing yourself as a concernedcitizen youll want to keep acting like one Thats tremendouslygood news for someone leading a change effort It meansfor example that if you can show people why the environment isworth caring about it wont take years for them to think of themselvesas environmentalists It took only a few days for the homeowners to think of themselves as concerned citizens

You need to create the expectationof failure-not the failure of the mission itself but failureen route This notion takes us into a fascinating area of researchthat is likely to change the way you view the world

Main strategy 3 Shape the path3a Tweak the environment

bull TWEAK THE ENVIRONMENT When the situation changes the behavior

bull changes So change the situation [Throwing out the phone system at Rackspace

bull 1-Click ordering simplifying the online time sheet]bull Tweaking the environment is about making the right

behaviors a little bit easier and the wrong behaviors a little bit harder Its that simple

bull ]

Fundamental attribution error ndash we hurrily judge someonesomething from Direct

attributes but forget about situation that may have created those attributes

frequently blind to the power of situations In a famousarticle Stanford psychologist Lee Ross surveyed dozens ofstudies in psychology and noted that people have a systematictendency to ignore the situational forces that shape other peoplesbehavior He called this deep-rooted tendency the FundamentalAttribution Error The error lies in our inclination toattribute peoples behavior to the way they are rather than to thesituation they are in

how a smoother Path can change behavior consider someresearch that studied why college students did (or didnt) donatefood to a canned-food drive for charity The researchers knewsome students would be more charitable and generous thanothers and would be more inclined to donate food Theresearchers wondered Can we alter the situation so that jerks givetoo

Pg 182

Some students received a basicletter announcing the launch of a food drive the following weekand asking them to bring canned food to a booth on TressiderPlaza (a well-known spot on campus) Other students received amore detailed letter which included a map to the precise spot arequest for a can of beans and a suggestion that they think abouta time when theyd ordinarily be near Tressider Plaza so theywouldnt have to go out of their way to get there

Students who received the basic letter were not very generousOnly 8 percent of the saints donated and not a single one ofthe jerks

Students who received the more detailedletter were substantially more charitable 42 percent of thesaints donated and so did 2 5 percent of the jerks

Tweaking the environment is about making the right behaviorsa little bit easier and the wrong behaviors a little bit harder Itsthat simple

3b Build habit

bull When something becomes a habit our rational brain(rider) does not have to exert almost any energy or will power This will power energy is of limited supply and could not work for long stretch of time

bull So if step by step procedure some objective or main task could be turned into a habit it would be easier for human beings to do it

bull BUILD HABITS When behavior is habitual its free-it doesnt tax the Rider

bull Look for ways to encourage habits [Setting action triggers eating two bowls of

bull soup while dieting using checklists

Example or strategy to build habit

bull 21 days repetition method

3b Action trigger

Peter Gollwitzer a psychologist at New York University is thepioneer of work in this area He and colleague Veronika Brandstarterfound that action triggers are quite effective in motivatingaction

By preloading the decisionwe conserve the Riders self-control(it does not have to think about what to do)

In one study they tracked college students who had theoption to earn extra credit in a class by writing a paper about how they spent Christmas Eve But there was a catch To earn the credit they had to submit the paper by December 26 Most studentshad good intentions of writing the paper but only 33 percentof them got around to writing and submitting it Otherstudents in the study were required to set action triggers-tonote in advance exactly when and where they intended to write the report (for example Ill write this report in my dads officeon Christmas morning before everyone gets up) A whopping75 percent of those students wrote the report

3c Rally the herd

bull Social and peer pressure is a very strong force in motivating us to do something

bull So if influential celebrity type people do something the majority follow through Here 8020 rule applies

bull Again if someone could be told that the majority are doing this heshe would like to be the part of the group(here) and comply with Therefore become happy as becoming of a group that fulfills our belonging needs

bull The Elephant constantly looks to the herd for cues about how to behave

bull Other people are getting their work done on time Why wont you

bull RALLY THE HERD Behavior is contagious Help it spread [Fataki in Tanzaniafree spaces in hospitals seeding the tip jar]

By STANDER effect ndash humanbeings take decision after

looking what others doColumbia University students having volunteered for a researchstudy were asked to sit in a room and fill out a surveySome were left alone others were put in rooms with two otherstudents As they filled out their surveys a crisis emergedSmoke began to pour into the room through a wall vent Thesmoke continued to flow in irregular puffs until eventually theroom was filled with haze Of the students sitting in a room bythemselves 75 percent got up and found someone to alert aboutthe smoke But when three students were placed in the roomat the same time only 38 percent of the groups of three ever reportedthe smoke They just sat there inhaling the smoke eachindividuals inaction signaling to the other two people in theroom that this smoke cloud isnt such a big deal

In a similar study individuals or pairs who were completinga survey heard what sounded like a woman falling down loudlyon the other side of a room divider Of the lone bystanders 70percent went to help her but only 40 percent of the pairs helpedEven when the pairs helped they acted more slowly than the individuals

Why do groups fail to respond as well as individualsIn ambiguous situations-smoke pouring into a room theapparent sound of a fall-people look to others for cues abouthow to interpret the event If you see a man suddenly collapse atthe mall your brain races through possible interpretations Its aheart attack Or wait maybe he tripped and fell down Or whatif hes playing a gag on someone Youre reluctant to rush overimmediately because if he simply tripped your alarm-bell behaviorwill leave you both embarrassedIf youre the only person around to react youll probably makeyour best guess-heart attack-and rush over But if theres acrowd youve got two stimuli to process the collapse itself andthe crowds reaction to the collapse You might pause briefly tostudy the crowd Are other people acting like hes had a heart attackYou stand there idling ready to spring into action at thefirst sign of crisis But as you wait other people are looking backat you and when they see you idling your behavior becomes datafor their theory that its not an emergency And thats why threepeople can sit in a room filling with smoke and not make a peep

a group of socialpsychologists persuaded a hotel manager to test out a newsign in the hotel bathrooms The sign didnt mention the environmentat alIi it simply said that the the majority of guests atthe hotel reuse their towels at least once during their stay Itworked-guests who got this sign were 26 percent more likely toreuse their towels They took cues from the herdNote the downside though If the sign had said About 8of our guests decide to reuse their towels new guests would havebeen less likely to reuse theirs

SummaryHOW TO MAKE A SWITCHFor things to change somebody somewhere has to start actingdifferently Maybe its you maybe its your teamPicture that person (or people)Each has an emotional Elephant side and a rational Rider sideYouve got to reach both And youve also got to clear the wayfor them to succeed In short you must do three things

DIRECT the RiderFOLLOW THE BRIGHT SPOTS Investigate whats working and clone it [Jerrysternin in Vietnam solutions-focused therapy]SCRIPT THE CRITICAL MOVES Dont think big picture think in terms of specificbehaviors [1 milk four rules at the Brazilian railroad]POINT TO THE DESTINATION Change is easier when you know where youregoing and why its worth it [You ll be third graders soon No dry holes at BP]

MOTIVATE the ElephantFIND THE FEELING Knowing something isn t enough to cause change Makepeople feel something [Piling gloves on the table the chemotherapy video gameRobyn Waterss demos at Target]SHRINK THE CHANGE Break down the change until it no longer spooks the Elephant[The 5-Minute Room Rescue procurement reform]GROW YOUR PEOPLE Cultivate a sense of identity and instill the growth mindset[Brasilatas inventors junior-high math kids turnaround]

SHAPE the PathTWEAK THE ENVIRONMENT When the situation changes the behaviorchanges So change the situation [Throwing out the phone system at Rackspace1-Click ordering simplifying the online time sheet]BUILD HABITS When behavior is habitual its free-it doesnt tax the RiderLook for ways to encourage habits [Setting action triggers eating two bowls ofsoup while dieting using checklists]RALLY THE HERD Behavior is contagious Help it spread [Fataki in Tanzaniafree spaces in hospitals seeding the tip jar]

Summary Direct the Rider(Head rational thinker)

Heres the good news The Riders strengths are substantialand his flaws can be mitigated When you appeal to the Rider insideyourself or inside others you are trying to influence yourgame plan should be simpleFirst follow the bright spots Think of the Vietnamese childrenwho stayed well nourished against the odds or the Genentechsales reps who racked up sales against the odds AB you analyzeyour situation youre sure to find some things that are workingbetter than others Dont obsess about the failures Instead investigateand clone the successesNext give direction to the Rider-both a start and a finishSend him a destination postcard (Youll be a third grader soon)and script his critical moves (Buy 1 milk) When you do these things youll prepare the Rider to lead aswitch And youll arm him for the ongoing struggles with hisreluctant and formidable partner the Elephant

Summary Motivate the Elephant(Lazy pleasure loving self)

In times of change we need to remind ourselves and others againand again of certain basic truths Our brains and our abilities arelike muscles They can be strengthened with practice Were notborn skateboarders or scientists or nurses we must learn how toskateboard do science or care for sick people And our inspirationto change ourselves comes from our desire to live up to thoseidentitiesIn the story of Molly Howard we see that amazing things canhappen when you combine the aspiration of a new identity withthe persistence of the growth mindset Thats how you grow yourpeople

Over the past few chapters weve seen that the centralchallenge of change is keeping the Elephant moving forwardWhereas the Rider needs direction the Elephant needs motivationAnd weve seen that motivation comes from feelingknowledgeisnt enough to motivate change But motivation alsocomes from confidence The Elephant has to believe that its capableof conquering the change And there are two routes tobuilding peoples confidence so that they feel big relative totheir challenge You can shrink the change or grow your people(or preferably both)

Summary Shaping the pathOur picture of change is still incomplete though because itsclear that in some situations even a reluctant Elephant and a confusedRider will manage to change their behavior For instanceconsider the fact that even a lost angry driver who is hopelesslylate for an appointment will stop dutifully for a red lightThats why to make changes stick weve got to think aboutshaping the Path

First you need to tweak theenvironment to provide a free space for discussion At Alpha therotational teams had a private place to meet and that created afree space where the new identity could grow Do your own reformershave a private place where they can meet and coordinate

Second you should build good habits Recall the idea of actiontriggers-visualizing when and where you are going to dosomething important The interns at Alpha were essentially settingaction triggers They thought about what they would sayand how they would act when 9 pm came and the signoutprocess was triggered They mentally rehearsed how they wouldrespond if an argument flared up with the night resident Havemembers of your team rehearsed how theyll react when theymeet resistance from your organizations old guard

Finally you should rally the herd At Alpha the leaders helpedthe reformers find one another and the reformers began to createa language-as we saw in the examples of the designateddriver and Fataki-that allowed them to talk about their valueswith others As a leader you can help prod them to create this languageto find ways to articulate what is different and better aboutthe change you seek

We started the Path section by discussing the Fundamental AttributionError-the tendency to attribute behavior to peoplescharacter rather than to their environments Look again at theteaching-hospital example At Alpha 42 percent of superiors supportedthe change at Beta 66 percent supported it Almost all ofus would have put our money on Beta Not many of us whenconfronted with that data would have immediately thought Yesbut what about the situational forces

At the two hospitals individual character competed with situationalforces and situational forces won This brings us backfull circle to the food drive study where a jerk with clear instructionswas more charitable than a saint with generic instructionsThe line between saints and jerks wasnt as clear as we mighthave thought Neither was the line between supporters and resistersof hospital reformIf the right Path can turn a jerk into a saint then the rightPath can also turn a change enemy into an ally

ReferenceReference book HOW TO CHANGE THINGS WHEN CH ANGE IS HARD

By CHIP HEATH (a professor at the GraduateSchool of Business at Stanford University) and DAN HEATH(a senior fellow at Duke Universitys Centerfor the Advancement of Social Entrepreneurship(CASE))

• Change Management
• Reference
• Slide 3
• Rider
• Elephant
• Main strategy 1 Direct the Rider 1a Follow the brightspot
• Details of Vietnam example
• Slide 8
• Slide 9
• Main strategy 1 Direct the Rider 1b Script the critical move
• Slide 11
• Slide 12
• Main strategy 1 Direct the Rider 1c POINT TO THE DESTINATION
• Main strategy 2 Motivate the Elephant 2a Find the Feeling
• Slide 15
• Slide 16
• Slide 17
• Slide 18
• Slide 19
• Slide 20
• Slide 21
• Slide 22
• Slide 23
• Main strategy 2 Motivate the Elephant 2b Shrink the Change
• Slide 25
• Slide 26
• Slide 27
• Slide 28
• Slide 29
• Slide 30
• Slide 31
• Slide 32
• Slide 33
• Slide 34
• Slide 35
• Slide 36
• Slide 37
• Slide 38
• Slide 39
• Slide 40
• Main strategy 2 Motivate the Elephant 2c Grow your people(creating sense of identity amp instill growth mindset)
• Slide 42
• Slide 43
• Slide 44
• Slide 45
• Slide 46
• Slide 47
• Slide 48
• Slide 49
• Slide 50
• Slide 51
• Slide 52
• Slide 53
• Slide 54
• Slide 55
• Main strategy 3 Shape the path 3a Tweak the environment
• Fundamental attribution error ndash we hurrily judge someonesomething from Direct attributes but forget about situation that may have created those attributes
• Slide 58
• Slide 59
• 3b Build habit
• Slide 61
• Example or strategy to build habit
• 3b Action trigger
• Slide 64
• 3c Rally the herd
• Slide 66
• By STANDER effect ndash humanbeings take decision after looking what others do
• Slide 68
• Slide 69
• Slide 70
• Summary
• Slide 72
• Slide 73
• Summary Direct the Rider(Head rational thinker)
• Summary Motivate the Elephant(Lazy pleasure loving self)
• Slide 76
• Summary Shaping the path
• Slide 78
• Slide 79
• Slide 80
• Slide 81

People find it more motivating to be partly finished with alonger journey than to be at the starting gate of a shorter oneThats why the conventional wisdom in development circles isthat you dont publicly announce a fund-raising campaign for acharity until youve already got 50 percent of the money in thebag (After all who wants to give the first $ 1 00 to a $ 1 millionfund-raising campaign)One way to motivate action then is to make people feel asthough theyre already closer to the finish line than they might have thought

That sense of progress is critical because the Elephant in usis easily demoralized Its easily spooked easily derailed and forthat reason it needs reassurance even for the very first step ofthe journeyIf youre leading a change effort you better start looking forthose first two stamps to put on your teams cards Rather thanfocusing solely on whats new and different about the change tocome make an effort to remind people whats already been conquered

A business cliche commands us to raise the bar But thatsexactly the wrong instinct if you want to motivate a reluctant ElephantYou need to lower the bar Picture taking a high-jump barand lowering it so far that it can be stepped overIf you want a reluctant Elephant to get moving you need toshrink the change

a clever self-help technique calledthe 5-Minute Room Rescue proposed by Marla Cilley a homeorganizingguru who calls herself the Fly Lady (think of zoomingthrough your housecleaning with wings) Heres what you doGet a kitchen timer and set it for 5 minutes Then go to the worstroom in your house-the one youd never let a guest see-andas the timer ticks down start clearing a path and when the timerbuzzes you can stop with a clear conscience

This is an Elephant trick The Elephant hates doing things with no immediate payoff

To get the Elephant off its duff you need to reassureit that the task wont be so bad Look its just 5 minutesHow bad can it be

What good is a 5-minute session of cleaning Not much Itgets you moving though and thats the hardest part Starting anunpleasant task is always worse than continuing it So once youstart cleaning house chances are you wont stop at 5 minutesYoull be surprised at how fast things turn around Youll start totake pride in your accomplishments-starting with the cleansink then the clean bathroom then the clean downstairs areaandthat pride and confidence will build on itself A virtuous circleBut you couldnt have enjoyed the virtuous circle without first shrinking the change

In his book TheTotal Money Makeover Ramsey

One of Ramseys best-known and most controversial debtfightingtechniques is the Debt Snowball When the Farrarsfound themselves with over $ 1 00000 in debt (not includingtheir mortgage) they started working on the Debt SnowballThe first step was to list all their debts-everything from creditcards to overdue electric bills to student loans-and then arrangethem in order from smallest to largest Next their instructionswere to make only the minimum payments on every debt withone exception

After the minimum payments were made everyavailable dollar would be put toward the first debt on the list Becausethe first debt was the smallest one it could be paid off relativelyquickly and the Farrars could cross it off the list and thendirect every available dollar to paying off the second debt thenthe third then the fourth As they crossed off each debt theywere able to eliminate a minimum payment which gave themmore cash to attack the next debt Thats why the strategy iscalled a Debt Snowball With each debt that is conquered the snowball of money applied to the next debt grows and rolls a little faster

Notice whats missing here any mention of interest rates Ifthe Farrars smallest debt was a past-due utility bill with no in

terest charges whatsoever Ramsey still advised them to pay it offbefore tackling any of their credit card bills which might have interestrates of 20 percent or aboveThis advice makes the average financial adviser cringe Afterall simple math tells us that were financially better-off if we paydown high-interest debt first

Ramsey writes --Being a certified nerd I always used to start with makingthe math work I have learned that the math doesneed to work but sometimes motivation is more importantthan math This is one of those times Faceit if you go on a diet and lose weight the first week youwill stay on that diet If you go on a diet and gain weightor go six weeks with no visible progress you will quitWhen training salespeople I try to get them a sale ortwo quickly because that fires them up When you startthe Debt Snowball and in the first few days pay off acouple oflittle debts trust me it lights your fire I dontcare if you have a masters degree in psychology youneed quick wins to get fired up And getting fired up issuper-important

Most financial advisers recommend that their clients paydown high-interest debt first in order to optimize the impact oftheir money But Ramseys not trying to solve an optimizationproblem hes trying to solve an Elephant problem The reasonpeople get themselves into financial trouble he knows is thatthey lose control They begin to feel powerless in the face of amountain of debt And you cant combat powerlessness withmath You combat it by proving to people that they can win Ifyou pay $ 1 8 5 toward a $20000 debt on a high-interest creditcard youre still going to feel hopeless But if you completely payoff a $ 1 8 5 overdue utility bill you can cross it off yo r list Youvewon a victory over debtRamsey is using the same strategy as the Fly Lady with her5-Minute Room Rescue-if people are facing a daunting taskand their instinct is to avoid it youve got to break down the taskShrink the change Make the change small enough that they canthelp but score a victory Once people clean a single room or payoff a single debt their dread starts to dissipate and their progressbegins to snowballC

One way to shrink change then is to limit the investment youreasking for-only 5 minutes of housecleaning only one smalldebt Another way to shrink change is to think of small winsmilestonesthat are within reach (Our dad Fred Heath whoworked over thirty years for IBM would tell his teams that whenmilestones seemed too distant they should look for inch pebblesNice one Dad)

Kelman a professor of public management at Harvard UniversitysKennedy School of Government got a call from theClinton administration in 1 993 asking him to lead the Officeof Federal Procurement Policy (OFPP) As the head of OFPp hewould be responsible for reforming the governments procurementefforts

Kelman was reluctant to head up OFPp knowing there wasa pretty good chance that despite his best efforts nothing wouldchange but in the end he accepted the job He knew exactly whathe was getting into because three years earlier hed written a bookabout procurement reformThere were lots of problems with procurement Over theyears the government had established many protocols and protectionsto prevent abuses of various kinds There were good intentionsbehind these protections but as they built up layerupon layer they began to cause more harm than the abusestheyd been designed to prevent For instance when makingpurchase decisions procurement officials could not use evidenceof vendors past performance

Kelman knew hed have to make some progress quickly or elsehed be dismissed If an example of successful change couldsomehow be achieved quickly it might be possible to use that toset other changes in motion he wrote later He sought a victorythat would be fast achievable and visible-a small win thatwould work for all of his constituents whether the Defense Departmentor the Health and Human Services Department If hecould get their Elephants moving with an easy mission-the governmentequivalent of the 5-Minute Room Rescue-he thoughthe would be able to keep them moving

One day a conversation with a government employee sparkedan idea The employee told Kelman that when she needed simpleinexpensive items such as a few computer disks the procurementrules made it impossible for her to walk to thecomputer superstore across the str1048958et and buy them She foundthis limitation was infuriatingKelman spotted an opportunity He went to the senior procurementexecutives and issued a challenge I want you to doubleyour agencys use ofgovernment credit cards over the next year (Noticethe precision of the challenge a la the 1 milk campaign By

being specific about the behavioral change Kelman was directinghis constituents Riders) In his vision anytime employees neededsomething small-computer disks or a replacement hard driveor a carton of office paper-they should be able to march acrossthe street armed with their credit cards and purchase what theyneeded on the spot Kelman asked the agencies to make a formalPledge to embrace the idea The agencies were supportive soKelman pushed further Over the next year he organized fourmore pledgesso here they donrsquot need quotation or tender Government may check later whether it complies fair price policy

The second pledge was a biggie Kelman asked the agencies tobreak with the tradition of ignoring past performance He knewthis would be a tough sell so he decided to push for it publiclyonly when he was sure he had at least eight agencies onboard Hehit the phones and his employees and advisers rallied the peoplein their networks Eventually his team had eight agencies signedup but he wasnt finished After we got to nine agencies participationstarted snowballing and soon we could say to the holdoutsAlmost everyone but you is participating (This outcomeforeshadows a point that we make in Chapter 1 0 about behaviorbeing contagious Kelman managed to address all three parts ofthe framework-directing the Rider motivating the Elephantand shaping the Path)

When you engineer early successes what youre really doing isengineering hope Hope is precious to a change effort Its Elephantfuel

Main strategy 2 Motivate the Elephant2c Grow your people(creating sense of

identity amp instill growth mindset)bull Be noted identity may be created it is not always

inherited thing For example creating identity like Iutians are hard working gives a boost to the elephant to do something

bull So this identity to be created in positive way bull Identity may be achieved by birth and or individual

endeavour For example citizen of a country(by birth) is an identity received by birth while lsquoEngineerrsquo identity that is earned through hard study

bull Growth mindset to be instilled by removing limiting belief that things could not be changed by trying The new belief system should be that anything could be learnt and anything is possible

bull Example Brasilatas inventors

The St Lucia Parrot exists only o n the Caribbean island o f StLucia Its gorgeous with a vivid turquoise blue face lime greenwings and a striking red shield on its chest In 1977 only onehundred St Lucia Parrots were left on the island The populationhad been decimated by habitat destruction hunters andpeople who trapped them to use as pets The St Lucia Parrotseemed doomed in the words of one biologist the species couldnot escape oblivion by the year 2000Enter an unlikely savior college student Paul Butler In 1977Butler was finishing his last year of studies at North-East LondonPolytechnic Butlers passion was conservation and hed previouslyspent five weeks completing a field research expedition inSt Lucia where hed studied the parrot and submitted recommendationsfor preserving the species

Pg 149

Weve seen that one way to motivate a switch is to shrink thechange which makes people feel big relative to the challengeBut here were seeing something different Paul Butler didntshrink the change Instead he grew the people He made the StLucians swell with pride over their parrot-a species that existsnowhere else He inspired them to feel more determined moreready more motivated And when you build people up in thisway they dtvelop the strength to act

In essence Butlers goal was to convince St Lucians that theywere the kind of people who protected their own In public eventsButler stressed This parrot is ours Nobody has this but us Weneed to cherish it and look after it He did everything in hispower to make the public more familiar with the bird He hostedSt Lucia Parrot puppet shows distributed T-shirts cajoled a localband to record songs about the bird convinced local hotels toprint up bumper stickers recruited volunteers to dress up in parrotcostumes and visit local schools and asked local ministers tocite relevant Bible verses (for instance verses that instructed believersto be good stewards of the things that were in their trust)

James March a professor of politicalscience at Stanford University March says that when peoplemake choices they tend to rely on one of two basic models ofdecision making the consequences model or the identity modelThe consequences model is familiar to students of economicsIt assumes that when we have a decision to make we weigh thecosts and benefits of our options and make the choice thatmaximizes our satisfaction Its a rational analytical approachThis is the approach that Paul Buder knew would fail withSt Lucians because there simply wasnt a strong costbenefitcase for the parrot

In the identity model of decision making we essentially askourselves three questions when we have a decision to make Whoam l What kind of situation is this What would someone like medo in this situation Notice whats missing any calculation of costsand benefits The identity model explains the way most peoplevote which contradicts our notion of the self-interested voterIt helps to shed light on why an auto mechanic in Oklahomawould vote against a Democrat whod give him health insuranceand why a Silicon Valley millionaire would vote against a Republicanwhod cut her taxes

Generally when we use the word identity were talking aboutan immutable trait of some kind-such as a racial ethic orregional identity But thats a relatively narrow use of the termWere not just born with an identity we adopt identities throughoutour lives We aspire to be good mothers or fathers devoutCatholics or Muslims patriotic citizens and so on

Or consider a professional identity such as being a scientistClearly youre not born a scientist Its an identity you seek outand one that others such as your professors and mentors consciouslycultivate in you As you develop and grow in that identityit becomes an increasingly important part of your self-imageand triggers the kind of decision making that March describes

Its critical to realize that these identity stories arent just specialcase situations confined to scientists or nurses or St LuciansIdentity is going to play a role in nearly every change situationEven yours When you think about the people whose behaviorneeds to change ask yourself whether they would agree with thisstatement I aspire to be the kind of person who would makethis change If their answer is yes thats an enormous factor in your favor If their answer is no then youll have to work hard toshow them that they should aspire to a different self-image Andthats exactly what Paul Butler did in St Lucia He convinced theislands citizens to think This is our bird-if we want to be goodSt Lucians wed better protect it

in a business context consider a firmthat invented an identity that subsequently became the engine ofits success The firm is Brasilata-its a US$ 1 70 million manufacturingfirm in Brazil that produces various kinds of steel cansAs youd imagine the can manufacturing industry is relativelymature-not much growth not much excitement But Brasilatadefies the stereotype of a boring stuck-in-its ways manufacturerIn fact it has one of the best reputations for innovation of anycompany in Latin America

How does a manufacturer of cans become known as an innovatorBrasilatas founders were inspired by the philosophy ofJapanese car manufacturers like Honda and Toyota which empoweredtheir frontline employees to take ownership of theirwork For instance at Toyota any employee who spotted a defectcould stop the assembly line (this would have been unthinkablein Detroit at the time) Toyota and Honda also actively solicited

ideas for innovation from their employees In 1 987 the foundersof Brasilata launched an employee-innovation program modeledon the Japanese forerunnersA new identity was the core of the program Employees ofBrasilata hecame known as inventors and when new employeesjoined the firm they were asked to sign an innovation contractThis wasnt simply feel-good language Top management challengedemployees to be on the lookout for potential innovationsideasfor how to create better products improve productionprocesses and squeeze costs out of the system Procedures developedwithin the factory made it easy for inventors to submit theirideas

The program succeeded beyond any reasonable expectationsIn 2008 employees submitted 1 34846 ideas-an averageof 1452 ideas per inventor This figure puts Brasilata on par withthe Japanese trendsetters that had inspired the programMany of the suggestions led to the development of new productsFor instance in late 2008 Brasilata came up with a new approachfor steel cans designed to carry dangerous or flammableliquids To meet United Nations standards such cans must beable to withstand a drop from 1 2 meters (roughly 4 feet) Traditionallymost manufacturers had reached this standard by thickeningthe metal layers which used up more raw material andrequired new production processes And the reinforced designswerent foolproof-the metal seams were prone to split if a canlanded on an edgeBrasilatas inventors

suggested a new design inspired by carbumpers that collapse on impact Their new steel can deformedslightly on impact reducing stress on the critical seam The newdesign resisted impact better while also reducing the amount ofsteel in the canThe inventors have led Brasilata through emergencies In200 1 a severe energy crisis-the blackout syndrome ndashforced

the government of Brazil to ration energy Businesses received astrict quota of electricity The inventors went to work dreamingup power-saving ideas-hundreds of them Within a few weeksBrasilatas energy consumption was reduced by 35 percent fallingbelow the companys quota and allowing the company to resell itsextra energy

Another unexpected idea was jointly suggested by two employeesEliminate our jobs theyre not necessary anymore The ideawas accepted but the company found a new place for the employeesBrasilata has a no-dismissal policy and also distributes1 5 percent of its net profits to employees Its no surprise thatBrasilata consistently appears on best places to work lists inBrazilLets remember something This inventor identity whichhas fueled business success and employee satisfaction was madeup None of Brasilatas employees were born inventors Theidentity was introduced to them and they liked the sound of itIt seemed to be a mantle worth wearing Being an inventor hasbecome a source of pride and strength

If cultivating an identity sounds daunting take heart A classicstudy in psychology shows that you can start with small steps Inthe 1960s two psychologists from Stanford University JonathanFreedman and Scott Fraser asked a researcher to go door-to-doorin an upscale neighborhood in Palo Alto California

Pg 158

indeed 83 percent of the home ownerspassed on the opportunity ldquo

Two weeks earlier thesame home owners had been approached by a volunteer claimingto represent a different driver-safety organization They wereasked to put a tiny Be a Safe Driver sign-less than half thesize of a postcard-in the window of their car or home The volunteersaid the sign was intended to make citizens more aware ofthe need to drive carefully This seemed such a trivial commitmentthat almost all of the home owners said yes

When the researcherscame back two weeks later and asked the home owners to installthe eyesore billboard 76 percent accepted it

the science of the billboardstudy says something pretty remarkable It shows us that peopleare receptive to developing new identities that identities growfrom small beginnings Once you start seeing yourself as a concernedcitizen youll want to keep acting like one Thats tremendouslygood news for someone leading a change effort It meansfor example that if you can show people why the environment isworth caring about it wont take years for them to think of themselvesas environmentalists It took only a few days for the homeowners to think of themselves as concerned citizens

You need to create the expectationof failure-not the failure of the mission itself but failureen route This notion takes us into a fascinating area of researchthat is likely to change the way you view the world

Main strategy 3 Shape the path3a Tweak the environment

bull TWEAK THE ENVIRONMENT When the situation changes the behavior

bull changes So change the situation [Throwing out the phone system at Rackspace

bull 1-Click ordering simplifying the online time sheet]bull Tweaking the environment is about making the right

behaviors a little bit easier and the wrong behaviors a little bit harder Its that simple

bull ]

Fundamental attribution error ndash we hurrily judge someonesomething from Direct

attributes but forget about situation that may have created those attributes

frequently blind to the power of situations In a famousarticle Stanford psychologist Lee Ross surveyed dozens ofstudies in psychology and noted that people have a systematictendency to ignore the situational forces that shape other peoplesbehavior He called this deep-rooted tendency the FundamentalAttribution Error The error lies in our inclination toattribute peoples behavior to the way they are rather than to thesituation they are in

how a smoother Path can change behavior consider someresearch that studied why college students did (or didnt) donatefood to a canned-food drive for charity The researchers knewsome students would be more charitable and generous thanothers and would be more inclined to donate food Theresearchers wondered Can we alter the situation so that jerks givetoo

Pg 182

Some students received a basicletter announcing the launch of a food drive the following weekand asking them to bring canned food to a booth on TressiderPlaza (a well-known spot on campus) Other students received amore detailed letter which included a map to the precise spot arequest for a can of beans and a suggestion that they think abouta time when theyd ordinarily be near Tressider Plaza so theywouldnt have to go out of their way to get there

Students who received the basic letter were not very generousOnly 8 percent of the saints donated and not a single one ofthe jerks

Students who received the more detailedletter were substantially more charitable 42 percent of thesaints donated and so did 2 5 percent of the jerks

Tweaking the environment is about making the right behaviorsa little bit easier and the wrong behaviors a little bit harder Itsthat simple

3b Build habit

bull When something becomes a habit our rational brain(rider) does not have to exert almost any energy or will power This will power energy is of limited supply and could not work for long stretch of time

bull So if step by step procedure some objective or main task could be turned into a habit it would be easier for human beings to do it

bull BUILD HABITS When behavior is habitual its free-it doesnt tax the Rider

bull Look for ways to encourage habits [Setting action triggers eating two bowls of

bull soup while dieting using checklists

Example or strategy to build habit

bull 21 days repetition method

3b Action trigger

Peter Gollwitzer a psychologist at New York University is thepioneer of work in this area He and colleague Veronika Brandstarterfound that action triggers are quite effective in motivatingaction

By preloading the decisionwe conserve the Riders self-control(it does not have to think about what to do)

In one study they tracked college students who had theoption to earn extra credit in a class by writing a paper about how they spent Christmas Eve But there was a catch To earn the credit they had to submit the paper by December 26 Most studentshad good intentions of writing the paper but only 33 percentof them got around to writing and submitting it Otherstudents in the study were required to set action triggers-tonote in advance exactly when and where they intended to write the report (for example Ill write this report in my dads officeon Christmas morning before everyone gets up) A whopping75 percent of those students wrote the report

3c Rally the herd

bull Social and peer pressure is a very strong force in motivating us to do something

bull So if influential celebrity type people do something the majority follow through Here 8020 rule applies

bull Again if someone could be told that the majority are doing this heshe would like to be the part of the group(here) and comply with Therefore become happy as becoming of a group that fulfills our belonging needs

bull The Elephant constantly looks to the herd for cues about how to behave

bull Other people are getting their work done on time Why wont you

bull RALLY THE HERD Behavior is contagious Help it spread [Fataki in Tanzaniafree spaces in hospitals seeding the tip jar]

By STANDER effect ndash humanbeings take decision after

looking what others doColumbia University students having volunteered for a researchstudy were asked to sit in a room and fill out a surveySome were left alone others were put in rooms with two otherstudents As they filled out their surveys a crisis emergedSmoke began to pour into the room through a wall vent Thesmoke continued to flow in irregular puffs until eventually theroom was filled with haze Of the students sitting in a room bythemselves 75 percent got up and found someone to alert aboutthe smoke But when three students were placed in the roomat the same time only 38 percent of the groups of three ever reportedthe smoke They just sat there inhaling the smoke eachindividuals inaction signaling to the other two people in theroom that this smoke cloud isnt such a big deal

In a similar study individuals or pairs who were completinga survey heard what sounded like a woman falling down loudlyon the other side of a room divider Of the lone bystanders 70percent went to help her but only 40 percent of the pairs helpedEven when the pairs helped they acted more slowly than the individuals

Why do groups fail to respond as well as individualsIn ambiguous situations-smoke pouring into a room theapparent sound of a fall-people look to others for cues abouthow to interpret the event If you see a man suddenly collapse atthe mall your brain races through possible interpretations Its aheart attack Or wait maybe he tripped and fell down Or whatif hes playing a gag on someone Youre reluctant to rush overimmediately because if he simply tripped your alarm-bell behaviorwill leave you both embarrassedIf youre the only person around to react youll probably makeyour best guess-heart attack-and rush over But if theres acrowd youve got two stimuli to process the collapse itself andthe crowds reaction to the collapse You might pause briefly tostudy the crowd Are other people acting like hes had a heart attackYou stand there idling ready to spring into action at thefirst sign of crisis But as you wait other people are looking backat you and when they see you idling your behavior becomes datafor their theory that its not an emergency And thats why threepeople can sit in a room filling with smoke and not make a peep

a group of socialpsychologists persuaded a hotel manager to test out a newsign in the hotel bathrooms The sign didnt mention the environmentat alIi it simply said that the the majority of guests atthe hotel reuse their towels at least once during their stay Itworked-guests who got this sign were 26 percent more likely toreuse their towels They took cues from the herdNote the downside though If the sign had said About 8of our guests decide to reuse their towels new guests would havebeen less likely to reuse theirs

SummaryHOW TO MAKE A SWITCHFor things to change somebody somewhere has to start actingdifferently Maybe its you maybe its your teamPicture that person (or people)Each has an emotional Elephant side and a rational Rider sideYouve got to reach both And youve also got to clear the wayfor them to succeed In short you must do three things

DIRECT the RiderFOLLOW THE BRIGHT SPOTS Investigate whats working and clone it [Jerrysternin in Vietnam solutions-focused therapy]SCRIPT THE CRITICAL MOVES Dont think big picture think in terms of specificbehaviors [1 milk four rules at the Brazilian railroad]POINT TO THE DESTINATION Change is easier when you know where youregoing and why its worth it [You ll be third graders soon No dry holes at BP]

MOTIVATE the ElephantFIND THE FEELING Knowing something isn t enough to cause change Makepeople feel something [Piling gloves on the table the chemotherapy video gameRobyn Waterss demos at Target]SHRINK THE CHANGE Break down the change until it no longer spooks the Elephant[The 5-Minute Room Rescue procurement reform]GROW YOUR PEOPLE Cultivate a sense of identity and instill the growth mindset[Brasilatas inventors junior-high math kids turnaround]

SHAPE the PathTWEAK THE ENVIRONMENT When the situation changes the behaviorchanges So change the situation [Throwing out the phone system at Rackspace1-Click ordering simplifying the online time sheet]BUILD HABITS When behavior is habitual its free-it doesnt tax the RiderLook for ways to encourage habits [Setting action triggers eating two bowls ofsoup while dieting using checklists]RALLY THE HERD Behavior is contagious Help it spread [Fataki in Tanzaniafree spaces in hospitals seeding the tip jar]

Summary Direct the Rider(Head rational thinker)

Heres the good news The Riders strengths are substantialand his flaws can be mitigated When you appeal to the Rider insideyourself or inside others you are trying to influence yourgame plan should be simpleFirst follow the bright spots Think of the Vietnamese childrenwho stayed well nourished against the odds or the Genentechsales reps who racked up sales against the odds AB you analyzeyour situation youre sure to find some things that are workingbetter than others Dont obsess about the failures Instead investigateand clone the successesNext give direction to the Rider-both a start and a finishSend him a destination postcard (Youll be a third grader soon)and script his critical moves (Buy 1 milk) When you do these things youll prepare the Rider to lead aswitch And youll arm him for the ongoing struggles with hisreluctant and formidable partner the Elephant

Summary Motivate the Elephant(Lazy pleasure loving self)

In times of change we need to remind ourselves and others againand again of certain basic truths Our brains and our abilities arelike muscles They can be strengthened with practice Were notborn skateboarders or scientists or nurses we must learn how toskateboard do science or care for sick people And our inspirationto change ourselves comes from our desire to live up to thoseidentitiesIn the story of Molly Howard we see that amazing things canhappen when you combine the aspiration of a new identity withthe persistence of the growth mindset Thats how you grow yourpeople

Over the past few chapters weve seen that the centralchallenge of change is keeping the Elephant moving forwardWhereas the Rider needs direction the Elephant needs motivationAnd weve seen that motivation comes from feelingknowledgeisnt enough to motivate change But motivation alsocomes from confidence The Elephant has to believe that its capableof conquering the change And there are two routes tobuilding peoples confidence so that they feel big relative totheir challenge You can shrink the change or grow your people(or preferably both)

Summary Shaping the pathOur picture of change is still incomplete though because itsclear that in some situations even a reluctant Elephant and a confusedRider will manage to change their behavior For instanceconsider the fact that even a lost angry driver who is hopelesslylate for an appointment will stop dutifully for a red lightThats why to make changes stick weve got to think aboutshaping the Path

First you need to tweak theenvironment to provide a free space for discussion At Alpha therotational teams had a private place to meet and that created afree space where the new identity could grow Do your own reformershave a private place where they can meet and coordinate

Second you should build good habits Recall the idea of actiontriggers-visualizing when and where you are going to dosomething important The interns at Alpha were essentially settingaction triggers They thought about what they would sayand how they would act when 9 pm came and the signoutprocess was triggered They mentally rehearsed how they wouldrespond if an argument flared up with the night resident Havemembers of your team rehearsed how theyll react when theymeet resistance from your organizations old guard

Finally you should rally the herd At Alpha the leaders helpedthe reformers find one another and the reformers began to createa language-as we saw in the examples of the designateddriver and Fataki-that allowed them to talk about their valueswith others As a leader you can help prod them to create this languageto find ways to articulate what is different and better aboutthe change you seek

We started the Path section by discussing the Fundamental AttributionError-the tendency to attribute behavior to peoplescharacter rather than to their environments Look again at theteaching-hospital example At Alpha 42 percent of superiors supportedthe change at Beta 66 percent supported it Almost all ofus would have put our money on Beta Not many of us whenconfronted with that data would have immediately thought Yesbut what about the situational forces

At the two hospitals individual character competed with situationalforces and situational forces won This brings us backfull circle to the food drive study where a jerk with clear instructionswas more charitable than a saint with generic instructionsThe line between saints and jerks wasnt as clear as we mighthave thought Neither was the line between supporters and resistersof hospital reformIf the right Path can turn a jerk into a saint then the rightPath can also turn a change enemy into an ally

ReferenceReference book HOW TO CHANGE THINGS WHEN CH ANGE IS HARD

By CHIP HEATH (a professor at the GraduateSchool of Business at Stanford University) and DAN HEATH(a senior fellow at Duke Universitys Centerfor the Advancement of Social Entrepreneurship(CASE))

• Change Management
• Reference
• Slide 3
• Rider
• Elephant
• Main strategy 1 Direct the Rider 1a Follow the brightspot
• Details of Vietnam example
• Slide 8
• Slide 9
• Main strategy 1 Direct the Rider 1b Script the critical move
• Slide 11
• Slide 12
• Main strategy 1 Direct the Rider 1c POINT TO THE DESTINATION
• Main strategy 2 Motivate the Elephant 2a Find the Feeling
• Slide 15
• Slide 16
• Slide 17
• Slide 18
• Slide 19
• Slide 20
• Slide 21
• Slide 22
• Slide 23
• Main strategy 2 Motivate the Elephant 2b Shrink the Change
• Slide 25
• Slide 26
• Slide 27
• Slide 28
• Slide 29
• Slide 30
• Slide 31
• Slide 32
• Slide 33
• Slide 34
• Slide 35
• Slide 36
• Slide 37
• Slide 38
• Slide 39
• Slide 40
• Main strategy 2 Motivate the Elephant 2c Grow your people(creating sense of identity amp instill growth mindset)
• Slide 42
• Slide 43
• Slide 44
• Slide 45
• Slide 46
• Slide 47
• Slide 48
• Slide 49
• Slide 50
• Slide 51
• Slide 52
• Slide 53
• Slide 54
• Slide 55
• Main strategy 3 Shape the path 3a Tweak the environment
• Fundamental attribution error ndash we hurrily judge someonesomething from Direct attributes but forget about situation that may have created those attributes
• Slide 58
• Slide 59
• 3b Build habit
• Slide 61
• Example or strategy to build habit
• 3b Action trigger
• Slide 64
• 3c Rally the herd
• Slide 66
• By STANDER effect ndash humanbeings take decision after looking what others do
• Slide 68
• Slide 69
• Slide 70
• Summary
• Slide 72
• Slide 73
• Summary Direct the Rider(Head rational thinker)
• Summary Motivate the Elephant(Lazy pleasure loving self)
• Slide 76
• Summary Shaping the path
• Slide 78
• Slide 79
• Slide 80
• Slide 81

That sense of progress is critical because the Elephant in usis easily demoralized Its easily spooked easily derailed and forthat reason it needs reassurance even for the very first step ofthe journeyIf youre leading a change effort you better start looking forthose first two stamps to put on your teams cards Rather thanfocusing solely on whats new and different about the change tocome make an effort to remind people whats already been conquered

A business cliche commands us to raise the bar But thatsexactly the wrong instinct if you want to motivate a reluctant ElephantYou need to lower the bar Picture taking a high-jump barand lowering it so far that it can be stepped overIf you want a reluctant Elephant to get moving you need toshrink the change

a clever self-help technique calledthe 5-Minute Room Rescue proposed by Marla Cilley a homeorganizingguru who calls herself the Fly Lady (think of zoomingthrough your housecleaning with wings) Heres what you doGet a kitchen timer and set it for 5 minutes Then go to the worstroom in your house-the one youd never let a guest see-andas the timer ticks down start clearing a path and when the timerbuzzes you can stop with a clear conscience

This is an Elephant trick The Elephant hates doing things with no immediate payoff

To get the Elephant off its duff you need to reassureit that the task wont be so bad Look its just 5 minutesHow bad can it be

What good is a 5-minute session of cleaning Not much Itgets you moving though and thats the hardest part Starting anunpleasant task is always worse than continuing it So once youstart cleaning house chances are you wont stop at 5 minutesYoull be surprised at how fast things turn around Youll start totake pride in your accomplishments-starting with the cleansink then the clean bathroom then the clean downstairs areaandthat pride and confidence will build on itself A virtuous circleBut you couldnt have enjoyed the virtuous circle without first shrinking the change

In his book TheTotal Money Makeover Ramsey

One of Ramseys best-known and most controversial debtfightingtechniques is the Debt Snowball When the Farrarsfound themselves with over $ 1 00000 in debt (not includingtheir mortgage) they started working on the Debt SnowballThe first step was to list all their debts-everything from creditcards to overdue electric bills to student loans-and then arrangethem in order from smallest to largest Next their instructionswere to make only the minimum payments on every debt withone exception

After the minimum payments were made everyavailable dollar would be put toward the first debt on the list Becausethe first debt was the smallest one it could be paid off relativelyquickly and the Farrars could cross it off the list and thendirect every available dollar to paying off the second debt thenthe third then the fourth As they crossed off each debt theywere able to eliminate a minimum payment which gave themmore cash to attack the next debt Thats why the strategy iscalled a Debt Snowball With each debt that is conquered the snowball of money applied to the next debt grows and rolls a little faster

Notice whats missing here any mention of interest rates Ifthe Farrars smallest debt was a past-due utility bill with no in

terest charges whatsoever Ramsey still advised them to pay it offbefore tackling any of their credit card bills which might have interestrates of 20 percent or aboveThis advice makes the average financial adviser cringe Afterall simple math tells us that were financially better-off if we paydown high-interest debt first

Ramsey writes --Being a certified nerd I always used to start with makingthe math work I have learned that the math doesneed to work but sometimes motivation is more importantthan math This is one of those times Faceit if you go on a diet and lose weight the first week youwill stay on that diet If you go on a diet and gain weightor go six weeks with no visible progress you will quitWhen training salespeople I try to get them a sale ortwo quickly because that fires them up When you startthe Debt Snowball and in the first few days pay off acouple oflittle debts trust me it lights your fire I dontcare if you have a masters degree in psychology youneed quick wins to get fired up And getting fired up issuper-important

Most financial advisers recommend that their clients paydown high-interest debt first in order to optimize the impact oftheir money But Ramseys not trying to solve an optimizationproblem hes trying to solve an Elephant problem The reasonpeople get themselves into financial trouble he knows is thatthey lose control They begin to feel powerless in the face of amountain of debt And you cant combat powerlessness withmath You combat it by proving to people that they can win Ifyou pay $ 1 8 5 toward a $20000 debt on a high-interest creditcard youre still going to feel hopeless But if you completely payoff a $ 1 8 5 overdue utility bill you can cross it off yo r list Youvewon a victory over debtRamsey is using the same strategy as the Fly Lady with her5-Minute Room Rescue-if people are facing a daunting taskand their instinct is to avoid it youve got to break down the taskShrink the change Make the change small enough that they canthelp but score a victory Once people clean a single room or payoff a single debt their dread starts to dissipate and their progressbegins to snowballC

One way to shrink change then is to limit the investment youreasking for-only 5 minutes of housecleaning only one smalldebt Another way to shrink change is to think of small winsmilestonesthat are within reach (Our dad Fred Heath whoworked over thirty years for IBM would tell his teams that whenmilestones seemed too distant they should look for inch pebblesNice one Dad)

Kelman a professor of public management at Harvard UniversitysKennedy School of Government got a call from theClinton administration in 1 993 asking him to lead the Officeof Federal Procurement Policy (OFPP) As the head of OFPp hewould be responsible for reforming the governments procurementefforts

Kelman was reluctant to head up OFPp knowing there wasa pretty good chance that despite his best efforts nothing wouldchange but in the end he accepted the job He knew exactly whathe was getting into because three years earlier hed written a bookabout procurement reformThere were lots of problems with procurement Over theyears the government had established many protocols and protectionsto prevent abuses of various kinds There were good intentionsbehind these protections but as they built up layerupon layer they began to cause more harm than the abusestheyd been designed to prevent For instance when makingpurchase decisions procurement officials could not use evidenceof vendors past performance

Kelman knew hed have to make some progress quickly or elsehed be dismissed If an example of successful change couldsomehow be achieved quickly it might be possible to use that toset other changes in motion he wrote later He sought a victorythat would be fast achievable and visible-a small win thatwould work for all of his constituents whether the Defense Departmentor the Health and Human Services Department If hecould get their Elephants moving with an easy mission-the governmentequivalent of the 5-Minute Room Rescue-he thoughthe would be able to keep them moving

One day a conversation with a government employee sparkedan idea The employee told Kelman that when she needed simpleinexpensive items such as a few computer disks the procurementrules made it impossible for her to walk to thecomputer superstore across the str1048958et and buy them She foundthis limitation was infuriatingKelman spotted an opportunity He went to the senior procurementexecutives and issued a challenge I want you to doubleyour agencys use ofgovernment credit cards over the next year (Noticethe precision of the challenge a la the 1 milk campaign By

being specific about the behavioral change Kelman was directinghis constituents Riders) In his vision anytime employees neededsomething small-computer disks or a replacement hard driveor a carton of office paper-they should be able to march acrossthe street armed with their credit cards and purchase what theyneeded on the spot Kelman asked the agencies to make a formalPledge to embrace the idea The agencies were supportive soKelman pushed further Over the next year he organized fourmore pledgesso here they donrsquot need quotation or tender Government may check later whether it complies fair price policy

The second pledge was a biggie Kelman asked the agencies tobreak with the tradition of ignoring past performance He knewthis would be a tough sell so he decided to push for it publiclyonly when he was sure he had at least eight agencies onboard Hehit the phones and his employees and advisers rallied the peoplein their networks Eventually his team had eight agencies signedup but he wasnt finished After we got to nine agencies participationstarted snowballing and soon we could say to the holdoutsAlmost everyone but you is participating (This outcomeforeshadows a point that we make in Chapter 1 0 about behaviorbeing contagious Kelman managed to address all three parts ofthe framework-directing the Rider motivating the Elephantand shaping the Path)

When you engineer early successes what youre really doing isengineering hope Hope is precious to a change effort Its Elephantfuel

Main strategy 2 Motivate the Elephant2c Grow your people(creating sense of

identity amp instill growth mindset)bull Be noted identity may be created it is not always

inherited thing For example creating identity like Iutians are hard working gives a boost to the elephant to do something

bull So this identity to be created in positive way bull Identity may be achieved by birth and or individual

endeavour For example citizen of a country(by birth) is an identity received by birth while lsquoEngineerrsquo identity that is earned through hard study

bull Growth mindset to be instilled by removing limiting belief that things could not be changed by trying The new belief system should be that anything could be learnt and anything is possible

bull Example Brasilatas inventors

The St Lucia Parrot exists only o n the Caribbean island o f StLucia Its gorgeous with a vivid turquoise blue face lime greenwings and a striking red shield on its chest In 1977 only onehundred St Lucia Parrots were left on the island The populationhad been decimated by habitat destruction hunters andpeople who trapped them to use as pets The St Lucia Parrotseemed doomed in the words of one biologist the species couldnot escape oblivion by the year 2000Enter an unlikely savior college student Paul Butler In 1977Butler was finishing his last year of studies at North-East LondonPolytechnic Butlers passion was conservation and hed previouslyspent five weeks completing a field research expedition inSt Lucia where hed studied the parrot and submitted recommendationsfor preserving the species

Pg 149

Weve seen that one way to motivate a switch is to shrink thechange which makes people feel big relative to the challengeBut here were seeing something different Paul Butler didntshrink the change Instead he grew the people He made the StLucians swell with pride over their parrot-a species that existsnowhere else He inspired them to feel more determined moreready more motivated And when you build people up in thisway they dtvelop the strength to act

In essence Butlers goal was to convince St Lucians that theywere the kind of people who protected their own In public eventsButler stressed This parrot is ours Nobody has this but us Weneed to cherish it and look after it He did everything in hispower to make the public more familiar with the bird He hostedSt Lucia Parrot puppet shows distributed T-shirts cajoled a localband to record songs about the bird convinced local hotels toprint up bumper stickers recruited volunteers to dress up in parrotcostumes and visit local schools and asked local ministers tocite relevant Bible verses (for instance verses that instructed believersto be good stewards of the things that were in their trust)

James March a professor of politicalscience at Stanford University March says that when peoplemake choices they tend to rely on one of two basic models ofdecision making the consequences model or the identity modelThe consequences model is familiar to students of economicsIt assumes that when we have a decision to make we weigh thecosts and benefits of our options and make the choice thatmaximizes our satisfaction Its a rational analytical approachThis is the approach that Paul Buder knew would fail withSt Lucians because there simply wasnt a strong costbenefitcase for the parrot

In the identity model of decision making we essentially askourselves three questions when we have a decision to make Whoam l What kind of situation is this What would someone like medo in this situation Notice whats missing any calculation of costsand benefits The identity model explains the way most peoplevote which contradicts our notion of the self-interested voterIt helps to shed light on why an auto mechanic in Oklahomawould vote against a Democrat whod give him health insuranceand why a Silicon Valley millionaire would vote against a Republicanwhod cut her taxes

Generally when we use the word identity were talking aboutan immutable trait of some kind-such as a racial ethic orregional identity But thats a relatively narrow use of the termWere not just born with an identity we adopt identities throughoutour lives We aspire to be good mothers or fathers devoutCatholics or Muslims patriotic citizens and so on

Or consider a professional identity such as being a scientistClearly youre not born a scientist Its an identity you seek outand one that others such as your professors and mentors consciouslycultivate in you As you develop and grow in that identityit becomes an increasingly important part of your self-imageand triggers the kind of decision making that March describes

Its critical to realize that these identity stories arent just specialcase situations confined to scientists or nurses or St LuciansIdentity is going to play a role in nearly every change situationEven yours When you think about the people whose behaviorneeds to change ask yourself whether they would agree with thisstatement I aspire to be the kind of person who would makethis change If their answer is yes thats an enormous factor in your favor If their answer is no then youll have to work hard toshow them that they should aspire to a different self-image Andthats exactly what Paul Butler did in St Lucia He convinced theislands citizens to think This is our bird-if we want to be goodSt Lucians wed better protect it

in a business context consider a firmthat invented an identity that subsequently became the engine ofits success The firm is Brasilata-its a US$ 1 70 million manufacturingfirm in Brazil that produces various kinds of steel cansAs youd imagine the can manufacturing industry is relativelymature-not much growth not much excitement But Brasilatadefies the stereotype of a boring stuck-in-its ways manufacturerIn fact it has one of the best reputations for innovation of anycompany in Latin America

How does a manufacturer of cans become known as an innovatorBrasilatas founders were inspired by the philosophy ofJapanese car manufacturers like Honda and Toyota which empoweredtheir frontline employees to take ownership of theirwork For instance at Toyota any employee who spotted a defectcould stop the assembly line (this would have been unthinkablein Detroit at the time) Toyota and Honda also actively solicited

ideas for innovation from their employees In 1 987 the foundersof Brasilata launched an employee-innovation program modeledon the Japanese forerunnersA new identity was the core of the program Employees ofBrasilata hecame known as inventors and when new employeesjoined the firm they were asked to sign an innovation contractThis wasnt simply feel-good language Top management challengedemployees to be on the lookout for potential innovationsideasfor how to create better products improve productionprocesses and squeeze costs out of the system Procedures developedwithin the factory made it easy for inventors to submit theirideas

The program succeeded beyond any reasonable expectationsIn 2008 employees submitted 1 34846 ideas-an averageof 1452 ideas per inventor This figure puts Brasilata on par withthe Japanese trendsetters that had inspired the programMany of the suggestions led to the development of new productsFor instance in late 2008 Brasilata came up with a new approachfor steel cans designed to carry dangerous or flammableliquids To meet United Nations standards such cans must beable to withstand a drop from 1 2 meters (roughly 4 feet) Traditionallymost manufacturers had reached this standard by thickeningthe metal layers which used up more raw material andrequired new production processes And the reinforced designswerent foolproof-the metal seams were prone to split if a canlanded on an edgeBrasilatas inventors

suggested a new design inspired by carbumpers that collapse on impact Their new steel can deformedslightly on impact reducing stress on the critical seam The newdesign resisted impact better while also reducing the amount ofsteel in the canThe inventors have led Brasilata through emergencies In200 1 a severe energy crisis-the blackout syndrome ndashforced

the government of Brazil to ration energy Businesses received astrict quota of electricity The inventors went to work dreamingup power-saving ideas-hundreds of them Within a few weeksBrasilatas energy consumption was reduced by 35 percent fallingbelow the companys quota and allowing the company to resell itsextra energy

Another unexpected idea was jointly suggested by two employeesEliminate our jobs theyre not necessary anymore The ideawas accepted but the company found a new place for the employeesBrasilata has a no-dismissal policy and also distributes1 5 percent of its net profits to employees Its no surprise thatBrasilata consistently appears on best places to work lists inBrazilLets remember something This inventor identity whichhas fueled business success and employee satisfaction was madeup None of Brasilatas employees were born inventors Theidentity was introduced to them and they liked the sound of itIt seemed to be a mantle worth wearing Being an inventor hasbecome a source of pride and strength

If cultivating an identity sounds daunting take heart A classicstudy in psychology shows that you can start with small steps Inthe 1960s two psychologists from Stanford University JonathanFreedman and Scott Fraser asked a researcher to go door-to-doorin an upscale neighborhood in Palo Alto California

Pg 158

indeed 83 percent of the home ownerspassed on the opportunity ldquo

Two weeks earlier thesame home owners had been approached by a volunteer claimingto represent a different driver-safety organization They wereasked to put a tiny Be a Safe Driver sign-less than half thesize of a postcard-in the window of their car or home The volunteersaid the sign was intended to make citizens more aware ofthe need to drive carefully This seemed such a trivial commitmentthat almost all of the home owners said yes

When the researcherscame back two weeks later and asked the home owners to installthe eyesore billboard 76 percent accepted it

the science of the billboardstudy says something pretty remarkable It shows us that peopleare receptive to developing new identities that identities growfrom small beginnings Once you start seeing yourself as a concernedcitizen youll want to keep acting like one Thats tremendouslygood news for someone leading a change effort It meansfor example that if you can show people why the environment isworth caring about it wont take years for them to think of themselvesas environmentalists It took only a few days for the homeowners to think of themselves as concerned citizens

You need to create the expectationof failure-not the failure of the mission itself but failureen route This notion takes us into a fascinating area of researchthat is likely to change the way you view the world

Main strategy 3 Shape the path3a Tweak the environment

bull TWEAK THE ENVIRONMENT When the situation changes the behavior

bull changes So change the situation [Throwing out the phone system at Rackspace

bull 1-Click ordering simplifying the online time sheet]bull Tweaking the environment is about making the right

behaviors a little bit easier and the wrong behaviors a little bit harder Its that simple

bull ]

Fundamental attribution error ndash we hurrily judge someonesomething from Direct

attributes but forget about situation that may have created those attributes

frequently blind to the power of situations In a famousarticle Stanford psychologist Lee Ross surveyed dozens ofstudies in psychology and noted that people have a systematictendency to ignore the situational forces that shape other peoplesbehavior He called this deep-rooted tendency the FundamentalAttribution Error The error lies in our inclination toattribute peoples behavior to the way they are rather than to thesituation they are in

how a smoother Path can change behavior consider someresearch that studied why college students did (or didnt) donatefood to a canned-food drive for charity The researchers knewsome students would be more charitable and generous thanothers and would be more inclined to donate food Theresearchers wondered Can we alter the situation so that jerks givetoo

Pg 182

Some students received a basicletter announcing the launch of a food drive the following weekand asking them to bring canned food to a booth on TressiderPlaza (a well-known spot on campus) Other students received amore detailed letter which included a map to the precise spot arequest for a can of beans and a suggestion that they think abouta time when theyd ordinarily be near Tressider Plaza so theywouldnt have to go out of their way to get there

Students who received the basic letter were not very generousOnly 8 percent of the saints donated and not a single one ofthe jerks

Students who received the more detailedletter were substantially more charitable 42 percent of thesaints donated and so did 2 5 percent of the jerks

Tweaking the environment is about making the right behaviorsa little bit easier and the wrong behaviors a little bit harder Itsthat simple

3b Build habit

bull When something becomes a habit our rational brain(rider) does not have to exert almost any energy or will power This will power energy is of limited supply and could not work for long stretch of time

bull So if step by step procedure some objective or main task could be turned into a habit it would be easier for human beings to do it

bull BUILD HABITS When behavior is habitual its free-it doesnt tax the Rider

bull Look for ways to encourage habits [Setting action triggers eating two bowls of

bull soup while dieting using checklists

Example or strategy to build habit

bull 21 days repetition method

3b Action trigger

Peter Gollwitzer a psychologist at New York University is thepioneer of work in this area He and colleague Veronika Brandstarterfound that action triggers are quite effective in motivatingaction

By preloading the decisionwe conserve the Riders self-control(it does not have to think about what to do)

In one study they tracked college students who had theoption to earn extra credit in a class by writing a paper about how they spent Christmas Eve But there was a catch To earn the credit they had to submit the paper by December 26 Most studentshad good intentions of writing the paper but only 33 percentof them got around to writing and submitting it Otherstudents in the study were required to set action triggers-tonote in advance exactly when and where they intended to write the report (for example Ill write this report in my dads officeon Christmas morning before everyone gets up) A whopping75 percent of those students wrote the report

3c Rally the herd

bull Social and peer pressure is a very strong force in motivating us to do something

bull So if influential celebrity type people do something the majority follow through Here 8020 rule applies

bull Again if someone could be told that the majority are doing this heshe would like to be the part of the group(here) and comply with Therefore become happy as becoming of a group that fulfills our belonging needs

bull The Elephant constantly looks to the herd for cues about how to behave

bull Other people are getting their work done on time Why wont you

bull RALLY THE HERD Behavior is contagious Help it spread [Fataki in Tanzaniafree spaces in hospitals seeding the tip jar]

By STANDER effect ndash humanbeings take decision after

looking what others doColumbia University students having volunteered for a researchstudy were asked to sit in a room and fill out a surveySome were left alone others were put in rooms with two otherstudents As they filled out their surveys a crisis emergedSmoke began to pour into the room through a wall vent Thesmoke continued to flow in irregular puffs until eventually theroom was filled with haze Of the students sitting in a room bythemselves 75 percent got up and found someone to alert aboutthe smoke But when three students were placed in the roomat the same time only 38 percent of the groups of three ever reportedthe smoke They just sat there inhaling the smoke eachindividuals inaction signaling to the other two people in theroom that this smoke cloud isnt such a big deal

In a similar study individuals or pairs who were completinga survey heard what sounded like a woman falling down loudlyon the other side of a room divider Of the lone bystanders 70percent went to help her but only 40 percent of the pairs helpedEven when the pairs helped they acted more slowly than the individuals

Why do groups fail to respond as well as individualsIn ambiguous situations-smoke pouring into a room theapparent sound of a fall-people look to others for cues abouthow to interpret the event If you see a man suddenly collapse atthe mall your brain races through possible interpretations Its aheart attack Or wait maybe he tripped and fell down Or whatif hes playing a gag on someone Youre reluctant to rush overimmediately because if he simply tripped your alarm-bell behaviorwill leave you both embarrassedIf youre the only person around to react youll probably makeyour best guess-heart attack-and rush over But if theres acrowd youve got two stimuli to process the collapse itself andthe crowds reaction to the collapse You might pause briefly tostudy the crowd Are other people acting like hes had a heart attackYou stand there idling ready to spring into action at thefirst sign of crisis But as you wait other people are looking backat you and when they see you idling your behavior becomes datafor their theory that its not an emergency And thats why threepeople can sit in a room filling with smoke and not make a peep

a group of socialpsychologists persuaded a hotel manager to test out a newsign in the hotel bathrooms The sign didnt mention the environmentat alIi it simply said that the the majority of guests atthe hotel reuse their towels at least once during their stay Itworked-guests who got this sign were 26 percent more likely toreuse their towels They took cues from the herdNote the downside though If the sign had said About 8of our guests decide to reuse their towels new guests would havebeen less likely to reuse theirs

SummaryHOW TO MAKE A SWITCHFor things to change somebody somewhere has to start actingdifferently Maybe its you maybe its your teamPicture that person (or people)Each has an emotional Elephant side and a rational Rider sideYouve got to reach both And youve also got to clear the wayfor them to succeed In short you must do three things

DIRECT the RiderFOLLOW THE BRIGHT SPOTS Investigate whats working and clone it [Jerrysternin in Vietnam solutions-focused therapy]SCRIPT THE CRITICAL MOVES Dont think big picture think in terms of specificbehaviors [1 milk four rules at the Brazilian railroad]POINT TO THE DESTINATION Change is easier when you know where youregoing and why its worth it [You ll be third graders soon No dry holes at BP]

MOTIVATE the ElephantFIND THE FEELING Knowing something isn t enough to cause change Makepeople feel something [Piling gloves on the table the chemotherapy video gameRobyn Waterss demos at Target]SHRINK THE CHANGE Break down the change until it no longer spooks the Elephant[The 5-Minute Room Rescue procurement reform]GROW YOUR PEOPLE Cultivate a sense of identity and instill the growth mindset[Brasilatas inventors junior-high math kids turnaround]

SHAPE the PathTWEAK THE ENVIRONMENT When the situation changes the behaviorchanges So change the situation [Throwing out the phone system at Rackspace1-Click ordering simplifying the online time sheet]BUILD HABITS When behavior is habitual its free-it doesnt tax the RiderLook for ways to encourage habits [Setting action triggers eating two bowls ofsoup while dieting using checklists]RALLY THE HERD Behavior is contagious Help it spread [Fataki in Tanzaniafree spaces in hospitals seeding the tip jar]

Summary Direct the Rider(Head rational thinker)

Heres the good news The Riders strengths are substantialand his flaws can be mitigated When you appeal to the Rider insideyourself or inside others you are trying to influence yourgame plan should be simpleFirst follow the bright spots Think of the Vietnamese childrenwho stayed well nourished against the odds or the Genentechsales reps who racked up sales against the odds AB you analyzeyour situation youre sure to find some things that are workingbetter than others Dont obsess about the failures Instead investigateand clone the successesNext give direction to the Rider-both a start and a finishSend him a destination postcard (Youll be a third grader soon)and script his critical moves (Buy 1 milk) When you do these things youll prepare the Rider to lead aswitch And youll arm him for the ongoing struggles with hisreluctant and formidable partner the Elephant

Summary Motivate the Elephant(Lazy pleasure loving self)

In times of change we need to remind ourselves and others againand again of certain basic truths Our brains and our abilities arelike muscles They can be strengthened with practice Were notborn skateboarders or scientists or nurses we must learn how toskateboard do science or care for sick people And our inspirationto change ourselves comes from our desire to live up to thoseidentitiesIn the story of Molly Howard we see that amazing things canhappen when you combine the aspiration of a new identity withthe persistence of the growth mindset Thats how you grow yourpeople

Over the past few chapters weve seen that the centralchallenge of change is keeping the Elephant moving forwardWhereas the Rider needs direction the Elephant needs motivationAnd weve seen that motivation comes from feelingknowledgeisnt enough to motivate change But motivation alsocomes from confidence The Elephant has to believe that its capableof conquering the change And there are two routes tobuilding peoples confidence so that they feel big relative totheir challenge You can shrink the change or grow your people(or preferably both)

Summary Shaping the pathOur picture of change is still incomplete though because itsclear that in some situations even a reluctant Elephant and a confusedRider will manage to change their behavior For instanceconsider the fact that even a lost angry driver who is hopelesslylate for an appointment will stop dutifully for a red lightThats why to make changes stick weve got to think aboutshaping the Path

First you need to tweak theenvironment to provide a free space for discussion At Alpha therotational teams had a private place to meet and that created afree space where the new identity could grow Do your own reformershave a private place where they can meet and coordinate

Second you should build good habits Recall the idea of actiontriggers-visualizing when and where you are going to dosomething important The interns at Alpha were essentially settingaction triggers They thought about what they would sayand how they would act when 9 pm came and the signoutprocess was triggered They mentally rehearsed how they wouldrespond if an argument flared up with the night resident Havemembers of your team rehearsed how theyll react when theymeet resistance from your organizations old guard

Finally you should rally the herd At Alpha the leaders helpedthe reformers find one another and the reformers began to createa language-as we saw in the examples of the designateddriver and Fataki-that allowed them to talk about their valueswith others As a leader you can help prod them to create this languageto find ways to articulate what is different and better aboutthe change you seek

We started the Path section by discussing the Fundamental AttributionError-the tendency to attribute behavior to peoplescharacter rather than to their environments Look again at theteaching-hospital example At Alpha 42 percent of superiors supportedthe change at Beta 66 percent supported it Almost all ofus would have put our money on Beta Not many of us whenconfronted with that data would have immediately thought Yesbut what about the situational forces

At the two hospitals individual character competed with situationalforces and situational forces won This brings us backfull circle to the food drive study where a jerk with clear instructionswas more charitable than a saint with generic instructionsThe line between saints and jerks wasnt as clear as we mighthave thought Neither was the line between supporters and resistersof hospital reformIf the right Path can turn a jerk into a saint then the rightPath can also turn a change enemy into an ally

ReferenceReference book HOW TO CHANGE THINGS WHEN CH ANGE IS HARD

By CHIP HEATH (a professor at the GraduateSchool of Business at Stanford University) and DAN HEATH(a senior fellow at Duke Universitys Centerfor the Advancement of Social Entrepreneurship(CASE))

• Change Management
• Reference
• Slide 3
• Rider
• Elephant
• Main strategy 1 Direct the Rider 1a Follow the brightspot
• Details of Vietnam example
• Slide 8
• Slide 9
• Main strategy 1 Direct the Rider 1b Script the critical move
• Slide 11
• Slide 12
• Main strategy 1 Direct the Rider 1c POINT TO THE DESTINATION
• Main strategy 2 Motivate the Elephant 2a Find the Feeling
• Slide 15
• Slide 16
• Slide 17
• Slide 18
• Slide 19
• Slide 20
• Slide 21
• Slide 22
• Slide 23
• Main strategy 2 Motivate the Elephant 2b Shrink the Change
• Slide 25
• Slide 26
• Slide 27
• Slide 28
• Slide 29
• Slide 30
• Slide 31
• Slide 32
• Slide 33
• Slide 34
• Slide 35
• Slide 36
• Slide 37
• Slide 38
• Slide 39
• Slide 40
• Main strategy 2 Motivate the Elephant 2c Grow your people(creating sense of identity amp instill growth mindset)
• Slide 42
• Slide 43
• Slide 44
• Slide 45
• Slide 46
• Slide 47
• Slide 48
• Slide 49
• Slide 50
• Slide 51
• Slide 52
• Slide 53
• Slide 54
• Slide 55
• Main strategy 3 Shape the path 3a Tweak the environment
• Fundamental attribution error ndash we hurrily judge someonesomething from Direct attributes but forget about situation that may have created those attributes
• Slide 58
• Slide 59
• 3b Build habit
• Slide 61
• Example or strategy to build habit
• 3b Action trigger
• Slide 64
• 3c Rally the herd
• Slide 66
• By STANDER effect ndash humanbeings take decision after looking what others do
• Slide 68
• Slide 69
• Slide 70
• Summary
• Slide 72
• Slide 73
• Summary Direct the Rider(Head rational thinker)
• Summary Motivate the Elephant(Lazy pleasure loving self)
• Slide 76
• Summary Shaping the path
• Slide 78
• Slide 79
• Slide 80
• Slide 81

A business cliche commands us to raise the bar But thatsexactly the wrong instinct if you want to motivate a reluctant ElephantYou need to lower the bar Picture taking a high-jump barand lowering it so far that it can be stepped overIf you want a reluctant Elephant to get moving you need toshrink the change

a clever self-help technique calledthe 5-Minute Room Rescue proposed by Marla Cilley a homeorganizingguru who calls herself the Fly Lady (think of zoomingthrough your housecleaning with wings) Heres what you doGet a kitchen timer and set it for 5 minutes Then go to the worstroom in your house-the one youd never let a guest see-andas the timer ticks down start clearing a path and when the timerbuzzes you can stop with a clear conscience

This is an Elephant trick The Elephant hates doing things with no immediate payoff

To get the Elephant off its duff you need to reassureit that the task wont be so bad Look its just 5 minutesHow bad can it be

What good is a 5-minute session of cleaning Not much Itgets you moving though and thats the hardest part Starting anunpleasant task is always worse than continuing it So once youstart cleaning house chances are you wont stop at 5 minutesYoull be surprised at how fast things turn around Youll start totake pride in your accomplishments-starting with the cleansink then the clean bathroom then the clean downstairs areaandthat pride and confidence will build on itself A virtuous circleBut you couldnt have enjoyed the virtuous circle without first shrinking the change

In his book TheTotal Money Makeover Ramsey

One of Ramseys best-known and most controversial debtfightingtechniques is the Debt Snowball When the Farrarsfound themselves with over $ 1 00000 in debt (not includingtheir mortgage) they started working on the Debt SnowballThe first step was to list all their debts-everything from creditcards to overdue electric bills to student loans-and then arrangethem in order from smallest to largest Next their instructionswere to make only the minimum payments on every debt withone exception

After the minimum payments were made everyavailable dollar would be put toward the first debt on the list Becausethe first debt was the smallest one it could be paid off relativelyquickly and the Farrars could cross it off the list and thendirect every available dollar to paying off the second debt thenthe third then the fourth As they crossed off each debt theywere able to eliminate a minimum payment which gave themmore cash to attack the next debt Thats why the strategy iscalled a Debt Snowball With each debt that is conquered the snowball of money applied to the next debt grows and rolls a little faster

Notice whats missing here any mention of interest rates Ifthe Farrars smallest debt was a past-due utility bill with no in

terest charges whatsoever Ramsey still advised them to pay it offbefore tackling any of their credit card bills which might have interestrates of 20 percent or aboveThis advice makes the average financial adviser cringe Afterall simple math tells us that were financially better-off if we paydown high-interest debt first

Ramsey writes --Being a certified nerd I always used to start with makingthe math work I have learned that the math doesneed to work but sometimes motivation is more importantthan math This is one of those times Faceit if you go on a diet and lose weight the first week youwill stay on that diet If you go on a diet and gain weightor go six weeks with no visible progress you will quitWhen training salespeople I try to get them a sale ortwo quickly because that fires them up When you startthe Debt Snowball and in the first few days pay off acouple oflittle debts trust me it lights your fire I dontcare if you have a masters degree in psychology youneed quick wins to get fired up And getting fired up issuper-important

Most financial advisers recommend that their clients paydown high-interest debt first in order to optimize the impact oftheir money But Ramseys not trying to solve an optimizationproblem hes trying to solve an Elephant problem The reasonpeople get themselves into financial trouble he knows is thatthey lose control They begin to feel powerless in the face of amountain of debt And you cant combat powerlessness withmath You combat it by proving to people that they can win Ifyou pay $ 1 8 5 toward a $20000 debt on a high-interest creditcard youre still going to feel hopeless But if you completely payoff a $ 1 8 5 overdue utility bill you can cross it off yo r list Youvewon a victory over debtRamsey is using the same strategy as the Fly Lady with her5-Minute Room Rescue-if people are facing a daunting taskand their instinct is to avoid it youve got to break down the taskShrink the change Make the change small enough that they canthelp but score a victory Once people clean a single room or payoff a single debt their dread starts to dissipate and their progressbegins to snowballC

One way to shrink change then is to limit the investment youreasking for-only 5 minutes of housecleaning only one smalldebt Another way to shrink change is to think of small winsmilestonesthat are within reach (Our dad Fred Heath whoworked over thirty years for IBM would tell his teams that whenmilestones seemed too distant they should look for inch pebblesNice one Dad)

Kelman a professor of public management at Harvard UniversitysKennedy School of Government got a call from theClinton administration in 1 993 asking him to lead the Officeof Federal Procurement Policy (OFPP) As the head of OFPp hewould be responsible for reforming the governments procurementefforts

Kelman was reluctant to head up OFPp knowing there wasa pretty good chance that despite his best efforts nothing wouldchange but in the end he accepted the job He knew exactly whathe was getting into because three years earlier hed written a bookabout procurement reformThere were lots of problems with procurement Over theyears the government had established many protocols and protectionsto prevent abuses of various kinds There were good intentionsbehind these protections but as they built up layerupon layer they began to cause more harm than the abusestheyd been designed to prevent For instance when makingpurchase decisions procurement officials could not use evidenceof vendors past performance

Kelman knew hed have to make some progress quickly or elsehed be dismissed If an example of successful change couldsomehow be achieved quickly it might be possible to use that toset other changes in motion he wrote later He sought a victorythat would be fast achievable and visible-a small win thatwould work for all of his constituents whether the Defense Departmentor the Health and Human Services Department If hecould get their Elephants moving with an easy mission-the governmentequivalent of the 5-Minute Room Rescue-he thoughthe would be able to keep them moving

One day a conversation with a government employee sparkedan idea The employee told Kelman that when she needed simpleinexpensive items such as a few computer disks the procurementrules made it impossible for her to walk to thecomputer superstore across the str1048958et and buy them She foundthis limitation was infuriatingKelman spotted an opportunity He went to the senior procurementexecutives and issued a challenge I want you to doubleyour agencys use ofgovernment credit cards over the next year (Noticethe precision of the challenge a la the 1 milk campaign By

being specific about the behavioral change Kelman was directinghis constituents Riders) In his vision anytime employees neededsomething small-computer disks or a replacement hard driveor a carton of office paper-they should be able to march acrossthe street armed with their credit cards and purchase what theyneeded on the spot Kelman asked the agencies to make a formalPledge to embrace the idea The agencies were supportive soKelman pushed further Over the next year he organized fourmore pledgesso here they donrsquot need quotation or tender Government may check later whether it complies fair price policy

The second pledge was a biggie Kelman asked the agencies tobreak with the tradition of ignoring past performance He knewthis would be a tough sell so he decided to push for it publiclyonly when he was sure he had at least eight agencies onboard Hehit the phones and his employees and advisers rallied the peoplein their networks Eventually his team had eight agencies signedup but he wasnt finished After we got to nine agencies participationstarted snowballing and soon we could say to the holdoutsAlmost everyone but you is participating (This outcomeforeshadows a point that we make in Chapter 1 0 about behaviorbeing contagious Kelman managed to address all three parts ofthe framework-directing the Rider motivating the Elephantand shaping the Path)

When you engineer early successes what youre really doing isengineering hope Hope is precious to a change effort Its Elephantfuel

Main strategy 2 Motivate the Elephant2c Grow your people(creating sense of

identity amp instill growth mindset)bull Be noted identity may be created it is not always

inherited thing For example creating identity like Iutians are hard working gives a boost to the elephant to do something

bull So this identity to be created in positive way bull Identity may be achieved by birth and or individual

endeavour For example citizen of a country(by birth) is an identity received by birth while lsquoEngineerrsquo identity that is earned through hard study

bull Growth mindset to be instilled by removing limiting belief that things could not be changed by trying The new belief system should be that anything could be learnt and anything is possible

bull Example Brasilatas inventors

The St Lucia Parrot exists only o n the Caribbean island o f StLucia Its gorgeous with a vivid turquoise blue face lime greenwings and a striking red shield on its chest In 1977 only onehundred St Lucia Parrots were left on the island The populationhad been decimated by habitat destruction hunters andpeople who trapped them to use as pets The St Lucia Parrotseemed doomed in the words of one biologist the species couldnot escape oblivion by the year 2000Enter an unlikely savior college student Paul Butler In 1977Butler was finishing his last year of studies at North-East LondonPolytechnic Butlers passion was conservation and hed previouslyspent five weeks completing a field research expedition inSt Lucia where hed studied the parrot and submitted recommendationsfor preserving the species

Pg 149

Weve seen that one way to motivate a switch is to shrink thechange which makes people feel big relative to the challengeBut here were seeing something different Paul Butler didntshrink the change Instead he grew the people He made the StLucians swell with pride over their parrot-a species that existsnowhere else He inspired them to feel more determined moreready more motivated And when you build people up in thisway they dtvelop the strength to act

In essence Butlers goal was to convince St Lucians that theywere the kind of people who protected their own In public eventsButler stressed This parrot is ours Nobody has this but us Weneed to cherish it and look after it He did everything in hispower to make the public more familiar with the bird He hostedSt Lucia Parrot puppet shows distributed T-shirts cajoled a localband to record songs about the bird convinced local hotels toprint up bumper stickers recruited volunteers to dress up in parrotcostumes and visit local schools and asked local ministers tocite relevant Bible verses (for instance verses that instructed believersto be good stewards of the things that were in their trust)

James March a professor of politicalscience at Stanford University March says that when peoplemake choices they tend to rely on one of two basic models ofdecision making the consequences model or the identity modelThe consequences model is familiar to students of economicsIt assumes that when we have a decision to make we weigh thecosts and benefits of our options and make the choice thatmaximizes our satisfaction Its a rational analytical approachThis is the approach that Paul Buder knew would fail withSt Lucians because there simply wasnt a strong costbenefitcase for the parrot

In the identity model of decision making we essentially askourselves three questions when we have a decision to make Whoam l What kind of situation is this What would someone like medo in this situation Notice whats missing any calculation of costsand benefits The identity model explains the way most peoplevote which contradicts our notion of the self-interested voterIt helps to shed light on why an auto mechanic in Oklahomawould vote against a Democrat whod give him health insuranceand why a Silicon Valley millionaire would vote against a Republicanwhod cut her taxes

Generally when we use the word identity were talking aboutan immutable trait of some kind-such as a racial ethic orregional identity But thats a relatively narrow use of the termWere not just born with an identity we adopt identities throughoutour lives We aspire to be good mothers or fathers devoutCatholics or Muslims patriotic citizens and so on

Or consider a professional identity such as being a scientistClearly youre not born a scientist Its an identity you seek outand one that others such as your professors and mentors consciouslycultivate in you As you develop and grow in that identityit becomes an increasingly important part of your self-imageand triggers the kind of decision making that March describes

Its critical to realize that these identity stories arent just specialcase situations confined to scientists or nurses or St LuciansIdentity is going to play a role in nearly every change situationEven yours When you think about the people whose behaviorneeds to change ask yourself whether they would agree with thisstatement I aspire to be the kind of person who would makethis change If their answer is yes thats an enormous factor in your favor If their answer is no then youll have to work hard toshow them that they should aspire to a different self-image Andthats exactly what Paul Butler did in St Lucia He convinced theislands citizens to think This is our bird-if we want to be goodSt Lucians wed better protect it

in a business context consider a firmthat invented an identity that subsequently became the engine ofits success The firm is Brasilata-its a US$ 1 70 million manufacturingfirm in Brazil that produces various kinds of steel cansAs youd imagine the can manufacturing industry is relativelymature-not much growth not much excitement But Brasilatadefies the stereotype of a boring stuck-in-its ways manufacturerIn fact it has one of the best reputations for innovation of anycompany in Latin America

How does a manufacturer of cans become known as an innovatorBrasilatas founders were inspired by the philosophy ofJapanese car manufacturers like Honda and Toyota which empoweredtheir frontline employees to take ownership of theirwork For instance at Toyota any employee who spotted a defectcould stop the assembly line (this would have been unthinkablein Detroit at the time) Toyota and Honda also actively solicited

ideas for innovation from their employees In 1 987 the foundersof Brasilata launched an employee-innovation program modeledon the Japanese forerunnersA new identity was the core of the program Employees ofBrasilata hecame known as inventors and when new employeesjoined the firm they were asked to sign an innovation contractThis wasnt simply feel-good language Top management challengedemployees to be on the lookout for potential innovationsideasfor how to create better products improve productionprocesses and squeeze costs out of the system Procedures developedwithin the factory made it easy for inventors to submit theirideas

The program succeeded beyond any reasonable expectationsIn 2008 employees submitted 1 34846 ideas-an averageof 1452 ideas per inventor This figure puts Brasilata on par withthe Japanese trendsetters that had inspired the programMany of the suggestions led to the development of new productsFor instance in late 2008 Brasilata came up with a new approachfor steel cans designed to carry dangerous or flammableliquids To meet United Nations standards such cans must beable to withstand a drop from 1 2 meters (roughly 4 feet) Traditionallymost manufacturers had reached this standard by thickeningthe metal layers which used up more raw material andrequired new production processes And the reinforced designswerent foolproof-the metal seams were prone to split if a canlanded on an edgeBrasilatas inventors

suggested a new design inspired by carbumpers that collapse on impact Their new steel can deformedslightly on impact reducing stress on the critical seam The newdesign resisted impact better while also reducing the amount ofsteel in the canThe inventors have led Brasilata through emergencies In200 1 a severe energy crisis-the blackout syndrome ndashforced

the government of Brazil to ration energy Businesses received astrict quota of electricity The inventors went to work dreamingup power-saving ideas-hundreds of them Within a few weeksBrasilatas energy consumption was reduced by 35 percent fallingbelow the companys quota and allowing the company to resell itsextra energy

Another unexpected idea was jointly suggested by two employeesEliminate our jobs theyre not necessary anymore The ideawas accepted but the company found a new place for the employeesBrasilata has a no-dismissal policy and also distributes1 5 percent of its net profits to employees Its no surprise thatBrasilata consistently appears on best places to work lists inBrazilLets remember something This inventor identity whichhas fueled business success and employee satisfaction was madeup None of Brasilatas employees were born inventors Theidentity was introduced to them and they liked the sound of itIt seemed to be a mantle worth wearing Being an inventor hasbecome a source of pride and strength

If cultivating an identity sounds daunting take heart A classicstudy in psychology shows that you can start with small steps Inthe 1960s two psychologists from Stanford University JonathanFreedman and Scott Fraser asked a researcher to go door-to-doorin an upscale neighborhood in Palo Alto California

Pg 158

indeed 83 percent of the home ownerspassed on the opportunity ldquo

Two weeks earlier thesame home owners had been approached by a volunteer claimingto represent a different driver-safety organization They wereasked to put a tiny Be a Safe Driver sign-less than half thesize of a postcard-in the window of their car or home The volunteersaid the sign was intended to make citizens more aware ofthe need to drive carefully This seemed such a trivial commitmentthat almost all of the home owners said yes

When the researcherscame back two weeks later and asked the home owners to installthe eyesore billboard 76 percent accepted it

the science of the billboardstudy says something pretty remarkable It shows us that peopleare receptive to developing new identities that identities growfrom small beginnings Once you start seeing yourself as a concernedcitizen youll want to keep acting like one Thats tremendouslygood news for someone leading a change effort It meansfor example that if you can show people why the environment isworth caring about it wont take years for them to think of themselvesas environmentalists It took only a few days for the homeowners to think of themselves as concerned citizens

You need to create the expectationof failure-not the failure of the mission itself but failureen route This notion takes us into a fascinating area of researchthat is likely to change the way you view the world

Main strategy 3 Shape the path3a Tweak the environment

bull TWEAK THE ENVIRONMENT When the situation changes the behavior

bull changes So change the situation [Throwing out the phone system at Rackspace

bull 1-Click ordering simplifying the online time sheet]bull Tweaking the environment is about making the right

behaviors a little bit easier and the wrong behaviors a little bit harder Its that simple

bull ]

Fundamental attribution error ndash we hurrily judge someonesomething from Direct

attributes but forget about situation that may have created those attributes

frequently blind to the power of situations In a famousarticle Stanford psychologist Lee Ross surveyed dozens ofstudies in psychology and noted that people have a systematictendency to ignore the situational forces that shape other peoplesbehavior He called this deep-rooted tendency the FundamentalAttribution Error The error lies in our inclination toattribute peoples behavior to the way they are rather than to thesituation they are in

how a smoother Path can change behavior consider someresearch that studied why college students did (or didnt) donatefood to a canned-food drive for charity The researchers knewsome students would be more charitable and generous thanothers and would be more inclined to donate food Theresearchers wondered Can we alter the situation so that jerks givetoo

Pg 182

Some students received a basicletter announcing the launch of a food drive the following weekand asking them to bring canned food to a booth on TressiderPlaza (a well-known spot on campus) Other students received amore detailed letter which included a map to the precise spot arequest for a can of beans and a suggestion that they think abouta time when theyd ordinarily be near Tressider Plaza so theywouldnt have to go out of their way to get there

Students who received the basic letter were not very generousOnly 8 percent of the saints donated and not a single one ofthe jerks

Students who received the more detailedletter were substantially more charitable 42 percent of thesaints donated and so did 2 5 percent of the jerks

Tweaking the environment is about making the right behaviorsa little bit easier and the wrong behaviors a little bit harder Itsthat simple

3b Build habit

bull When something becomes a habit our rational brain(rider) does not have to exert almost any energy or will power This will power energy is of limited supply and could not work for long stretch of time

bull So if step by step procedure some objective or main task could be turned into a habit it would be easier for human beings to do it

bull BUILD HABITS When behavior is habitual its free-it doesnt tax the Rider

bull Look for ways to encourage habits [Setting action triggers eating two bowls of

bull soup while dieting using checklists

Example or strategy to build habit

bull 21 days repetition method

3b Action trigger

Peter Gollwitzer a psychologist at New York University is thepioneer of work in this area He and colleague Veronika Brandstarterfound that action triggers are quite effective in motivatingaction

By preloading the decisionwe conserve the Riders self-control(it does not have to think about what to do)

In one study they tracked college students who had theoption to earn extra credit in a class by writing a paper about how they spent Christmas Eve But there was a catch To earn the credit they had to submit the paper by December 26 Most studentshad good intentions of writing the paper but only 33 percentof them got around to writing and submitting it Otherstudents in the study were required to set action triggers-tonote in advance exactly when and where they intended to write the report (for example Ill write this report in my dads officeon Christmas morning before everyone gets up) A whopping75 percent of those students wrote the report

3c Rally the herd

bull Social and peer pressure is a very strong force in motivating us to do something

bull So if influential celebrity type people do something the majority follow through Here 8020 rule applies

bull Again if someone could be told that the majority are doing this heshe would like to be the part of the group(here) and comply with Therefore become happy as becoming of a group that fulfills our belonging needs

bull The Elephant constantly looks to the herd for cues about how to behave

bull Other people are getting their work done on time Why wont you

bull RALLY THE HERD Behavior is contagious Help it spread [Fataki in Tanzaniafree spaces in hospitals seeding the tip jar]

By STANDER effect ndash humanbeings take decision after

looking what others doColumbia University students having volunteered for a researchstudy were asked to sit in a room and fill out a surveySome were left alone others were put in rooms with two otherstudents As they filled out their surveys a crisis emergedSmoke began to pour into the room through a wall vent Thesmoke continued to flow in irregular puffs until eventually theroom was filled with haze Of the students sitting in a room bythemselves 75 percent got up and found someone to alert aboutthe smoke But when three students were placed in the roomat the same time only 38 percent of the groups of three ever reportedthe smoke They just sat there inhaling the smoke eachindividuals inaction signaling to the other two people in theroom that this smoke cloud isnt such a big deal

In a similar study individuals or pairs who were completinga survey heard what sounded like a woman falling down loudlyon the other side of a room divider Of the lone bystanders 70percent went to help her but only 40 percent of the pairs helpedEven when the pairs helped they acted more slowly than the individuals

Why do groups fail to respond as well as individualsIn ambiguous situations-smoke pouring into a room theapparent sound of a fall-people look to others for cues abouthow to interpret the event If you see a man suddenly collapse atthe mall your brain races through possible interpretations Its aheart attack Or wait maybe he tripped and fell down Or whatif hes playing a gag on someone Youre reluctant to rush overimmediately because if he simply tripped your alarm-bell behaviorwill leave you both embarrassedIf youre the only person around to react youll probably makeyour best guess-heart attack-and rush over But if theres acrowd youve got two stimuli to process the collapse itself andthe crowds reaction to the collapse You might pause briefly tostudy the crowd Are other people acting like hes had a heart attackYou stand there idling ready to spring into action at thefirst sign of crisis But as you wait other people are looking backat you and when they see you idling your behavior becomes datafor their theory that its not an emergency And thats why threepeople can sit in a room filling with smoke and not make a peep

a group of socialpsychologists persuaded a hotel manager to test out a newsign in the hotel bathrooms The sign didnt mention the environmentat alIi it simply said that the the majority of guests atthe hotel reuse their towels at least once during their stay Itworked-guests who got this sign were 26 percent more likely toreuse their towels They took cues from the herdNote the downside though If the sign had said About 8of our guests decide to reuse their towels new guests would havebeen less likely to reuse theirs

SummaryHOW TO MAKE A SWITCHFor things to change somebody somewhere has to start actingdifferently Maybe its you maybe its your teamPicture that person (or people)Each has an emotional Elephant side and a rational Rider sideYouve got to reach both And youve also got to clear the wayfor them to succeed In short you must do three things

DIRECT the RiderFOLLOW THE BRIGHT SPOTS Investigate whats working and clone it [Jerrysternin in Vietnam solutions-focused therapy]SCRIPT THE CRITICAL MOVES Dont think big picture think in terms of specificbehaviors [1 milk four rules at the Brazilian railroad]POINT TO THE DESTINATION Change is easier when you know where youregoing and why its worth it [You ll be third graders soon No dry holes at BP]

MOTIVATE the ElephantFIND THE FEELING Knowing something isn t enough to cause change Makepeople feel something [Piling gloves on the table the chemotherapy video gameRobyn Waterss demos at Target]SHRINK THE CHANGE Break down the change until it no longer spooks the Elephant[The 5-Minute Room Rescue procurement reform]GROW YOUR PEOPLE Cultivate a sense of identity and instill the growth mindset[Brasilatas inventors junior-high math kids turnaround]

SHAPE the PathTWEAK THE ENVIRONMENT When the situation changes the behaviorchanges So change the situation [Throwing out the phone system at Rackspace1-Click ordering simplifying the online time sheet]BUILD HABITS When behavior is habitual its free-it doesnt tax the RiderLook for ways to encourage habits [Setting action triggers eating two bowls ofsoup while dieting using checklists]RALLY THE HERD Behavior is contagious Help it spread [Fataki in Tanzaniafree spaces in hospitals seeding the tip jar]

Summary Direct the Rider(Head rational thinker)

Heres the good news The Riders strengths are substantialand his flaws can be mitigated When you appeal to the Rider insideyourself or inside others you are trying to influence yourgame plan should be simpleFirst follow the bright spots Think of the Vietnamese childrenwho stayed well nourished against the odds or the Genentechsales reps who racked up sales against the odds AB you analyzeyour situation youre sure to find some things that are workingbetter than others Dont obsess about the failures Instead investigateand clone the successesNext give direction to the Rider-both a start and a finishSend him a destination postcard (Youll be a third grader soon)and script his critical moves (Buy 1 milk) When you do these things youll prepare the Rider to lead aswitch And youll arm him for the ongoing struggles with hisreluctant and formidable partner the Elephant

Summary Motivate the Elephant(Lazy pleasure loving self)

In times of change we need to remind ourselves and others againand again of certain basic truths Our brains and our abilities arelike muscles They can be strengthened with practice Were notborn skateboarders or scientists or nurses we must learn how toskateboard do science or care for sick people And our inspirationto change ourselves comes from our desire to live up to thoseidentitiesIn the story of Molly Howard we see that amazing things canhappen when you combine the aspiration of a new identity withthe persistence of the growth mindset Thats how you grow yourpeople

Over the past few chapters weve seen that the centralchallenge of change is keeping the Elephant moving forwardWhereas the Rider needs direction the Elephant needs motivationAnd weve seen that motivation comes from feelingknowledgeisnt enough to motivate change But motivation alsocomes from confidence The Elephant has to believe that its capableof conquering the change And there are two routes tobuilding peoples confidence so that they feel big relative totheir challenge You can shrink the change or grow your people(or preferably both)

Summary Shaping the pathOur picture of change is still incomplete though because itsclear that in some situations even a reluctant Elephant and a confusedRider will manage to change their behavior For instanceconsider the fact that even a lost angry driver who is hopelesslylate for an appointment will stop dutifully for a red lightThats why to make changes stick weve got to think aboutshaping the Path

First you need to tweak theenvironment to provide a free space for discussion At Alpha therotational teams had a private place to meet and that created afree space where the new identity could grow Do your own reformershave a private place where they can meet and coordinate

Second you should build good habits Recall the idea of actiontriggers-visualizing when and where you are going to dosomething important The interns at Alpha were essentially settingaction triggers They thought about what they would sayand how they would act when 9 pm came and the signoutprocess was triggered They mentally rehearsed how they wouldrespond if an argument flared up with the night resident Havemembers of your team rehearsed how theyll react when theymeet resistance from your organizations old guard

Finally you should rally the herd At Alpha the leaders helpedthe reformers find one another and the reformers began to createa language-as we saw in the examples of the designateddriver and Fataki-that allowed them to talk about their valueswith others As a leader you can help prod them to create this languageto find ways to articulate what is different and better aboutthe change you seek

We started the Path section by discussing the Fundamental AttributionError-the tendency to attribute behavior to peoplescharacter rather than to their environments Look again at theteaching-hospital example At Alpha 42 percent of superiors supportedthe change at Beta 66 percent supported it Almost all ofus would have put our money on Beta Not many of us whenconfronted with that data would have immediately thought Yesbut what about the situational forces

At the two hospitals individual character competed with situationalforces and situational forces won This brings us backfull circle to the food drive study where a jerk with clear instructionswas more charitable than a saint with generic instructionsThe line between saints and jerks wasnt as clear as we mighthave thought Neither was the line between supporters and resistersof hospital reformIf the right Path can turn a jerk into a saint then the rightPath can also turn a change enemy into an ally

ReferenceReference book HOW TO CHANGE THINGS WHEN CH ANGE IS HARD

By CHIP HEATH (a professor at the GraduateSchool of Business at Stanford University) and DAN HEATH(a senior fellow at Duke Universitys Centerfor the Advancement of Social Entrepreneurship(CASE))

• Change Management
• Reference
• Slide 3
• Rider
• Elephant
• Main strategy 1 Direct the Rider 1a Follow the brightspot
• Details of Vietnam example
• Slide 8
• Slide 9
• Main strategy 1 Direct the Rider 1b Script the critical move
• Slide 11
• Slide 12
• Main strategy 1 Direct the Rider 1c POINT TO THE DESTINATION
• Main strategy 2 Motivate the Elephant 2a Find the Feeling
• Slide 15
• Slide 16
• Slide 17
• Slide 18
• Slide 19
• Slide 20
• Slide 21
• Slide 22
• Slide 23
• Main strategy 2 Motivate the Elephant 2b Shrink the Change
• Slide 25
• Slide 26
• Slide 27
• Slide 28
• Slide 29
• Slide 30
• Slide 31
• Slide 32
• Slide 33
• Slide 34
• Slide 35
• Slide 36
• Slide 37
• Slide 38
• Slide 39
• Slide 40
• Main strategy 2 Motivate the Elephant 2c Grow your people(creating sense of identity amp instill growth mindset)
• Slide 42
• Slide 43
• Slide 44
• Slide 45
• Slide 46
• Slide 47
• Slide 48
• Slide 49
• Slide 50
• Slide 51
• Slide 52
• Slide 53
• Slide 54
• Slide 55
• Main strategy 3 Shape the path 3a Tweak the environment
• Fundamental attribution error ndash we hurrily judge someonesomething from Direct attributes but forget about situation that may have created those attributes
• Slide 58
• Slide 59
• 3b Build habit
• Slide 61
• Example or strategy to build habit
• 3b Action trigger
• Slide 64
• 3c Rally the herd
• Slide 66
• By STANDER effect ndash humanbeings take decision after looking what others do
• Slide 68
• Slide 69
• Slide 70
• Summary
• Slide 72
• Slide 73
• Summary Direct the Rider(Head rational thinker)
• Summary Motivate the Elephant(Lazy pleasure loving self)
• Slide 76
• Summary Shaping the path
• Slide 78
• Slide 79
• Slide 80
• Slide 81

a clever self-help technique calledthe 5-Minute Room Rescue proposed by Marla Cilley a homeorganizingguru who calls herself the Fly Lady (think of zoomingthrough your housecleaning with wings) Heres what you doGet a kitchen timer and set it for 5 minutes Then go to the worstroom in your house-the one youd never let a guest see-andas the timer ticks down start clearing a path and when the timerbuzzes you can stop with a clear conscience

This is an Elephant trick The Elephant hates doing things with no immediate payoff

To get the Elephant off its duff you need to reassureit that the task wont be so bad Look its just 5 minutesHow bad can it be

What good is a 5-minute session of cleaning Not much Itgets you moving though and thats the hardest part Starting anunpleasant task is always worse than continuing it So once youstart cleaning house chances are you wont stop at 5 minutesYoull be surprised at how fast things turn around Youll start totake pride in your accomplishments-starting with the cleansink then the clean bathroom then the clean downstairs areaandthat pride and confidence will build on itself A virtuous circleBut you couldnt have enjoyed the virtuous circle without first shrinking the change

In his book TheTotal Money Makeover Ramsey

One of Ramseys best-known and most controversial debtfightingtechniques is the Debt Snowball When the Farrarsfound themselves with over $ 1 00000 in debt (not includingtheir mortgage) they started working on the Debt SnowballThe first step was to list all their debts-everything from creditcards to overdue electric bills to student loans-and then arrangethem in order from smallest to largest Next their instructionswere to make only the minimum payments on every debt withone exception

After the minimum payments were made everyavailable dollar would be put toward the first debt on the list Becausethe first debt was the smallest one it could be paid off relativelyquickly and the Farrars could cross it off the list and thendirect every available dollar to paying off the second debt thenthe third then the fourth As they crossed off each debt theywere able to eliminate a minimum payment which gave themmore cash to attack the next debt Thats why the strategy iscalled a Debt Snowball With each debt that is conquered the snowball of money applied to the next debt grows and rolls a little faster

Notice whats missing here any mention of interest rates Ifthe Farrars smallest debt was a past-due utility bill with no in

terest charges whatsoever Ramsey still advised them to pay it offbefore tackling any of their credit card bills which might have interestrates of 20 percent or aboveThis advice makes the average financial adviser cringe Afterall simple math tells us that were financially better-off if we paydown high-interest debt first

Ramsey writes --Being a certified nerd I always used to start with makingthe math work I have learned that the math doesneed to work but sometimes motivation is more importantthan math This is one of those times Faceit if you go on a diet and lose weight the first week youwill stay on that diet If you go on a diet and gain weightor go six weeks with no visible progress you will quitWhen training salespeople I try to get them a sale ortwo quickly because that fires them up When you startthe Debt Snowball and in the first few days pay off acouple oflittle debts trust me it lights your fire I dontcare if you have a masters degree in psychology youneed quick wins to get fired up And getting fired up issuper-important

Most financial advisers recommend that their clients paydown high-interest debt first in order to optimize the impact oftheir money But Ramseys not trying to solve an optimizationproblem hes trying to solve an Elephant problem The reasonpeople get themselves into financial trouble he knows is thatthey lose control They begin to feel powerless in the face of amountain of debt And you cant combat powerlessness withmath You combat it by proving to people that they can win Ifyou pay $ 1 8 5 toward a $20000 debt on a high-interest creditcard youre still going to feel hopeless But if you completely payoff a $ 1 8 5 overdue utility bill you can cross it off yo r list Youvewon a victory over debtRamsey is using the same strategy as the Fly Lady with her5-Minute Room Rescue-if people are facing a daunting taskand their instinct is to avoid it youve got to break down the taskShrink the change Make the change small enough that they canthelp but score a victory Once people clean a single room or payoff a single debt their dread starts to dissipate and their progressbegins to snowballC

One way to shrink change then is to limit the investment youreasking for-only 5 minutes of housecleaning only one smalldebt Another way to shrink change is to think of small winsmilestonesthat are within reach (Our dad Fred Heath whoworked over thirty years for IBM would tell his teams that whenmilestones seemed too distant they should look for inch pebblesNice one Dad)

Kelman a professor of public management at Harvard UniversitysKennedy School of Government got a call from theClinton administration in 1 993 asking him to lead the Officeof Federal Procurement Policy (OFPP) As the head of OFPp hewould be responsible for reforming the governments procurementefforts

Kelman was reluctant to head up OFPp knowing there wasa pretty good chance that despite his best efforts nothing wouldchange but in the end he accepted the job He knew exactly whathe was getting into because three years earlier hed written a bookabout procurement reformThere were lots of problems with procurement Over theyears the government had established many protocols and protectionsto prevent abuses of various kinds There were good intentionsbehind these protections but as they built up layerupon layer they began to cause more harm than the abusestheyd been designed to prevent For instance when makingpurchase decisions procurement officials could not use evidenceof vendors past performance

Kelman knew hed have to make some progress quickly or elsehed be dismissed If an example of successful change couldsomehow be achieved quickly it might be possible to use that toset other changes in motion he wrote later He sought a victorythat would be fast achievable and visible-a small win thatwould work for all of his constituents whether the Defense Departmentor the Health and Human Services Department If hecould get their Elephants moving with an easy mission-the governmentequivalent of the 5-Minute Room Rescue-he thoughthe would be able to keep them moving

One day a conversation with a government employee sparkedan idea The employee told Kelman that when she needed simpleinexpensive items such as a few computer disks the procurementrules made it impossible for her to walk to thecomputer superstore across the str1048958et and buy them She foundthis limitation was infuriatingKelman spotted an opportunity He went to the senior procurementexecutives and issued a challenge I want you to doubleyour agencys use ofgovernment credit cards over the next year (Noticethe precision of the challenge a la the 1 milk campaign By

being specific about the behavioral change Kelman was directinghis constituents Riders) In his vision anytime employees neededsomething small-computer disks or a replacement hard driveor a carton of office paper-they should be able to march acrossthe street armed with their credit cards and purchase what theyneeded on the spot Kelman asked the agencies to make a formalPledge to embrace the idea The agencies were supportive soKelman pushed further Over the next year he organized fourmore pledgesso here they donrsquot need quotation or tender Government may check later whether it complies fair price policy

The second pledge was a biggie Kelman asked the agencies tobreak with the tradition of ignoring past performance He knewthis would be a tough sell so he decided to push for it publiclyonly when he was sure he had at least eight agencies onboard Hehit the phones and his employees and advisers rallied the peoplein their networks Eventually his team had eight agencies signedup but he wasnt finished After we got to nine agencies participationstarted snowballing and soon we could say to the holdoutsAlmost everyone but you is participating (This outcomeforeshadows a point that we make in Chapter 1 0 about behaviorbeing contagious Kelman managed to address all three parts ofthe framework-directing the Rider motivating the Elephantand shaping the Path)

When you engineer early successes what youre really doing isengineering hope Hope is precious to a change effort Its Elephantfuel

Main strategy 2 Motivate the Elephant2c Grow your people(creating sense of

identity amp instill growth mindset)bull Be noted identity may be created it is not always

inherited thing For example creating identity like Iutians are hard working gives a boost to the elephant to do something

bull So this identity to be created in positive way bull Identity may be achieved by birth and or individual

endeavour For example citizen of a country(by birth) is an identity received by birth while lsquoEngineerrsquo identity that is earned through hard study

bull Growth mindset to be instilled by removing limiting belief that things could not be changed by trying The new belief system should be that anything could be learnt and anything is possible

bull Example Brasilatas inventors

The St Lucia Parrot exists only o n the Caribbean island o f StLucia Its gorgeous with a vivid turquoise blue face lime greenwings and a striking red shield on its chest In 1977 only onehundred St Lucia Parrots were left on the island The populationhad been decimated by habitat destruction hunters andpeople who trapped them to use as pets The St Lucia Parrotseemed doomed in the words of one biologist the species couldnot escape oblivion by the year 2000Enter an unlikely savior college student Paul Butler In 1977Butler was finishing his last year of studies at North-East LondonPolytechnic Butlers passion was conservation and hed previouslyspent five weeks completing a field research expedition inSt Lucia where hed studied the parrot and submitted recommendationsfor preserving the species

Pg 149

Weve seen that one way to motivate a switch is to shrink thechange which makes people feel big relative to the challengeBut here were seeing something different Paul Butler didntshrink the change Instead he grew the people He made the StLucians swell with pride over their parrot-a species that existsnowhere else He inspired them to feel more determined moreready more motivated And when you build people up in thisway they dtvelop the strength to act

In essence Butlers goal was to convince St Lucians that theywere the kind of people who protected their own In public eventsButler stressed This parrot is ours Nobody has this but us Weneed to cherish it and look after it He did everything in hispower to make the public more familiar with the bird He hostedSt Lucia Parrot puppet shows distributed T-shirts cajoled a localband to record songs about the bird convinced local hotels toprint up bumper stickers recruited volunteers to dress up in parrotcostumes and visit local schools and asked local ministers tocite relevant Bible verses (for instance verses that instructed believersto be good stewards of the things that were in their trust)

James March a professor of politicalscience at Stanford University March says that when peoplemake choices they tend to rely on one of two basic models ofdecision making the consequences model or the identity modelThe consequences model is familiar to students of economicsIt assumes that when we have a decision to make we weigh thecosts and benefits of our options and make the choice thatmaximizes our satisfaction Its a rational analytical approachThis is the approach that Paul Buder knew would fail withSt Lucians because there simply wasnt a strong costbenefitcase for the parrot

In the identity model of decision making we essentially askourselves three questions when we have a decision to make Whoam l What kind of situation is this What would someone like medo in this situation Notice whats missing any calculation of costsand benefits The identity model explains the way most peoplevote which contradicts our notion of the self-interested voterIt helps to shed light on why an auto mechanic in Oklahomawould vote against a Democrat whod give him health insuranceand why a Silicon Valley millionaire would vote against a Republicanwhod cut her taxes

Generally when we use the word identity were talking aboutan immutable trait of some kind-such as a racial ethic orregional identity But thats a relatively narrow use of the termWere not just born with an identity we adopt identities throughoutour lives We aspire to be good mothers or fathers devoutCatholics or Muslims patriotic citizens and so on

Or consider a professional identity such as being a scientistClearly youre not born a scientist Its an identity you seek outand one that others such as your professors and mentors consciouslycultivate in you As you develop and grow in that identityit becomes an increasingly important part of your self-imageand triggers the kind of decision making that March describes

Its critical to realize that these identity stories arent just specialcase situations confined to scientists or nurses or St LuciansIdentity is going to play a role in nearly every change situationEven yours When you think about the people whose behaviorneeds to change ask yourself whether they would agree with thisstatement I aspire to be the kind of person who would makethis change If their answer is yes thats an enormous factor in your favor If their answer is no then youll have to work hard toshow them that they should aspire to a different self-image Andthats exactly what Paul Butler did in St Lucia He convinced theislands citizens to think This is our bird-if we want to be goodSt Lucians wed better protect it

in a business context consider a firmthat invented an identity that subsequently became the engine ofits success The firm is Brasilata-its a US$ 1 70 million manufacturingfirm in Brazil that produces various kinds of steel cansAs youd imagine the can manufacturing industry is relativelymature-not much growth not much excitement But Brasilatadefies the stereotype of a boring stuck-in-its ways manufacturerIn fact it has one of the best reputations for innovation of anycompany in Latin America

How does a manufacturer of cans become known as an innovatorBrasilatas founders were inspired by the philosophy ofJapanese car manufacturers like Honda and Toyota which empoweredtheir frontline employees to take ownership of theirwork For instance at Toyota any employee who spotted a defectcould stop the assembly line (this would have been unthinkablein Detroit at the time) Toyota and Honda also actively solicited

ideas for innovation from their employees In 1 987 the foundersof Brasilata launched an employee-innovation program modeledon the Japanese forerunnersA new identity was the core of the program Employees ofBrasilata hecame known as inventors and when new employeesjoined the firm they were asked to sign an innovation contractThis wasnt simply feel-good language Top management challengedemployees to be on the lookout for potential innovationsideasfor how to create better products improve productionprocesses and squeeze costs out of the system Procedures developedwithin the factory made it easy for inventors to submit theirideas

The program succeeded beyond any reasonable expectationsIn 2008 employees submitted 1 34846 ideas-an averageof 1452 ideas per inventor This figure puts Brasilata on par withthe Japanese trendsetters that had inspired the programMany of the suggestions led to the development of new productsFor instance in late 2008 Brasilata came up with a new approachfor steel cans designed to carry dangerous or flammableliquids To meet United Nations standards such cans must beable to withstand a drop from 1 2 meters (roughly 4 feet) Traditionallymost manufacturers had reached this standard by thickeningthe metal layers which used up more raw material andrequired new production processes And the reinforced designswerent foolproof-the metal seams were prone to split if a canlanded on an edgeBrasilatas inventors

suggested a new design inspired by carbumpers that collapse on impact Their new steel can deformedslightly on impact reducing stress on the critical seam The newdesign resisted impact better while also reducing the amount ofsteel in the canThe inventors have led Brasilata through emergencies In200 1 a severe energy crisis-the blackout syndrome ndashforced

the government of Brazil to ration energy Businesses received astrict quota of electricity The inventors went to work dreamingup power-saving ideas-hundreds of them Within a few weeksBrasilatas energy consumption was reduced by 35 percent fallingbelow the companys quota and allowing the company to resell itsextra energy

Another unexpected idea was jointly suggested by two employeesEliminate our jobs theyre not necessary anymore The ideawas accepted but the company found a new place for the employeesBrasilata has a no-dismissal policy and also distributes1 5 percent of its net profits to employees Its no surprise thatBrasilata consistently appears on best places to work lists inBrazilLets remember something This inventor identity whichhas fueled business success and employee satisfaction was madeup None of Brasilatas employees were born inventors Theidentity was introduced to them and they liked the sound of itIt seemed to be a mantle worth wearing Being an inventor hasbecome a source of pride and strength

If cultivating an identity sounds daunting take heart A classicstudy in psychology shows that you can start with small steps Inthe 1960s two psychologists from Stanford University JonathanFreedman and Scott Fraser asked a researcher to go door-to-doorin an upscale neighborhood in Palo Alto California

Pg 158

indeed 83 percent of the home ownerspassed on the opportunity ldquo

Two weeks earlier thesame home owners had been approached by a volunteer claimingto represent a different driver-safety organization They wereasked to put a tiny Be a Safe Driver sign-less than half thesize of a postcard-in the window of their car or home The volunteersaid the sign was intended to make citizens more aware ofthe need to drive carefully This seemed such a trivial commitmentthat almost all of the home owners said yes

When the researcherscame back two weeks later and asked the home owners to installthe eyesore billboard 76 percent accepted it

the science of the billboardstudy says something pretty remarkable It shows us that peopleare receptive to developing new identities that identities growfrom small beginnings Once you start seeing yourself as a concernedcitizen youll want to keep acting like one Thats tremendouslygood news for someone leading a change effort It meansfor example that if you can show people why the environment isworth caring about it wont take years for them to think of themselvesas environmentalists It took only a few days for the homeowners to think of themselves as concerned citizens

You need to create the expectationof failure-not the failure of the mission itself but failureen route This notion takes us into a fascinating area of researchthat is likely to change the way you view the world

Main strategy 3 Shape the path3a Tweak the environment

bull TWEAK THE ENVIRONMENT When the situation changes the behavior

bull changes So change the situation [Throwing out the phone system at Rackspace

bull 1-Click ordering simplifying the online time sheet]bull Tweaking the environment is about making the right

behaviors a little bit easier and the wrong behaviors a little bit harder Its that simple

bull ]

Fundamental attribution error ndash we hurrily judge someonesomething from Direct

attributes but forget about situation that may have created those attributes

frequently blind to the power of situations In a famousarticle Stanford psychologist Lee Ross surveyed dozens ofstudies in psychology and noted that people have a systematictendency to ignore the situational forces that shape other peoplesbehavior He called this deep-rooted tendency the FundamentalAttribution Error The error lies in our inclination toattribute peoples behavior to the way they are rather than to thesituation they are in

how a smoother Path can change behavior consider someresearch that studied why college students did (or didnt) donatefood to a canned-food drive for charity The researchers knewsome students would be more charitable and generous thanothers and would be more inclined to donate food Theresearchers wondered Can we alter the situation so that jerks givetoo

Pg 182

Some students received a basicletter announcing the launch of a food drive the following weekand asking them to bring canned food to a booth on TressiderPlaza (a well-known spot on campus) Other students received amore detailed letter which included a map to the precise spot arequest for a can of beans and a suggestion that they think abouta time when theyd ordinarily be near Tressider Plaza so theywouldnt have to go out of their way to get there

Students who received the basic letter were not very generousOnly 8 percent of the saints donated and not a single one ofthe jerks

Students who received the more detailedletter were substantially more charitable 42 percent of thesaints donated and so did 2 5 percent of the jerks

Tweaking the environment is about making the right behaviorsa little bit easier and the wrong behaviors a little bit harder Itsthat simple

3b Build habit

bull When something becomes a habit our rational brain(rider) does not have to exert almost any energy or will power This will power energy is of limited supply and could not work for long stretch of time

bull So if step by step procedure some objective or main task could be turned into a habit it would be easier for human beings to do it

bull BUILD HABITS When behavior is habitual its free-it doesnt tax the Rider

bull Look for ways to encourage habits [Setting action triggers eating two bowls of

bull soup while dieting using checklists

Example or strategy to build habit

bull 21 days repetition method

3b Action trigger

Peter Gollwitzer a psychologist at New York University is thepioneer of work in this area He and colleague Veronika Brandstarterfound that action triggers are quite effective in motivatingaction

By preloading the decisionwe conserve the Riders self-control(it does not have to think about what to do)

In one study they tracked college students who had theoption to earn extra credit in a class by writing a paper about how they spent Christmas Eve But there was a catch To earn the credit they had to submit the paper by December 26 Most studentshad good intentions of writing the paper but only 33 percentof them got around to writing and submitting it Otherstudents in the study were required to set action triggers-tonote in advance exactly when and where they intended to write the report (for example Ill write this report in my dads officeon Christmas morning before everyone gets up) A whopping75 percent of those students wrote the report

3c Rally the herd

bull Social and peer pressure is a very strong force in motivating us to do something

bull So if influential celebrity type people do something the majority follow through Here 8020 rule applies

bull Again if someone could be told that the majority are doing this heshe would like to be the part of the group(here) and comply with Therefore become happy as becoming of a group that fulfills our belonging needs

bull The Elephant constantly looks to the herd for cues about how to behave

bull Other people are getting their work done on time Why wont you

bull RALLY THE HERD Behavior is contagious Help it spread [Fataki in Tanzaniafree spaces in hospitals seeding the tip jar]

By STANDER effect ndash humanbeings take decision after

looking what others doColumbia University students having volunteered for a researchstudy were asked to sit in a room and fill out a surveySome were left alone others were put in rooms with two otherstudents As they filled out their surveys a crisis emergedSmoke began to pour into the room through a wall vent Thesmoke continued to flow in irregular puffs until eventually theroom was filled with haze Of the students sitting in a room bythemselves 75 percent got up and found someone to alert aboutthe smoke But when three students were placed in the roomat the same time only 38 percent of the groups of three ever reportedthe smoke They just sat there inhaling the smoke eachindividuals inaction signaling to the other two people in theroom that this smoke cloud isnt such a big deal

In a similar study individuals or pairs who were completinga survey heard what sounded like a woman falling down loudlyon the other side of a room divider Of the lone bystanders 70percent went to help her but only 40 percent of the pairs helpedEven when the pairs helped they acted more slowly than the individuals

Why do groups fail to respond as well as individualsIn ambiguous situations-smoke pouring into a room theapparent sound of a fall-people look to others for cues abouthow to interpret the event If you see a man suddenly collapse atthe mall your brain races through possible interpretations Its aheart attack Or wait maybe he tripped and fell down Or whatif hes playing a gag on someone Youre reluctant to rush overimmediately because if he simply tripped your alarm-bell behaviorwill leave you both embarrassedIf youre the only person around to react youll probably makeyour best guess-heart attack-and rush over But if theres acrowd youve got two stimuli to process the collapse itself andthe crowds reaction to the collapse You might pause briefly tostudy the crowd Are other people acting like hes had a heart attackYou stand there idling ready to spring into action at thefirst sign of crisis But as you wait other people are looking backat you and when they see you idling your behavior becomes datafor their theory that its not an emergency And thats why threepeople can sit in a room filling with smoke and not make a peep

a group of socialpsychologists persuaded a hotel manager to test out a newsign in the hotel bathrooms The sign didnt mention the environmentat alIi it simply said that the the majority of guests atthe hotel reuse their towels at least once during their stay Itworked-guests who got this sign were 26 percent more likely toreuse their towels They took cues from the herdNote the downside though If the sign had said About 8of our guests decide to reuse their towels new guests would havebeen less likely to reuse theirs

SummaryHOW TO MAKE A SWITCHFor things to change somebody somewhere has to start actingdifferently Maybe its you maybe its your teamPicture that person (or people)Each has an emotional Elephant side and a rational Rider sideYouve got to reach both And youve also got to clear the wayfor them to succeed In short you must do three things

DIRECT the RiderFOLLOW THE BRIGHT SPOTS Investigate whats working and clone it [Jerrysternin in Vietnam solutions-focused therapy]SCRIPT THE CRITICAL MOVES Dont think big picture think in terms of specificbehaviors [1 milk four rules at the Brazilian railroad]POINT TO THE DESTINATION Change is easier when you know where youregoing and why its worth it [You ll be third graders soon No dry holes at BP]

MOTIVATE the ElephantFIND THE FEELING Knowing something isn t enough to cause change Makepeople feel something [Piling gloves on the table the chemotherapy video gameRobyn Waterss demos at Target]SHRINK THE CHANGE Break down the change until it no longer spooks the Elephant[The 5-Minute Room Rescue procurement reform]GROW YOUR PEOPLE Cultivate a sense of identity and instill the growth mindset[Brasilatas inventors junior-high math kids turnaround]

SHAPE the PathTWEAK THE ENVIRONMENT When the situation changes the behaviorchanges So change the situation [Throwing out the phone system at Rackspace1-Click ordering simplifying the online time sheet]BUILD HABITS When behavior is habitual its free-it doesnt tax the RiderLook for ways to encourage habits [Setting action triggers eating two bowls ofsoup while dieting using checklists]RALLY THE HERD Behavior is contagious Help it spread [Fataki in Tanzaniafree spaces in hospitals seeding the tip jar]

Summary Direct the Rider(Head rational thinker)

Heres the good news The Riders strengths are substantialand his flaws can be mitigated When you appeal to the Rider insideyourself or inside others you are trying to influence yourgame plan should be simpleFirst follow the bright spots Think of the Vietnamese childrenwho stayed well nourished against the odds or the Genentechsales reps who racked up sales against the odds AB you analyzeyour situation youre sure to find some things that are workingbetter than others Dont obsess about the failures Instead investigateand clone the successesNext give direction to the Rider-both a start and a finishSend him a destination postcard (Youll be a third grader soon)and script his critical moves (Buy 1 milk) When you do these things youll prepare the Rider to lead aswitch And youll arm him for the ongoing struggles with hisreluctant and formidable partner the Elephant

Summary Motivate the Elephant(Lazy pleasure loving self)

In times of change we need to remind ourselves and others againand again of certain basic truths Our brains and our abilities arelike muscles They can be strengthened with practice Were notborn skateboarders or scientists or nurses we must learn how toskateboard do science or care for sick people And our inspirationto change ourselves comes from our desire to live up to thoseidentitiesIn the story of Molly Howard we see that amazing things canhappen when you combine the aspiration of a new identity withthe persistence of the growth mindset Thats how you grow yourpeople

Over the past few chapters weve seen that the centralchallenge of change is keeping the Elephant moving forwardWhereas the Rider needs direction the Elephant needs motivationAnd weve seen that motivation comes from feelingknowledgeisnt enough to motivate change But motivation alsocomes from confidence The Elephant has to believe that its capableof conquering the change And there are two routes tobuilding peoples confidence so that they feel big relative totheir challenge You can shrink the change or grow your people(or preferably both)

Summary Shaping the pathOur picture of change is still incomplete though because itsclear that in some situations even a reluctant Elephant and a confusedRider will manage to change their behavior For instanceconsider the fact that even a lost angry driver who is hopelesslylate for an appointment will stop dutifully for a red lightThats why to make changes stick weve got to think aboutshaping the Path

First you need to tweak theenvironment to provide a free space for discussion At Alpha therotational teams had a private place to meet and that created afree space where the new identity could grow Do your own reformershave a private place where they can meet and coordinate

Second you should build good habits Recall the idea of actiontriggers-visualizing when and where you are going to dosomething important The interns at Alpha were essentially settingaction triggers They thought about what they would sayand how they would act when 9 pm came and the signoutprocess was triggered They mentally rehearsed how they wouldrespond if an argument flared up with the night resident Havemembers of your team rehearsed how theyll react when theymeet resistance from your organizations old guard

Finally you should rally the herd At Alpha the leaders helpedthe reformers find one another and the reformers began to createa language-as we saw in the examples of the designateddriver and Fataki-that allowed them to talk about their valueswith others As a leader you can help prod them to create this languageto find ways to articulate what is different and better aboutthe change you seek

We started the Path section by discussing the Fundamental AttributionError-the tendency to attribute behavior to peoplescharacter rather than to their environments Look again at theteaching-hospital example At Alpha 42 percent of superiors supportedthe change at Beta 66 percent supported it Almost all ofus would have put our money on Beta Not many of us whenconfronted with that data would have immediately thought Yesbut what about the situational forces

At the two hospitals individual character competed with situationalforces and situational forces won This brings us backfull circle to the food drive study where a jerk with clear instructionswas more charitable than a saint with generic instructionsThe line between saints and jerks wasnt as clear as we mighthave thought Neither was the line between supporters and resistersof hospital reformIf the right Path can turn a jerk into a saint then the rightPath can also turn a change enemy into an ally

ReferenceReference book HOW TO CHANGE THINGS WHEN CH ANGE IS HARD

By CHIP HEATH (a professor at the GraduateSchool of Business at Stanford University) and DAN HEATH(a senior fellow at Duke Universitys Centerfor the Advancement of Social Entrepreneurship(CASE))

• Change Management
• Reference
• Slide 3
• Rider
• Elephant
• Main strategy 1 Direct the Rider 1a Follow the brightspot
• Details of Vietnam example
• Slide 8
• Slide 9
• Main strategy 1 Direct the Rider 1b Script the critical move
• Slide 11
• Slide 12
• Main strategy 1 Direct the Rider 1c POINT TO THE DESTINATION
• Main strategy 2 Motivate the Elephant 2a Find the Feeling
• Slide 15
• Slide 16
• Slide 17
• Slide 18
• Slide 19
• Slide 20
• Slide 21
• Slide 22
• Slide 23
• Main strategy 2 Motivate the Elephant 2b Shrink the Change
• Slide 25
• Slide 26
• Slide 27
• Slide 28
• Slide 29
• Slide 30
• Slide 31
• Slide 32
• Slide 33
• Slide 34
• Slide 35
• Slide 36
• Slide 37
• Slide 38
• Slide 39
• Slide 40
• Main strategy 2 Motivate the Elephant 2c Grow your people(creating sense of identity amp instill growth mindset)
• Slide 42
• Slide 43
• Slide 44
• Slide 45
• Slide 46
• Slide 47
• Slide 48
• Slide 49
• Slide 50
• Slide 51
• Slide 52
• Slide 53
• Slide 54
• Slide 55
• Main strategy 3 Shape the path 3a Tweak the environment
• Fundamental attribution error ndash we hurrily judge someonesomething from Direct attributes but forget about situation that may have created those attributes
• Slide 58
• Slide 59
• 3b Build habit
• Slide 61
• Example or strategy to build habit
• 3b Action trigger
• Slide 64
• 3c Rally the herd
• Slide 66
• By STANDER effect ndash humanbeings take decision after looking what others do
• Slide 68
• Slide 69
• Slide 70
• Summary
• Slide 72
• Slide 73
• Summary Direct the Rider(Head rational thinker)
• Summary Motivate the Elephant(Lazy pleasure loving self)
• Slide 76
• Summary Shaping the path
• Slide 78
• Slide 79
• Slide 80
• Slide 81

What good is a 5-minute session of cleaning Not much Itgets you moving though and thats the hardest part Starting anunpleasant task is always worse than continuing it So once youstart cleaning house chances are you wont stop at 5 minutesYoull be surprised at how fast things turn around Youll start totake pride in your accomplishments-starting with the cleansink then the clean bathroom then the clean downstairs areaandthat pride and confidence will build on itself A virtuous circleBut you couldnt have enjoyed the virtuous circle without first shrinking the change

In his book TheTotal Money Makeover Ramsey

One of Ramseys best-known and most controversial debtfightingtechniques is the Debt Snowball When the Farrarsfound themselves with over $ 1 00000 in debt (not includingtheir mortgage) they started working on the Debt SnowballThe first step was to list all their debts-everything from creditcards to overdue electric bills to student loans-and then arrangethem in order from smallest to largest Next their instructionswere to make only the minimum payments on every debt withone exception

After the minimum payments were made everyavailable dollar would be put toward the first debt on the list Becausethe first debt was the smallest one it could be paid off relativelyquickly and the Farrars could cross it off the list and thendirect every available dollar to paying off the second debt thenthe third then the fourth As they crossed off each debt theywere able to eliminate a minimum payment which gave themmore cash to attack the next debt Thats why the strategy iscalled a Debt Snowball With each debt that is conquered the snowball of money applied to the next debt grows and rolls a little faster

Notice whats missing here any mention of interest rates Ifthe Farrars smallest debt was a past-due utility bill with no in

terest charges whatsoever Ramsey still advised them to pay it offbefore tackling any of their credit card bills which might have interestrates of 20 percent or aboveThis advice makes the average financial adviser cringe Afterall simple math tells us that were financially better-off if we paydown high-interest debt first

Ramsey writes --Being a certified nerd I always used to start with makingthe math work I have learned that the math doesneed to work but sometimes motivation is more importantthan math This is one of those times Faceit if you go on a diet and lose weight the first week youwill stay on that diet If you go on a diet and gain weightor go six weeks with no visible progress you will quitWhen training salespeople I try to get them a sale ortwo quickly because that fires them up When you startthe Debt Snowball and in the first few days pay off acouple oflittle debts trust me it lights your fire I dontcare if you have a masters degree in psychology youneed quick wins to get fired up And getting fired up issuper-important

Most financial advisers recommend that their clients paydown high-interest debt first in order to optimize the impact oftheir money But Ramseys not trying to solve an optimizationproblem hes trying to solve an Elephant problem The reasonpeople get themselves into financial trouble he knows is thatthey lose control They begin to feel powerless in the face of amountain of debt And you cant combat powerlessness withmath You combat it by proving to people that they can win Ifyou pay $ 1 8 5 toward a $20000 debt on a high-interest creditcard youre still going to feel hopeless But if you completely payoff a $ 1 8 5 overdue utility bill you can cross it off yo r list Youvewon a victory over debtRamsey is using the same strategy as the Fly Lady with her5-Minute Room Rescue-if people are facing a daunting taskand their instinct is to avoid it youve got to break down the taskShrink the change Make the change small enough that they canthelp but score a victory Once people clean a single room or payoff a single debt their dread starts to dissipate and their progressbegins to snowballC

One way to shrink change then is to limit the investment youreasking for-only 5 minutes of housecleaning only one smalldebt Another way to shrink change is to think of small winsmilestonesthat are within reach (Our dad Fred Heath whoworked over thirty years for IBM would tell his teams that whenmilestones seemed too distant they should look for inch pebblesNice one Dad)

Kelman a professor of public management at Harvard UniversitysKennedy School of Government got a call from theClinton administration in 1 993 asking him to lead the Officeof Federal Procurement Policy (OFPP) As the head of OFPp hewould be responsible for reforming the governments procurementefforts

Kelman was reluctant to head up OFPp knowing there wasa pretty good chance that despite his best efforts nothing wouldchange but in the end he accepted the job He knew exactly whathe was getting into because three years earlier hed written a bookabout procurement reformThere were lots of problems with procurement Over theyears the government had established many protocols and protectionsto prevent abuses of various kinds There were good intentionsbehind these protections but as they built up layerupon layer they began to cause more harm than the abusestheyd been designed to prevent For instance when makingpurchase decisions procurement officials could not use evidenceof vendors past performance

Kelman knew hed have to make some progress quickly or elsehed be dismissed If an example of successful change couldsomehow be achieved quickly it might be possible to use that toset other changes in motion he wrote later He sought a victorythat would be fast achievable and visible-a small win thatwould work for all of his constituents whether the Defense Departmentor the Health and Human Services Department If hecould get their Elephants moving with an easy mission-the governmentequivalent of the 5-Minute Room Rescue-he thoughthe would be able to keep them moving

One day a conversation with a government employee sparkedan idea The employee told Kelman that when she needed simpleinexpensive items such as a few computer disks the procurementrules made it impossible for her to walk to thecomputer superstore across the str1048958et and buy them She foundthis limitation was infuriatingKelman spotted an opportunity He went to the senior procurementexecutives and issued a challenge I want you to doubleyour agencys use ofgovernment credit cards over the next year (Noticethe precision of the challenge a la the 1 milk campaign By

being specific about the behavioral change Kelman was directinghis constituents Riders) In his vision anytime employees neededsomething small-computer disks or a replacement hard driveor a carton of office paper-they should be able to march acrossthe street armed with their credit cards and purchase what theyneeded on the spot Kelman asked the agencies to make a formalPledge to embrace the idea The agencies were supportive soKelman pushed further Over the next year he organized fourmore pledgesso here they donrsquot need quotation or tender Government may check later whether it complies fair price policy

The second pledge was a biggie Kelman asked the agencies tobreak with the tradition of ignoring past performance He knewthis would be a tough sell so he decided to push for it publiclyonly when he was sure he had at least eight agencies onboard Hehit the phones and his employees and advisers rallied the peoplein their networks Eventually his team had eight agencies signedup but he wasnt finished After we got to nine agencies participationstarted snowballing and soon we could say to the holdoutsAlmost everyone but you is participating (This outcomeforeshadows a point that we make in Chapter 1 0 about behaviorbeing contagious Kelman managed to address all three parts ofthe framework-directing the Rider motivating the Elephantand shaping the Path)

When you engineer early successes what youre really doing isengineering hope Hope is precious to a change effort Its Elephantfuel

Main strategy 2 Motivate the Elephant2c Grow your people(creating sense of

identity amp instill growth mindset)bull Be noted identity may be created it is not always

inherited thing For example creating identity like Iutians are hard working gives a boost to the elephant to do something

bull So this identity to be created in positive way bull Identity may be achieved by birth and or individual

endeavour For example citizen of a country(by birth) is an identity received by birth while lsquoEngineerrsquo identity that is earned through hard study

bull Growth mindset to be instilled by removing limiting belief that things could not be changed by trying The new belief system should be that anything could be learnt and anything is possible

bull Example Brasilatas inventors

The St Lucia Parrot exists only o n the Caribbean island o f StLucia Its gorgeous with a vivid turquoise blue face lime greenwings and a striking red shield on its chest In 1977 only onehundred St Lucia Parrots were left on the island The populationhad been decimated by habitat destruction hunters andpeople who trapped them to use as pets The St Lucia Parrotseemed doomed in the words of one biologist the species couldnot escape oblivion by the year 2000Enter an unlikely savior college student Paul Butler In 1977Butler was finishing his last year of studies at North-East LondonPolytechnic Butlers passion was conservation and hed previouslyspent five weeks completing a field research expedition inSt Lucia where hed studied the parrot and submitted recommendationsfor preserving the species

Pg 149

Weve seen that one way to motivate a switch is to shrink thechange which makes people feel big relative to the challengeBut here were seeing something different Paul Butler didntshrink the change Instead he grew the people He made the StLucians swell with pride over their parrot-a species that existsnowhere else He inspired them to feel more determined moreready more motivated And when you build people up in thisway they dtvelop the strength to act

In essence Butlers goal was to convince St Lucians that theywere the kind of people who protected their own In public eventsButler stressed This parrot is ours Nobody has this but us Weneed to cherish it and look after it He did everything in hispower to make the public more familiar with the bird He hostedSt Lucia Parrot puppet shows distributed T-shirts cajoled a localband to record songs about the bird convinced local hotels toprint up bumper stickers recruited volunteers to dress up in parrotcostumes and visit local schools and asked local ministers tocite relevant Bible verses (for instance verses that instructed believersto be good stewards of the things that were in their trust)

James March a professor of politicalscience at Stanford University March says that when peoplemake choices they tend to rely on one of two basic models ofdecision making the consequences model or the identity modelThe consequences model is familiar to students of economicsIt assumes that when we have a decision to make we weigh thecosts and benefits of our options and make the choice thatmaximizes our satisfaction Its a rational analytical approachThis is the approach that Paul Buder knew would fail withSt Lucians because there simply wasnt a strong costbenefitcase for the parrot

In the identity model of decision making we essentially askourselves three questions when we have a decision to make Whoam l What kind of situation is this What would someone like medo in this situation Notice whats missing any calculation of costsand benefits The identity model explains the way most peoplevote which contradicts our notion of the self-interested voterIt helps to shed light on why an auto mechanic in Oklahomawould vote against a Democrat whod give him health insuranceand why a Silicon Valley millionaire would vote against a Republicanwhod cut her taxes

Generally when we use the word identity were talking aboutan immutable trait of some kind-such as a racial ethic orregional identity But thats a relatively narrow use of the termWere not just born with an identity we adopt identities throughoutour lives We aspire to be good mothers or fathers devoutCatholics or Muslims patriotic citizens and so on

Or consider a professional identity such as being a scientistClearly youre not born a scientist Its an identity you seek outand one that others such as your professors and mentors consciouslycultivate in you As you develop and grow in that identityit becomes an increasingly important part of your self-imageand triggers the kind of decision making that March describes

Its critical to realize that these identity stories arent just specialcase situations confined to scientists or nurses or St LuciansIdentity is going to play a role in nearly every change situationEven yours When you think about the people whose behaviorneeds to change ask yourself whether they would agree with thisstatement I aspire to be the kind of person who would makethis change If their answer is yes thats an enormous factor in your favor If their answer is no then youll have to work hard toshow them that they should aspire to a different self-image Andthats exactly what Paul Butler did in St Lucia He convinced theislands citizens to think This is our bird-if we want to be goodSt Lucians wed better protect it

in a business context consider a firmthat invented an identity that subsequently became the engine ofits success The firm is Brasilata-its a US$ 1 70 million manufacturingfirm in Brazil that produces various kinds of steel cansAs youd imagine the can manufacturing industry is relativelymature-not much growth not much excitement But Brasilatadefies the stereotype of a boring stuck-in-its ways manufacturerIn fact it has one of the best reputations for innovation of anycompany in Latin America

How does a manufacturer of cans become known as an innovatorBrasilatas founders were inspired by the philosophy ofJapanese car manufacturers like Honda and Toyota which empoweredtheir frontline employees to take ownership of theirwork For instance at Toyota any employee who spotted a defectcould stop the assembly line (this would have been unthinkablein Detroit at the time) Toyota and Honda also actively solicited

ideas for innovation from their employees In 1 987 the foundersof Brasilata launched an employee-innovation program modeledon the Japanese forerunnersA new identity was the core of the program Employees ofBrasilata hecame known as inventors and when new employeesjoined the firm they were asked to sign an innovation contractThis wasnt simply feel-good language Top management challengedemployees to be on the lookout for potential innovationsideasfor how to create better products improve productionprocesses and squeeze costs out of the system Procedures developedwithin the factory made it easy for inventors to submit theirideas

The program succeeded beyond any reasonable expectationsIn 2008 employees submitted 1 34846 ideas-an averageof 1452 ideas per inventor This figure puts Brasilata on par withthe Japanese trendsetters that had inspired the programMany of the suggestions led to the development of new productsFor instance in late 2008 Brasilata came up with a new approachfor steel cans designed to carry dangerous or flammableliquids To meet United Nations standards such cans must beable to withstand a drop from 1 2 meters (roughly 4 feet) Traditionallymost manufacturers had reached this standard by thickeningthe metal layers which used up more raw material andrequired new production processes And the reinforced designswerent foolproof-the metal seams were prone to split if a canlanded on an edgeBrasilatas inventors

suggested a new design inspired by carbumpers that collapse on impact Their new steel can deformedslightly on impact reducing stress on the critical seam The newdesign resisted impact better while also reducing the amount ofsteel in the canThe inventors have led Brasilata through emergencies In200 1 a severe energy crisis-the blackout syndrome ndashforced

the government of Brazil to ration energy Businesses received astrict quota of electricity The inventors went to work dreamingup power-saving ideas-hundreds of them Within a few weeksBrasilatas energy consumption was reduced by 35 percent fallingbelow the companys quota and allowing the company to resell itsextra energy

Another unexpected idea was jointly suggested by two employeesEliminate our jobs theyre not necessary anymore The ideawas accepted but the company found a new place for the employeesBrasilata has a no-dismissal policy and also distributes1 5 percent of its net profits to employees Its no surprise thatBrasilata consistently appears on best places to work lists inBrazilLets remember something This inventor identity whichhas fueled business success and employee satisfaction was madeup None of Brasilatas employees were born inventors Theidentity was introduced to them and they liked the sound of itIt seemed to be a mantle worth wearing Being an inventor hasbecome a source of pride and strength

If cultivating an identity sounds daunting take heart A classicstudy in psychology shows that you can start with small steps Inthe 1960s two psychologists from Stanford University JonathanFreedman and Scott Fraser asked a researcher to go door-to-doorin an upscale neighborhood in Palo Alto California

Pg 158

indeed 83 percent of the home ownerspassed on the opportunity ldquo

Two weeks earlier thesame home owners had been approached by a volunteer claimingto represent a different driver-safety organization They wereasked to put a tiny Be a Safe Driver sign-less than half thesize of a postcard-in the window of their car or home The volunteersaid the sign was intended to make citizens more aware ofthe need to drive carefully This seemed such a trivial commitmentthat almost all of the home owners said yes

When the researcherscame back two weeks later and asked the home owners to installthe eyesore billboard 76 percent accepted it

the science of the billboardstudy says something pretty remarkable It shows us that peopleare receptive to developing new identities that identities growfrom small beginnings Once you start seeing yourself as a concernedcitizen youll want to keep acting like one Thats tremendouslygood news for someone leading a change effort It meansfor example that if you can show people why the environment isworth caring about it wont take years for them to think of themselvesas environmentalists It took only a few days for the homeowners to think of themselves as concerned citizens

You need to create the expectationof failure-not the failure of the mission itself but failureen route This notion takes us into a fascinating area of researchthat is likely to change the way you view the world

Main strategy 3 Shape the path3a Tweak the environment

bull TWEAK THE ENVIRONMENT When the situation changes the behavior

bull changes So change the situation [Throwing out the phone system at Rackspace

bull 1-Click ordering simplifying the online time sheet]bull Tweaking the environment is about making the right

behaviors a little bit easier and the wrong behaviors a little bit harder Its that simple

bull ]

Fundamental attribution error ndash we hurrily judge someonesomething from Direct

attributes but forget about situation that may have created those attributes

frequently blind to the power of situations In a famousarticle Stanford psychologist Lee Ross surveyed dozens ofstudies in psychology and noted that people have a systematictendency to ignore the situational forces that shape other peoplesbehavior He called this deep-rooted tendency the FundamentalAttribution Error The error lies in our inclination toattribute peoples behavior to the way they are rather than to thesituation they are in

how a smoother Path can change behavior consider someresearch that studied why college students did (or didnt) donatefood to a canned-food drive for charity The researchers knewsome students would be more charitable and generous thanothers and would be more inclined to donate food Theresearchers wondered Can we alter the situation so that jerks givetoo

Pg 182

Some students received a basicletter announcing the launch of a food drive the following weekand asking them to bring canned food to a booth on TressiderPlaza (a well-known spot on campus) Other students received amore detailed letter which included a map to the precise spot arequest for a can of beans and a suggestion that they think abouta time when theyd ordinarily be near Tressider Plaza so theywouldnt have to go out of their way to get there

Students who received the basic letter were not very generousOnly 8 percent of the saints donated and not a single one ofthe jerks

Students who received the more detailedletter were substantially more charitable 42 percent of thesaints donated and so did 2 5 percent of the jerks

Tweaking the environment is about making the right behaviorsa little bit easier and the wrong behaviors a little bit harder Itsthat simple

3b Build habit

bull When something becomes a habit our rational brain(rider) does not have to exert almost any energy or will power This will power energy is of limited supply and could not work for long stretch of time

bull So if step by step procedure some objective or main task could be turned into a habit it would be easier for human beings to do it

bull BUILD HABITS When behavior is habitual its free-it doesnt tax the Rider

bull Look for ways to encourage habits [Setting action triggers eating two bowls of

bull soup while dieting using checklists

Example or strategy to build habit

bull 21 days repetition method

3b Action trigger

Peter Gollwitzer a psychologist at New York University is thepioneer of work in this area He and colleague Veronika Brandstarterfound that action triggers are quite effective in motivatingaction

By preloading the decisionwe conserve the Riders self-control(it does not have to think about what to do)

In one study they tracked college students who had theoption to earn extra credit in a class by writing a paper about how they spent Christmas Eve But there was a catch To earn the credit they had to submit the paper by December 26 Most studentshad good intentions of writing the paper but only 33 percentof them got around to writing and submitting it Otherstudents in the study were required to set action triggers-tonote in advance exactly when and where they intended to write the report (for example Ill write this report in my dads officeon Christmas morning before everyone gets up) A whopping75 percent of those students wrote the report

3c Rally the herd

bull Social and peer pressure is a very strong force in motivating us to do something

bull So if influential celebrity type people do something the majority follow through Here 8020 rule applies

bull Again if someone could be told that the majority are doing this heshe would like to be the part of the group(here) and comply with Therefore become happy as becoming of a group that fulfills our belonging needs

bull The Elephant constantly looks to the herd for cues about how to behave

bull Other people are getting their work done on time Why wont you

bull RALLY THE HERD Behavior is contagious Help it spread [Fataki in Tanzaniafree spaces in hospitals seeding the tip jar]

By STANDER effect ndash humanbeings take decision after

looking what others doColumbia University students having volunteered for a researchstudy were asked to sit in a room and fill out a surveySome were left alone others were put in rooms with two otherstudents As they filled out their surveys a crisis emergedSmoke began to pour into the room through a wall vent Thesmoke continued to flow in irregular puffs until eventually theroom was filled with haze Of the students sitting in a room bythemselves 75 percent got up and found someone to alert aboutthe smoke But when three students were placed in the roomat the same time only 38 percent of the groups of three ever reportedthe smoke They just sat there inhaling the smoke eachindividuals inaction signaling to the other two people in theroom that this smoke cloud isnt such a big deal

In a similar study individuals or pairs who were completinga survey heard what sounded like a woman falling down loudlyon the other side of a room divider Of the lone bystanders 70percent went to help her but only 40 percent of the pairs helpedEven when the pairs helped they acted more slowly than the individuals

Why do groups fail to respond as well as individualsIn ambiguous situations-smoke pouring into a room theapparent sound of a fall-people look to others for cues abouthow to interpret the event If you see a man suddenly collapse atthe mall your brain races through possible interpretations Its aheart attack Or wait maybe he tripped and fell down Or whatif hes playing a gag on someone Youre reluctant to rush overimmediately because if he simply tripped your alarm-bell behaviorwill leave you both embarrassedIf youre the only person around to react youll probably makeyour best guess-heart attack-and rush over But if theres acrowd youve got two stimuli to process the collapse itself andthe crowds reaction to the collapse You might pause briefly tostudy the crowd Are other people acting like hes had a heart attackYou stand there idling ready to spring into action at thefirst sign of crisis But as you wait other people are looking backat you and when they see you idling your behavior becomes datafor their theory that its not an emergency And thats why threepeople can sit in a room filling with smoke and not make a peep

a group of socialpsychologists persuaded a hotel manager to test out a newsign in the hotel bathrooms The sign didnt mention the environmentat alIi it simply said that the the majority of guests atthe hotel reuse their towels at least once during their stay Itworked-guests who got this sign were 26 percent more likely toreuse their towels They took cues from the herdNote the downside though If the sign had said About 8of our guests decide to reuse their towels new guests would havebeen less likely to reuse theirs

SummaryHOW TO MAKE A SWITCHFor things to change somebody somewhere has to start actingdifferently Maybe its you maybe its your teamPicture that person (or people)Each has an emotional Elephant side and a rational Rider sideYouve got to reach both And youve also got to clear the wayfor them to succeed In short you must do three things

DIRECT the RiderFOLLOW THE BRIGHT SPOTS Investigate whats working and clone it [Jerrysternin in Vietnam solutions-focused therapy]SCRIPT THE CRITICAL MOVES Dont think big picture think in terms of specificbehaviors [1 milk four rules at the Brazilian railroad]POINT TO THE DESTINATION Change is easier when you know where youregoing and why its worth it [You ll be third graders soon No dry holes at BP]

MOTIVATE the ElephantFIND THE FEELING Knowing something isn t enough to cause change Makepeople feel something [Piling gloves on the table the chemotherapy video gameRobyn Waterss demos at Target]SHRINK THE CHANGE Break down the change until it no longer spooks the Elephant[The 5-Minute Room Rescue procurement reform]GROW YOUR PEOPLE Cultivate a sense of identity and instill the growth mindset[Brasilatas inventors junior-high math kids turnaround]

SHAPE the PathTWEAK THE ENVIRONMENT When the situation changes the behaviorchanges So change the situation [Throwing out the phone system at Rackspace1-Click ordering simplifying the online time sheet]BUILD HABITS When behavior is habitual its free-it doesnt tax the RiderLook for ways to encourage habits [Setting action triggers eating two bowls ofsoup while dieting using checklists]RALLY THE HERD Behavior is contagious Help it spread [Fataki in Tanzaniafree spaces in hospitals seeding the tip jar]

Summary Direct the Rider(Head rational thinker)

Heres the good news The Riders strengths are substantialand his flaws can be mitigated When you appeal to the Rider insideyourself or inside others you are trying to influence yourgame plan should be simpleFirst follow the bright spots Think of the Vietnamese childrenwho stayed well nourished against the odds or the Genentechsales reps who racked up sales against the odds AB you analyzeyour situation youre sure to find some things that are workingbetter than others Dont obsess about the failures Instead investigateand clone the successesNext give direction to the Rider-both a start and a finishSend him a destination postcard (Youll be a third grader soon)and script his critical moves (Buy 1 milk) When you do these things youll prepare the Rider to lead aswitch And youll arm him for the ongoing struggles with hisreluctant and formidable partner the Elephant

Summary Motivate the Elephant(Lazy pleasure loving self)

In times of change we need to remind ourselves and others againand again of certain basic truths Our brains and our abilities arelike muscles They can be strengthened with practice Were notborn skateboarders or scientists or nurses we must learn how toskateboard do science or care for sick people And our inspirationto change ourselves comes from our desire to live up to thoseidentitiesIn the story of Molly Howard we see that amazing things canhappen when you combine the aspiration of a new identity withthe persistence of the growth mindset Thats how you grow yourpeople

Over the past few chapters weve seen that the centralchallenge of change is keeping the Elephant moving forwardWhereas the Rider needs direction the Elephant needs motivationAnd weve seen that motivation comes from feelingknowledgeisnt enough to motivate change But motivation alsocomes from confidence The Elephant has to believe that its capableof conquering the change And there are two routes tobuilding peoples confidence so that they feel big relative totheir challenge You can shrink the change or grow your people(or preferably both)

Summary Shaping the pathOur picture of change is still incomplete though because itsclear that in some situations even a reluctant Elephant and a confusedRider will manage to change their behavior For instanceconsider the fact that even a lost angry driver who is hopelesslylate for an appointment will stop dutifully for a red lightThats why to make changes stick weve got to think aboutshaping the Path

First you need to tweak theenvironment to provide a free space for discussion At Alpha therotational teams had a private place to meet and that created afree space where the new identity could grow Do your own reformershave a private place where they can meet and coordinate

Second you should build good habits Recall the idea of actiontriggers-visualizing when and where you are going to dosomething important The interns at Alpha were essentially settingaction triggers They thought about what they would sayand how they would act when 9 pm came and the signoutprocess was triggered They mentally rehearsed how they wouldrespond if an argument flared up with the night resident Havemembers of your team rehearsed how theyll react when theymeet resistance from your organizations old guard

Finally you should rally the herd At Alpha the leaders helpedthe reformers find one another and the reformers began to createa language-as we saw in the examples of the designateddriver and Fataki-that allowed them to talk about their valueswith others As a leader you can help prod them to create this languageto find ways to articulate what is different and better aboutthe change you seek

We started the Path section by discussing the Fundamental AttributionError-the tendency to attribute behavior to peoplescharacter rather than to their environments Look again at theteaching-hospital example At Alpha 42 percent of superiors supportedthe change at Beta 66 percent supported it Almost all ofus would have put our money on Beta Not many of us whenconfronted with that data would have immediately thought Yesbut what about the situational forces

At the two hospitals individual character competed with situationalforces and situational forces won This brings us backfull circle to the food drive study where a jerk with clear instructionswas more charitable than a saint with generic instructionsThe line between saints and jerks wasnt as clear as we mighthave thought Neither was the line between supporters and resistersof hospital reformIf the right Path can turn a jerk into a saint then the rightPath can also turn a change enemy into an ally

ReferenceReference book HOW TO CHANGE THINGS WHEN CH ANGE IS HARD

By CHIP HEATH (a professor at the GraduateSchool of Business at Stanford University) and DAN HEATH(a senior fellow at Duke Universitys Centerfor the Advancement of Social Entrepreneurship(CASE))

• Change Management
• Reference
• Slide 3
• Rider
• Elephant
• Main strategy 1 Direct the Rider 1a Follow the brightspot
• Details of Vietnam example
• Slide 8
• Slide 9
• Main strategy 1 Direct the Rider 1b Script the critical move
• Slide 11
• Slide 12
• Main strategy 1 Direct the Rider 1c POINT TO THE DESTINATION
• Main strategy 2 Motivate the Elephant 2a Find the Feeling
• Slide 15
• Slide 16
• Slide 17
• Slide 18
• Slide 19
• Slide 20
• Slide 21
• Slide 22
• Slide 23
• Main strategy 2 Motivate the Elephant 2b Shrink the Change
• Slide 25
• Slide 26
• Slide 27
• Slide 28
• Slide 29
• Slide 30
• Slide 31
• Slide 32
• Slide 33
• Slide 34
• Slide 35
• Slide 36
• Slide 37
• Slide 38
• Slide 39
• Slide 40
• Main strategy 2 Motivate the Elephant 2c Grow your people(creating sense of identity amp instill growth mindset)
• Slide 42
• Slide 43
• Slide 44
• Slide 45
• Slide 46
• Slide 47
• Slide 48
• Slide 49
• Slide 50
• Slide 51
• Slide 52
• Slide 53
• Slide 54
• Slide 55
• Main strategy 3 Shape the path 3a Tweak the environment
• Fundamental attribution error ndash we hurrily judge someonesomething from Direct attributes but forget about situation that may have created those attributes
• Slide 58
• Slide 59
• 3b Build habit
• Slide 61
• Example or strategy to build habit
• 3b Action trigger
• Slide 64
• 3c Rally the herd
• Slide 66
• By STANDER effect ndash humanbeings take decision after looking what others do
• Slide 68
• Slide 69
• Slide 70
• Summary
• Slide 72
• Slide 73
• Summary Direct the Rider(Head rational thinker)
• Summary Motivate the Elephant(Lazy pleasure loving self)
• Slide 76
• Summary Shaping the path
• Slide 78
• Slide 79
• Slide 80
• Slide 81

In his book TheTotal Money Makeover Ramsey

One of Ramseys best-known and most controversial debtfightingtechniques is the Debt Snowball When the Farrarsfound themselves with over $ 1 00000 in debt (not includingtheir mortgage) they started working on the Debt SnowballThe first step was to list all their debts-everything from creditcards to overdue electric bills to student loans-and then arrangethem in order from smallest to largest Next their instructionswere to make only the minimum payments on every debt withone exception

After the minimum payments were made everyavailable dollar would be put toward the first debt on the list Becausethe first debt was the smallest one it could be paid off relativelyquickly and the Farrars could cross it off the list and thendirect every available dollar to paying off the second debt thenthe third then the fourth As they crossed off each debt theywere able to eliminate a minimum payment which gave themmore cash to attack the next debt Thats why the strategy iscalled a Debt Snowball With each debt that is conquered the snowball of money applied to the next debt grows and rolls a little faster

Notice whats missing here any mention of interest rates Ifthe Farrars smallest debt was a past-due utility bill with no in

terest charges whatsoever Ramsey still advised them to pay it offbefore tackling any of their credit card bills which might have interestrates of 20 percent or aboveThis advice makes the average financial adviser cringe Afterall simple math tells us that were financially better-off if we paydown high-interest debt first

Ramsey writes --Being a certified nerd I always used to start with makingthe math work I have learned that the math doesneed to work but sometimes motivation is more importantthan math This is one of those times Faceit if you go on a diet and lose weight the first week youwill stay on that diet If you go on a diet and gain weightor go six weeks with no visible progress you will quitWhen training salespeople I try to get them a sale ortwo quickly because that fires them up When you startthe Debt Snowball and in the first few days pay off acouple oflittle debts trust me it lights your fire I dontcare if you have a masters degree in psychology youneed quick wins to get fired up And getting fired up issuper-important

Most financial advisers recommend that their clients paydown high-interest debt first in order to optimize the impact oftheir money But Ramseys not trying to solve an optimizationproblem hes trying to solve an Elephant problem The reasonpeople get themselves into financial trouble he knows is thatthey lose control They begin to feel powerless in the face of amountain of debt And you cant combat powerlessness withmath You combat it by proving to people that they can win Ifyou pay $ 1 8 5 toward a $20000 debt on a high-interest creditcard youre still going to feel hopeless But if you completely payoff a $ 1 8 5 overdue utility bill you can cross it off yo r list Youvewon a victory over debtRamsey is using the same strategy as the Fly Lady with her5-Minute Room Rescue-if people are facing a daunting taskand their instinct is to avoid it youve got to break down the taskShrink the change Make the change small enough that they canthelp but score a victory Once people clean a single room or payoff a single debt their dread starts to dissipate and their progressbegins to snowballC

One way to shrink change then is to limit the investment youreasking for-only 5 minutes of housecleaning only one smalldebt Another way to shrink change is to think of small winsmilestonesthat are within reach (Our dad Fred Heath whoworked over thirty years for IBM would tell his teams that whenmilestones seemed too distant they should look for inch pebblesNice one Dad)

Kelman a professor of public management at Harvard UniversitysKennedy School of Government got a call from theClinton administration in 1 993 asking him to lead the Officeof Federal Procurement Policy (OFPP) As the head of OFPp hewould be responsible for reforming the governments procurementefforts

Kelman was reluctant to head up OFPp knowing there wasa pretty good chance that despite his best efforts nothing wouldchange but in the end he accepted the job He knew exactly whathe was getting into because three years earlier hed written a bookabout procurement reformThere were lots of problems with procurement Over theyears the government had established many protocols and protectionsto prevent abuses of various kinds There were good intentionsbehind these protections but as they built up layerupon layer they began to cause more harm than the abusestheyd been designed to prevent For instance when makingpurchase decisions procurement officials could not use evidenceof vendors past performance

Kelman knew hed have to make some progress quickly or elsehed be dismissed If an example of successful change couldsomehow be achieved quickly it might be possible to use that toset other changes in motion he wrote later He sought a victorythat would be fast achievable and visible-a small win thatwould work for all of his constituents whether the Defense Departmentor the Health and Human Services Department If hecould get their Elephants moving with an easy mission-the governmentequivalent of the 5-Minute Room Rescue-he thoughthe would be able to keep them moving

One day a conversation with a government employee sparkedan idea The employee told Kelman that when she needed simpleinexpensive items such as a few computer disks the procurementrules made it impossible for her to walk to thecomputer superstore across the str1048958et and buy them She foundthis limitation was infuriatingKelman spotted an opportunity He went to the senior procurementexecutives and issued a challenge I want you to doubleyour agencys use ofgovernment credit cards over the next year (Noticethe precision of the challenge a la the 1 milk campaign By

being specific about the behavioral change Kelman was directinghis constituents Riders) In his vision anytime employees neededsomething small-computer disks or a replacement hard driveor a carton of office paper-they should be able to march acrossthe street armed with their credit cards and purchase what theyneeded on the spot Kelman asked the agencies to make a formalPledge to embrace the idea The agencies were supportive soKelman pushed further Over the next year he organized fourmore pledgesso here they donrsquot need quotation or tender Government may check later whether it complies fair price policy

The second pledge was a biggie Kelman asked the agencies tobreak with the tradition of ignoring past performance He knewthis would be a tough sell so he decided to push for it publiclyonly when he was sure he had at least eight agencies onboard Hehit the phones and his employees and advisers rallied the peoplein their networks Eventually his team had eight agencies signedup but he wasnt finished After we got to nine agencies participationstarted snowballing and soon we could say to the holdoutsAlmost everyone but you is participating (This outcomeforeshadows a point that we make in Chapter 1 0 about behaviorbeing contagious Kelman managed to address all three parts ofthe framework-directing the Rider motivating the Elephantand shaping the Path)

When you engineer early successes what youre really doing isengineering hope Hope is precious to a change effort Its Elephantfuel

Main strategy 2 Motivate the Elephant2c Grow your people(creating sense of

identity amp instill growth mindset)bull Be noted identity may be created it is not always

inherited thing For example creating identity like Iutians are hard working gives a boost to the elephant to do something

bull So this identity to be created in positive way bull Identity may be achieved by birth and or individual

endeavour For example citizen of a country(by birth) is an identity received by birth while lsquoEngineerrsquo identity that is earned through hard study

bull Growth mindset to be instilled by removing limiting belief that things could not be changed by trying The new belief system should be that anything could be learnt and anything is possible

bull Example Brasilatas inventors

The St Lucia Parrot exists only o n the Caribbean island o f StLucia Its gorgeous with a vivid turquoise blue face lime greenwings and a striking red shield on its chest In 1977 only onehundred St Lucia Parrots were left on the island The populationhad been decimated by habitat destruction hunters andpeople who trapped them to use as pets The St Lucia Parrotseemed doomed in the words of one biologist the species couldnot escape oblivion by the year 2000Enter an unlikely savior college student Paul Butler In 1977Butler was finishing his last year of studies at North-East LondonPolytechnic Butlers passion was conservation and hed previouslyspent five weeks completing a field research expedition inSt Lucia where hed studied the parrot and submitted recommendationsfor preserving the species

Pg 149

Weve seen that one way to motivate a switch is to shrink thechange which makes people feel big relative to the challengeBut here were seeing something different Paul Butler didntshrink the change Instead he grew the people He made the StLucians swell with pride over their parrot-a species that existsnowhere else He inspired them to feel more determined moreready more motivated And when you build people up in thisway they dtvelop the strength to act

In essence Butlers goal was to convince St Lucians that theywere the kind of people who protected their own In public eventsButler stressed This parrot is ours Nobody has this but us Weneed to cherish it and look after it He did everything in hispower to make the public more familiar with the bird He hostedSt Lucia Parrot puppet shows distributed T-shirts cajoled a localband to record songs about the bird convinced local hotels toprint up bumper stickers recruited volunteers to dress up in parrotcostumes and visit local schools and asked local ministers tocite relevant Bible verses (for instance verses that instructed believersto be good stewards of the things that were in their trust)

James March a professor of politicalscience at Stanford University March says that when peoplemake choices they tend to rely on one of two basic models ofdecision making the consequences model or the identity modelThe consequences model is familiar to students of economicsIt assumes that when we have a decision to make we weigh thecosts and benefits of our options and make the choice thatmaximizes our satisfaction Its a rational analytical approachThis is the approach that Paul Buder knew would fail withSt Lucians because there simply wasnt a strong costbenefitcase for the parrot

In the identity model of decision making we essentially askourselves three questions when we have a decision to make Whoam l What kind of situation is this What would someone like medo in this situation Notice whats missing any calculation of costsand benefits The identity model explains the way most peoplevote which contradicts our notion of the self-interested voterIt helps to shed light on why an auto mechanic in Oklahomawould vote against a Democrat whod give him health insuranceand why a Silicon Valley millionaire would vote against a Republicanwhod cut her taxes

Generally when we use the word identity were talking aboutan immutable trait of some kind-such as a racial ethic orregional identity But thats a relatively narrow use of the termWere not just born with an identity we adopt identities throughoutour lives We aspire to be good mothers or fathers devoutCatholics or Muslims patriotic citizens and so on

Or consider a professional identity such as being a scientistClearly youre not born a scientist Its an identity you seek outand one that others such as your professors and mentors consciouslycultivate in you As you develop and grow in that identityit becomes an increasingly important part of your self-imageand triggers the kind of decision making that March describes

Its critical to realize that these identity stories arent just specialcase situations confined to scientists or nurses or St LuciansIdentity is going to play a role in nearly every change situationEven yours When you think about the people whose behaviorneeds to change ask yourself whether they would agree with thisstatement I aspire to be the kind of person who would makethis change If their answer is yes thats an enormous factor in your favor If their answer is no then youll have to work hard toshow them that they should aspire to a different self-image Andthats exactly what Paul Butler did in St Lucia He convinced theislands citizens to think This is our bird-if we want to be goodSt Lucians wed better protect it

in a business context consider a firmthat invented an identity that subsequently became the engine ofits success The firm is Brasilata-its a US$ 1 70 million manufacturingfirm in Brazil that produces various kinds of steel cansAs youd imagine the can manufacturing industry is relativelymature-not much growth not much excitement But Brasilatadefies the stereotype of a boring stuck-in-its ways manufacturerIn fact it has one of the best reputations for innovation of anycompany in Latin America

How does a manufacturer of cans become known as an innovatorBrasilatas founders were inspired by the philosophy ofJapanese car manufacturers like Honda and Toyota which empoweredtheir frontline employees to take ownership of theirwork For instance at Toyota any employee who spotted a defectcould stop the assembly line (this would have been unthinkablein Detroit at the time) Toyota and Honda also actively solicited

ideas for innovation from their employees In 1 987 the foundersof Brasilata launched an employee-innovation program modeledon the Japanese forerunnersA new identity was the core of the program Employees ofBrasilata hecame known as inventors and when new employeesjoined the firm they were asked to sign an innovation contractThis wasnt simply feel-good language Top management challengedemployees to be on the lookout for potential innovationsideasfor how to create better products improve productionprocesses and squeeze costs out of the system Procedures developedwithin the factory made it easy for inventors to submit theirideas

The program succeeded beyond any reasonable expectationsIn 2008 employees submitted 1 34846 ideas-an averageof 1452 ideas per inventor This figure puts Brasilata on par withthe Japanese trendsetters that had inspired the programMany of the suggestions led to the development of new productsFor instance in late 2008 Brasilata came up with a new approachfor steel cans designed to carry dangerous or flammableliquids To meet United Nations standards such cans must beable to withstand a drop from 1 2 meters (roughly 4 feet) Traditionallymost manufacturers had reached this standard by thickeningthe metal layers which used up more raw material andrequired new production processes And the reinforced designswerent foolproof-the metal seams were prone to split if a canlanded on an edgeBrasilatas inventors

suggested a new design inspired by carbumpers that collapse on impact Their new steel can deformedslightly on impact reducing stress on the critical seam The newdesign resisted impact better while also reducing the amount ofsteel in the canThe inventors have led Brasilata through emergencies In200 1 a severe energy crisis-the blackout syndrome ndashforced

the government of Brazil to ration energy Businesses received astrict quota of electricity The inventors went to work dreamingup power-saving ideas-hundreds of them Within a few weeksBrasilatas energy consumption was reduced by 35 percent fallingbelow the companys quota and allowing the company to resell itsextra energy

Another unexpected idea was jointly suggested by two employeesEliminate our jobs theyre not necessary anymore The ideawas accepted but the company found a new place for the employeesBrasilata has a no-dismissal policy and also distributes1 5 percent of its net profits to employees Its no surprise thatBrasilata consistently appears on best places to work lists inBrazilLets remember something This inventor identity whichhas fueled business success and employee satisfaction was madeup None of Brasilatas employees were born inventors Theidentity was introduced to them and they liked the sound of itIt seemed to be a mantle worth wearing Being an inventor hasbecome a source of pride and strength

If cultivating an identity sounds daunting take heart A classicstudy in psychology shows that you can start with small steps Inthe 1960s two psychologists from Stanford University JonathanFreedman and Scott Fraser asked a researcher to go door-to-doorin an upscale neighborhood in Palo Alto California

Pg 158

indeed 83 percent of the home ownerspassed on the opportunity ldquo

Two weeks earlier thesame home owners had been approached by a volunteer claimingto represent a different driver-safety organization They wereasked to put a tiny Be a Safe Driver sign-less than half thesize of a postcard-in the window of their car or home The volunteersaid the sign was intended to make citizens more aware ofthe need to drive carefully This seemed such a trivial commitmentthat almost all of the home owners said yes

When the researcherscame back two weeks later and asked the home owners to installthe eyesore billboard 76 percent accepted it

the science of the billboardstudy says something pretty remarkable It shows us that peopleare receptive to developing new identities that identities growfrom small beginnings Once you start seeing yourself as a concernedcitizen youll want to keep acting like one Thats tremendouslygood news for someone leading a change effort It meansfor example that if you can show people why the environment isworth caring about it wont take years for them to think of themselvesas environmentalists It took only a few days for the homeowners to think of themselves as concerned citizens

You need to create the expectationof failure-not the failure of the mission itself but failureen route This notion takes us into a fascinating area of researchthat is likely to change the way you view the world

Main strategy 3 Shape the path3a Tweak the environment

bull TWEAK THE ENVIRONMENT When the situation changes the behavior

bull changes So change the situation [Throwing out the phone system at Rackspace

bull 1-Click ordering simplifying the online time sheet]bull Tweaking the environment is about making the right

behaviors a little bit easier and the wrong behaviors a little bit harder Its that simple

bull ]

Fundamental attribution error ndash we hurrily judge someonesomething from Direct

attributes but forget about situation that may have created those attributes

frequently blind to the power of situations In a famousarticle Stanford psychologist Lee Ross surveyed dozens ofstudies in psychology and noted that people have a systematictendency to ignore the situational forces that shape other peoplesbehavior He called this deep-rooted tendency the FundamentalAttribution Error The error lies in our inclination toattribute peoples behavior to the way they are rather than to thesituation they are in

how a smoother Path can change behavior consider someresearch that studied why college students did (or didnt) donatefood to a canned-food drive for charity The researchers knewsome students would be more charitable and generous thanothers and would be more inclined to donate food Theresearchers wondered Can we alter the situation so that jerks givetoo

Pg 182

Some students received a basicletter announcing the launch of a food drive the following weekand asking them to bring canned food to a booth on TressiderPlaza (a well-known spot on campus) Other students received amore detailed letter which included a map to the precise spot arequest for a can of beans and a suggestion that they think abouta time when theyd ordinarily be near Tressider Plaza so theywouldnt have to go out of their way to get there

Students who received the basic letter were not very generousOnly 8 percent of the saints donated and not a single one ofthe jerks

Students who received the more detailedletter were substantially more charitable 42 percent of thesaints donated and so did 2 5 percent of the jerks

Tweaking the environment is about making the right behaviorsa little bit easier and the wrong behaviors a little bit harder Itsthat simple

3b Build habit

bull When something becomes a habit our rational brain(rider) does not have to exert almost any energy or will power This will power energy is of limited supply and could not work for long stretch of time

bull So if step by step procedure some objective or main task could be turned into a habit it would be easier for human beings to do it

bull BUILD HABITS When behavior is habitual its free-it doesnt tax the Rider

bull Look for ways to encourage habits [Setting action triggers eating two bowls of

bull soup while dieting using checklists

Example or strategy to build habit

bull 21 days repetition method

3b Action trigger

Peter Gollwitzer a psychologist at New York University is thepioneer of work in this area He and colleague Veronika Brandstarterfound that action triggers are quite effective in motivatingaction

By preloading the decisionwe conserve the Riders self-control(it does not have to think about what to do)

In one study they tracked college students who had theoption to earn extra credit in a class by writing a paper about how they spent Christmas Eve But there was a catch To earn the credit they had to submit the paper by December 26 Most studentshad good intentions of writing the paper but only 33 percentof them got around to writing and submitting it Otherstudents in the study were required to set action triggers-tonote in advance exactly when and where they intended to write the report (for example Ill write this report in my dads officeon Christmas morning before everyone gets up) A whopping75 percent of those students wrote the report

3c Rally the herd

bull Social and peer pressure is a very strong force in motivating us to do something

bull So if influential celebrity type people do something the majority follow through Here 8020 rule applies

bull Again if someone could be told that the majority are doing this heshe would like to be the part of the group(here) and comply with Therefore become happy as becoming of a group that fulfills our belonging needs

bull The Elephant constantly looks to the herd for cues about how to behave

bull Other people are getting their work done on time Why wont you

bull RALLY THE HERD Behavior is contagious Help it spread [Fataki in Tanzaniafree spaces in hospitals seeding the tip jar]

By STANDER effect ndash humanbeings take decision after

looking what others doColumbia University students having volunteered for a researchstudy were asked to sit in a room and fill out a surveySome were left alone others were put in rooms with two otherstudents As they filled out their surveys a crisis emergedSmoke began to pour into the room through a wall vent Thesmoke continued to flow in irregular puffs until eventually theroom was filled with haze Of the students sitting in a room bythemselves 75 percent got up and found someone to alert aboutthe smoke But when three students were placed in the roomat the same time only 38 percent of the groups of three ever reportedthe smoke They just sat there inhaling the smoke eachindividuals inaction signaling to the other two people in theroom that this smoke cloud isnt such a big deal

In a similar study individuals or pairs who were completinga survey heard what sounded like a woman falling down loudlyon the other side of a room divider Of the lone bystanders 70percent went to help her but only 40 percent of the pairs helpedEven when the pairs helped they acted more slowly than the individuals

Why do groups fail to respond as well as individualsIn ambiguous situations-smoke pouring into a room theapparent sound of a fall-people look to others for cues abouthow to interpret the event If you see a man suddenly collapse atthe mall your brain races through possible interpretations Its aheart attack Or wait maybe he tripped and fell down Or whatif hes playing a gag on someone Youre reluctant to rush overimmediately because if he simply tripped your alarm-bell behaviorwill leave you both embarrassedIf youre the only person around to react youll probably makeyour best guess-heart attack-and rush over But if theres acrowd youve got two stimuli to process the collapse itself andthe crowds reaction to the collapse You might pause briefly tostudy the crowd Are other people acting like hes had a heart attackYou stand there idling ready to spring into action at thefirst sign of crisis But as you wait other people are looking backat you and when they see you idling your behavior becomes datafor their theory that its not an emergency And thats why threepeople can sit in a room filling with smoke and not make a peep

a group of socialpsychologists persuaded a hotel manager to test out a newsign in the hotel bathrooms The sign didnt mention the environmentat alIi it simply said that the the majority of guests atthe hotel reuse their towels at least once during their stay Itworked-guests who got this sign were 26 percent more likely toreuse their towels They took cues from the herdNote the downside though If the sign had said About 8of our guests decide to reuse their towels new guests would havebeen less likely to reuse theirs

SummaryHOW TO MAKE A SWITCHFor things to change somebody somewhere has to start actingdifferently Maybe its you maybe its your teamPicture that person (or people)Each has an emotional Elephant side and a rational Rider sideYouve got to reach both And youve also got to clear the wayfor them to succeed In short you must do three things

DIRECT the RiderFOLLOW THE BRIGHT SPOTS Investigate whats working and clone it [Jerrysternin in Vietnam solutions-focused therapy]SCRIPT THE CRITICAL MOVES Dont think big picture think in terms of specificbehaviors [1 milk four rules at the Brazilian railroad]POINT TO THE DESTINATION Change is easier when you know where youregoing and why its worth it [You ll be third graders soon No dry holes at BP]

MOTIVATE the ElephantFIND THE FEELING Knowing something isn t enough to cause change Makepeople feel something [Piling gloves on the table the chemotherapy video gameRobyn Waterss demos at Target]SHRINK THE CHANGE Break down the change until it no longer spooks the Elephant[The 5-Minute Room Rescue procurement reform]GROW YOUR PEOPLE Cultivate a sense of identity and instill the growth mindset[Brasilatas inventors junior-high math kids turnaround]

SHAPE the PathTWEAK THE ENVIRONMENT When the situation changes the behaviorchanges So change the situation [Throwing out the phone system at Rackspace1-Click ordering simplifying the online time sheet]BUILD HABITS When behavior is habitual its free-it doesnt tax the RiderLook for ways to encourage habits [Setting action triggers eating two bowls ofsoup while dieting using checklists]RALLY THE HERD Behavior is contagious Help it spread [Fataki in Tanzaniafree spaces in hospitals seeding the tip jar]

Summary Direct the Rider(Head rational thinker)

Heres the good news The Riders strengths are substantialand his flaws can be mitigated When you appeal to the Rider insideyourself or inside others you are trying to influence yourgame plan should be simpleFirst follow the bright spots Think of the Vietnamese childrenwho stayed well nourished against the odds or the Genentechsales reps who racked up sales against the odds AB you analyzeyour situation youre sure to find some things that are workingbetter than others Dont obsess about the failures Instead investigateand clone the successesNext give direction to the Rider-both a start and a finishSend him a destination postcard (Youll be a third grader soon)and script his critical moves (Buy 1 milk) When you do these things youll prepare the Rider to lead aswitch And youll arm him for the ongoing struggles with hisreluctant and formidable partner the Elephant

Summary Motivate the Elephant(Lazy pleasure loving self)

In times of change we need to remind ourselves and others againand again of certain basic truths Our brains and our abilities arelike muscles They can be strengthened with practice Were notborn skateboarders or scientists or nurses we must learn how toskateboard do science or care for sick people And our inspirationto change ourselves comes from our desire to live up to thoseidentitiesIn the story of Molly Howard we see that amazing things canhappen when you combine the aspiration of a new identity withthe persistence of the growth mindset Thats how you grow yourpeople

Over the past few chapters weve seen that the centralchallenge of change is keeping the Elephant moving forwardWhereas the Rider needs direction the Elephant needs motivationAnd weve seen that motivation comes from feelingknowledgeisnt enough to motivate change But motivation alsocomes from confidence The Elephant has to believe that its capableof conquering the change And there are two routes tobuilding peoples confidence so that they feel big relative totheir challenge You can shrink the change or grow your people(or preferably both)

Summary Shaping the pathOur picture of change is still incomplete though because itsclear that in some situations even a reluctant Elephant and a confusedRider will manage to change their behavior For instanceconsider the fact that even a lost angry driver who is hopelesslylate for an appointment will stop dutifully for a red lightThats why to make changes stick weve got to think aboutshaping the Path

First you need to tweak theenvironment to provide a free space for discussion At Alpha therotational teams had a private place to meet and that created afree space where the new identity could grow Do your own reformershave a private place where they can meet and coordinate

Second you should build good habits Recall the idea of actiontriggers-visualizing when and where you are going to dosomething important The interns at Alpha were essentially settingaction triggers They thought about what they would sayand how they would act when 9 pm came and the signoutprocess was triggered They mentally rehearsed how they wouldrespond if an argument flared up with the night resident Havemembers of your team rehearsed how theyll react when theymeet resistance from your organizations old guard

Finally you should rally the herd At Alpha the leaders helpedthe reformers find one another and the reformers began to createa language-as we saw in the examples of the designateddriver and Fataki-that allowed them to talk about their valueswith others As a leader you can help prod them to create this languageto find ways to articulate what is different and better aboutthe change you seek

We started the Path section by discussing the Fundamental AttributionError-the tendency to attribute behavior to peoplescharacter rather than to their environments Look again at theteaching-hospital example At Alpha 42 percent of superiors supportedthe change at Beta 66 percent supported it Almost all ofus would have put our money on Beta Not many of us whenconfronted with that data would have immediately thought Yesbut what about the situational forces

At the two hospitals individual character competed with situationalforces and situational forces won This brings us backfull circle to the food drive study where a jerk with clear instructionswas more charitable than a saint with generic instructionsThe line between saints and jerks wasnt as clear as we mighthave thought Neither was the line between supporters and resistersof hospital reformIf the right Path can turn a jerk into a saint then the rightPath can also turn a change enemy into an ally

ReferenceReference book HOW TO CHANGE THINGS WHEN CH ANGE IS HARD

By CHIP HEATH (a professor at the GraduateSchool of Business at Stanford University) and DAN HEATH(a senior fellow at Duke Universitys Centerfor the Advancement of Social Entrepreneurship(CASE))

• Change Management
• Reference
• Slide 3
• Rider
• Elephant
• Main strategy 1 Direct the Rider 1a Follow the brightspot
• Details of Vietnam example
• Slide 8
• Slide 9
• Main strategy 1 Direct the Rider 1b Script the critical move
• Slide 11
• Slide 12
• Main strategy 1 Direct the Rider 1c POINT TO THE DESTINATION
• Main strategy 2 Motivate the Elephant 2a Find the Feeling
• Slide 15
• Slide 16
• Slide 17
• Slide 18
• Slide 19
• Slide 20
• Slide 21
• Slide 22
• Slide 23
• Main strategy 2 Motivate the Elephant 2b Shrink the Change
• Slide 25
• Slide 26
• Slide 27
• Slide 28
• Slide 29
• Slide 30
• Slide 31
• Slide 32
• Slide 33
• Slide 34
• Slide 35
• Slide 36
• Slide 37
• Slide 38
• Slide 39
• Slide 40
• Main strategy 2 Motivate the Elephant 2c Grow your people(creating sense of identity amp instill growth mindset)
• Slide 42
• Slide 43
• Slide 44
• Slide 45
• Slide 46
• Slide 47
• Slide 48
• Slide 49
• Slide 50
• Slide 51
• Slide 52
• Slide 53
• Slide 54
• Slide 55
• Main strategy 3 Shape the path 3a Tweak the environment
• Fundamental attribution error ndash we hurrily judge someonesomething from Direct attributes but forget about situation that may have created those attributes
• Slide 58
• Slide 59
• 3b Build habit
• Slide 61
• Example or strategy to build habit
• 3b Action trigger
• Slide 64
• 3c Rally the herd
• Slide 66
• By STANDER effect ndash humanbeings take decision after looking what others do
• Slide 68
• Slide 69
• Slide 70
• Summary
• Slide 72
• Slide 73
• Summary Direct the Rider(Head rational thinker)
• Summary Motivate the Elephant(Lazy pleasure loving self)
• Slide 76
• Summary Shaping the path
• Slide 78
• Slide 79
• Slide 80
• Slide 81

After the minimum payments were made everyavailable dollar would be put toward the first debt on the list Becausethe first debt was the smallest one it could be paid off relativelyquickly and the Farrars could cross it off the list and thendirect every available dollar to paying off the second debt thenthe third then the fourth As they crossed off each debt theywere able to eliminate a minimum payment which gave themmore cash to attack the next debt Thats why the strategy iscalled a Debt Snowball With each debt that is conquered the snowball of money applied to the next debt grows and rolls a little faster

Notice whats missing here any mention of interest rates Ifthe Farrars smallest debt was a past-due utility bill with no in

terest charges whatsoever Ramsey still advised them to pay it offbefore tackling any of their credit card bills which might have interestrates of 20 percent or aboveThis advice makes the average financial adviser cringe Afterall simple math tells us that were financially better-off if we paydown high-interest debt first

Ramsey writes --Being a certified nerd I always used to start with makingthe math work I have learned that the math doesneed to work but sometimes motivation is more importantthan math This is one of those times Faceit if you go on a diet and lose weight the first week youwill stay on that diet If you go on a diet and gain weightor go six weeks with no visible progress you will quitWhen training salespeople I try to get them a sale ortwo quickly because that fires them up When you startthe Debt Snowball and in the first few days pay off acouple oflittle debts trust me it lights your fire I dontcare if you have a masters degree in psychology youneed quick wins to get fired up And getting fired up issuper-important

Most financial advisers recommend that their clients paydown high-interest debt first in order to optimize the impact oftheir money But Ramseys not trying to solve an optimizationproblem hes trying to solve an Elephant problem The reasonpeople get themselves into financial trouble he knows is thatthey lose control They begin to feel powerless in the face of amountain of debt And you cant combat powerlessness withmath You combat it by proving to people that they can win Ifyou pay $ 1 8 5 toward a $20000 debt on a high-interest creditcard youre still going to feel hopeless But if you completely payoff a $ 1 8 5 overdue utility bill you can cross it off yo r list Youvewon a victory over debtRamsey is using the same strategy as the Fly Lady with her5-Minute Room Rescue-if people are facing a daunting taskand their instinct is to avoid it youve got to break down the taskShrink the change Make the change small enough that they canthelp but score a victory Once people clean a single room or payoff a single debt their dread starts to dissipate and their progressbegins to snowballC

One way to shrink change then is to limit the investment youreasking for-only 5 minutes of housecleaning only one smalldebt Another way to shrink change is to think of small winsmilestonesthat are within reach (Our dad Fred Heath whoworked over thirty years for IBM would tell his teams that whenmilestones seemed too distant they should look for inch pebblesNice one Dad)

Kelman a professor of public management at Harvard UniversitysKennedy School of Government got a call from theClinton administration in 1 993 asking him to lead the Officeof Federal Procurement Policy (OFPP) As the head of OFPp hewould be responsible for reforming the governments procurementefforts

Kelman was reluctant to head up OFPp knowing there wasa pretty good chance that despite his best efforts nothing wouldchange but in the end he accepted the job He knew exactly whathe was getting into because three years earlier hed written a bookabout procurement reformThere were lots of problems with procurement Over theyears the government had established many protocols and protectionsto prevent abuses of various kinds There were good intentionsbehind these protections but as they built up layerupon layer they began to cause more harm than the abusestheyd been designed to prevent For instance when makingpurchase decisions procurement officials could not use evidenceof vendors past performance

Kelman knew hed have to make some progress quickly or elsehed be dismissed If an example of successful change couldsomehow be achieved quickly it might be possible to use that toset other changes in motion he wrote later He sought a victorythat would be fast achievable and visible-a small win thatwould work for all of his constituents whether the Defense Departmentor the Health and Human Services Department If hecould get their Elephants moving with an easy mission-the governmentequivalent of the 5-Minute Room Rescue-he thoughthe would be able to keep them moving

One day a conversation with a government employee sparkedan idea The employee told Kelman that when she needed simpleinexpensive items such as a few computer disks the procurementrules made it impossible for her to walk to thecomputer superstore across the str1048958et and buy them She foundthis limitation was infuriatingKelman spotted an opportunity He went to the senior procurementexecutives and issued a challenge I want you to doubleyour agencys use ofgovernment credit cards over the next year (Noticethe precision of the challenge a la the 1 milk campaign By

being specific about the behavioral change Kelman was directinghis constituents Riders) In his vision anytime employees neededsomething small-computer disks or a replacement hard driveor a carton of office paper-they should be able to march acrossthe street armed with their credit cards and purchase what theyneeded on the spot Kelman asked the agencies to make a formalPledge to embrace the idea The agencies were supportive soKelman pushed further Over the next year he organized fourmore pledgesso here they donrsquot need quotation or tender Government may check later whether it complies fair price policy

The second pledge was a biggie Kelman asked the agencies tobreak with the tradition of ignoring past performance He knewthis would be a tough sell so he decided to push for it publiclyonly when he was sure he had at least eight agencies onboard Hehit the phones and his employees and advisers rallied the peoplein their networks Eventually his team had eight agencies signedup but he wasnt finished After we got to nine agencies participationstarted snowballing and soon we could say to the holdoutsAlmost everyone but you is participating (This outcomeforeshadows a point that we make in Chapter 1 0 about behaviorbeing contagious Kelman managed to address all three parts ofthe framework-directing the Rider motivating the Elephantand shaping the Path)

When you engineer early successes what youre really doing isengineering hope Hope is precious to a change effort Its Elephantfuel

Main strategy 2 Motivate the Elephant2c Grow your people(creating sense of

identity amp instill growth mindset)bull Be noted identity may be created it is not always

inherited thing For example creating identity like Iutians are hard working gives a boost to the elephant to do something

bull So this identity to be created in positive way bull Identity may be achieved by birth and or individual

endeavour For example citizen of a country(by birth) is an identity received by birth while lsquoEngineerrsquo identity that is earned through hard study

bull Growth mindset to be instilled by removing limiting belief that things could not be changed by trying The new belief system should be that anything could be learnt and anything is possible

bull Example Brasilatas inventors

The St Lucia Parrot exists only o n the Caribbean island o f StLucia Its gorgeous with a vivid turquoise blue face lime greenwings and a striking red shield on its chest In 1977 only onehundred St Lucia Parrots were left on the island The populationhad been decimated by habitat destruction hunters andpeople who trapped them to use as pets The St Lucia Parrotseemed doomed in the words of one biologist the species couldnot escape oblivion by the year 2000Enter an unlikely savior college student Paul Butler In 1977Butler was finishing his last year of studies at North-East LondonPolytechnic Butlers passion was conservation and hed previouslyspent five weeks completing a field research expedition inSt Lucia where hed studied the parrot and submitted recommendationsfor preserving the species

Pg 149

Weve seen that one way to motivate a switch is to shrink thechange which makes people feel big relative to the challengeBut here were seeing something different Paul Butler didntshrink the change Instead he grew the people He made the StLucians swell with pride over their parrot-a species that existsnowhere else He inspired them to feel more determined moreready more motivated And when you build people up in thisway they dtvelop the strength to act

In essence Butlers goal was to convince St Lucians that theywere the kind of people who protected their own In public eventsButler stressed This parrot is ours Nobody has this but us Weneed to cherish it and look after it He did everything in hispower to make the public more familiar with the bird He hostedSt Lucia Parrot puppet shows distributed T-shirts cajoled a localband to record songs about the bird convinced local hotels toprint up bumper stickers recruited volunteers to dress up in parrotcostumes and visit local schools and asked local ministers tocite relevant Bible verses (for instance verses that instructed believersto be good stewards of the things that were in their trust)

James March a professor of politicalscience at Stanford University March says that when peoplemake choices they tend to rely on one of two basic models ofdecision making the consequences model or the identity modelThe consequences model is familiar to students of economicsIt assumes that when we have a decision to make we weigh thecosts and benefits of our options and make the choice thatmaximizes our satisfaction Its a rational analytical approachThis is the approach that Paul Buder knew would fail withSt Lucians because there simply wasnt a strong costbenefitcase for the parrot

In the identity model of decision making we essentially askourselves three questions when we have a decision to make Whoam l What kind of situation is this What would someone like medo in this situation Notice whats missing any calculation of costsand benefits The identity model explains the way most peoplevote which contradicts our notion of the self-interested voterIt helps to shed light on why an auto mechanic in Oklahomawould vote against a Democrat whod give him health insuranceand why a Silicon Valley millionaire would vote against a Republicanwhod cut her taxes

Generally when we use the word identity were talking aboutan immutable trait of some kind-such as a racial ethic orregional identity But thats a relatively narrow use of the termWere not just born with an identity we adopt identities throughoutour lives We aspire to be good mothers or fathers devoutCatholics or Muslims patriotic citizens and so on

Or consider a professional identity such as being a scientistClearly youre not born a scientist Its an identity you seek outand one that others such as your professors and mentors consciouslycultivate in you As you develop and grow in that identityit becomes an increasingly important part of your self-imageand triggers the kind of decision making that March describes

Its critical to realize that these identity stories arent just specialcase situations confined to scientists or nurses or St LuciansIdentity is going to play a role in nearly every change situationEven yours When you think about the people whose behaviorneeds to change ask yourself whether they would agree with thisstatement I aspire to be the kind of person who would makethis change If their answer is yes thats an enormous factor in your favor If their answer is no then youll have to work hard toshow them that they should aspire to a different self-image Andthats exactly what Paul Butler did in St Lucia He convinced theislands citizens to think This is our bird-if we want to be goodSt Lucians wed better protect it

in a business context consider a firmthat invented an identity that subsequently became the engine ofits success The firm is Brasilata-its a US$ 1 70 million manufacturingfirm in Brazil that produces various kinds of steel cansAs youd imagine the can manufacturing industry is relativelymature-not much growth not much excitement But Brasilatadefies the stereotype of a boring stuck-in-its ways manufacturerIn fact it has one of the best reputations for innovation of anycompany in Latin America

How does a manufacturer of cans become known as an innovatorBrasilatas founders were inspired by the philosophy ofJapanese car manufacturers like Honda and Toyota which empoweredtheir frontline employees to take ownership of theirwork For instance at Toyota any employee who spotted a defectcould stop the assembly line (this would have been unthinkablein Detroit at the time) Toyota and Honda also actively solicited

ideas for innovation from their employees In 1 987 the foundersof Brasilata launched an employee-innovation program modeledon the Japanese forerunnersA new identity was the core of the program Employees ofBrasilata hecame known as inventors and when new employeesjoined the firm they were asked to sign an innovation contractThis wasnt simply feel-good language Top management challengedemployees to be on the lookout for potential innovationsideasfor how to create better products improve productionprocesses and squeeze costs out of the system Procedures developedwithin the factory made it easy for inventors to submit theirideas

The program succeeded beyond any reasonable expectationsIn 2008 employees submitted 1 34846 ideas-an averageof 1452 ideas per inventor This figure puts Brasilata on par withthe Japanese trendsetters that had inspired the programMany of the suggestions led to the development of new productsFor instance in late 2008 Brasilata came up with a new approachfor steel cans designed to carry dangerous or flammableliquids To meet United Nations standards such cans must beable to withstand a drop from 1 2 meters (roughly 4 feet) Traditionallymost manufacturers had reached this standard by thickeningthe metal layers which used up more raw material andrequired new production processes And the reinforced designswerent foolproof-the metal seams were prone to split if a canlanded on an edgeBrasilatas inventors

suggested a new design inspired by carbumpers that collapse on impact Their new steel can deformedslightly on impact reducing stress on the critical seam The newdesign resisted impact better while also reducing the amount ofsteel in the canThe inventors have led Brasilata through emergencies In200 1 a severe energy crisis-the blackout syndrome ndashforced

the government of Brazil to ration energy Businesses received astrict quota of electricity The inventors went to work dreamingup power-saving ideas-hundreds of them Within a few weeksBrasilatas energy consumption was reduced by 35 percent fallingbelow the companys quota and allowing the company to resell itsextra energy

Another unexpected idea was jointly suggested by two employeesEliminate our jobs theyre not necessary anymore The ideawas accepted but the company found a new place for the employeesBrasilata has a no-dismissal policy and also distributes1 5 percent of its net profits to employees Its no surprise thatBrasilata consistently appears on best places to work lists inBrazilLets remember something This inventor identity whichhas fueled business success and employee satisfaction was madeup None of Brasilatas employees were born inventors Theidentity was introduced to them and they liked the sound of itIt seemed to be a mantle worth wearing Being an inventor hasbecome a source of pride and strength

If cultivating an identity sounds daunting take heart A classicstudy in psychology shows that you can start with small steps Inthe 1960s two psychologists from Stanford University JonathanFreedman and Scott Fraser asked a researcher to go door-to-doorin an upscale neighborhood in Palo Alto California

Pg 158

indeed 83 percent of the home ownerspassed on the opportunity ldquo

Two weeks earlier thesame home owners had been approached by a volunteer claimingto represent a different driver-safety organization They wereasked to put a tiny Be a Safe Driver sign-less than half thesize of a postcard-in the window of their car or home The volunteersaid the sign was intended to make citizens more aware ofthe need to drive carefully This seemed such a trivial commitmentthat almost all of the home owners said yes

When the researcherscame back two weeks later and asked the home owners to installthe eyesore billboard 76 percent accepted it

the science of the billboardstudy says something pretty remarkable It shows us that peopleare receptive to developing new identities that identities growfrom small beginnings Once you start seeing yourself as a concernedcitizen youll want to keep acting like one Thats tremendouslygood news for someone leading a change effort It meansfor example that if you can show people why the environment isworth caring about it wont take years for them to think of themselvesas environmentalists It took only a few days for the homeowners to think of themselves as concerned citizens

You need to create the expectationof failure-not the failure of the mission itself but failureen route This notion takes us into a fascinating area of researchthat is likely to change the way you view the world

Main strategy 3 Shape the path3a Tweak the environment

bull TWEAK THE ENVIRONMENT When the situation changes the behavior

bull changes So change the situation [Throwing out the phone system at Rackspace

bull 1-Click ordering simplifying the online time sheet]bull Tweaking the environment is about making the right

behaviors a little bit easier and the wrong behaviors a little bit harder Its that simple

bull ]

Fundamental attribution error ndash we hurrily judge someonesomething from Direct

attributes but forget about situation that may have created those attributes

frequently blind to the power of situations In a famousarticle Stanford psychologist Lee Ross surveyed dozens ofstudies in psychology and noted that people have a systematictendency to ignore the situational forces that shape other peoplesbehavior He called this deep-rooted tendency the FundamentalAttribution Error The error lies in our inclination toattribute peoples behavior to the way they are rather than to thesituation they are in

how a smoother Path can change behavior consider someresearch that studied why college students did (or didnt) donatefood to a canned-food drive for charity The researchers knewsome students would be more charitable and generous thanothers and would be more inclined to donate food Theresearchers wondered Can we alter the situation so that jerks givetoo

Pg 182

Some students received a basicletter announcing the launch of a food drive the following weekand asking them to bring canned food to a booth on TressiderPlaza (a well-known spot on campus) Other students received amore detailed letter which included a map to the precise spot arequest for a can of beans and a suggestion that they think abouta time when theyd ordinarily be near Tressider Plaza so theywouldnt have to go out of their way to get there

Students who received the basic letter were not very generousOnly 8 percent of the saints donated and not a single one ofthe jerks

Students who received the more detailedletter were substantially more charitable 42 percent of thesaints donated and so did 2 5 percent of the jerks

Tweaking the environment is about making the right behaviorsa little bit easier and the wrong behaviors a little bit harder Itsthat simple

3b Build habit

bull When something becomes a habit our rational brain(rider) does not have to exert almost any energy or will power This will power energy is of limited supply and could not work for long stretch of time

bull So if step by step procedure some objective or main task could be turned into a habit it would be easier for human beings to do it

bull BUILD HABITS When behavior is habitual its free-it doesnt tax the Rider

bull Look for ways to encourage habits [Setting action triggers eating two bowls of

bull soup while dieting using checklists

Example or strategy to build habit

bull 21 days repetition method

3b Action trigger

Peter Gollwitzer a psychologist at New York University is thepioneer of work in this area He and colleague Veronika Brandstarterfound that action triggers are quite effective in motivatingaction

By preloading the decisionwe conserve the Riders self-control(it does not have to think about what to do)

In one study they tracked college students who had theoption to earn extra credit in a class by writing a paper about how they spent Christmas Eve But there was a catch To earn the credit they had to submit the paper by December 26 Most studentshad good intentions of writing the paper but only 33 percentof them got around to writing and submitting it Otherstudents in the study were required to set action triggers-tonote in advance exactly when and where they intended to write the report (for example Ill write this report in my dads officeon Christmas morning before everyone gets up) A whopping75 percent of those students wrote the report

3c Rally the herd

bull Social and peer pressure is a very strong force in motivating us to do something

bull So if influential celebrity type people do something the majority follow through Here 8020 rule applies

bull Again if someone could be told that the majority are doing this heshe would like to be the part of the group(here) and comply with Therefore become happy as becoming of a group that fulfills our belonging needs

bull The Elephant constantly looks to the herd for cues about how to behave

bull Other people are getting their work done on time Why wont you

bull RALLY THE HERD Behavior is contagious Help it spread [Fataki in Tanzaniafree spaces in hospitals seeding the tip jar]

By STANDER effect ndash humanbeings take decision after

looking what others doColumbia University students having volunteered for a researchstudy were asked to sit in a room and fill out a surveySome were left alone others were put in rooms with two otherstudents As they filled out their surveys a crisis emergedSmoke began to pour into the room through a wall vent Thesmoke continued to flow in irregular puffs until eventually theroom was filled with haze Of the students sitting in a room bythemselves 75 percent got up and found someone to alert aboutthe smoke But when three students were placed in the roomat the same time only 38 percent of the groups of three ever reportedthe smoke They just sat there inhaling the smoke eachindividuals inaction signaling to the other two people in theroom that this smoke cloud isnt such a big deal

In a similar study individuals or pairs who were completinga survey heard what sounded like a woman falling down loudlyon the other side of a room divider Of the lone bystanders 70percent went to help her but only 40 percent of the pairs helpedEven when the pairs helped they acted more slowly than the individuals

Why do groups fail to respond as well as individualsIn ambiguous situations-smoke pouring into a room theapparent sound of a fall-people look to others for cues abouthow to interpret the event If you see a man suddenly collapse atthe mall your brain races through possible interpretations Its aheart attack Or wait maybe he tripped and fell down Or whatif hes playing a gag on someone Youre reluctant to rush overimmediately because if he simply tripped your alarm-bell behaviorwill leave you both embarrassedIf youre the only person around to react youll probably makeyour best guess-heart attack-and rush over But if theres acrowd youve got two stimuli to process the collapse itself andthe crowds reaction to the collapse You might pause briefly tostudy the crowd Are other people acting like hes had a heart attackYou stand there idling ready to spring into action at thefirst sign of crisis But as you wait other people are looking backat you and when they see you idling your behavior becomes datafor their theory that its not an emergency And thats why threepeople can sit in a room filling with smoke and not make a peep

a group of socialpsychologists persuaded a hotel manager to test out a newsign in the hotel bathrooms The sign didnt mention the environmentat alIi it simply said that the the majority of guests atthe hotel reuse their towels at least once during their stay Itworked-guests who got this sign were 26 percent more likely toreuse their towels They took cues from the herdNote the downside though If the sign had said About 8of our guests decide to reuse their towels new guests would havebeen less likely to reuse theirs

SummaryHOW TO MAKE A SWITCHFor things to change somebody somewhere has to start actingdifferently Maybe its you maybe its your teamPicture that person (or people)Each has an emotional Elephant side and a rational Rider sideYouve got to reach both And youve also got to clear the wayfor them to succeed In short you must do three things

DIRECT the RiderFOLLOW THE BRIGHT SPOTS Investigate whats working and clone it [Jerrysternin in Vietnam solutions-focused therapy]SCRIPT THE CRITICAL MOVES Dont think big picture think in terms of specificbehaviors [1 milk four rules at the Brazilian railroad]POINT TO THE DESTINATION Change is easier when you know where youregoing and why its worth it [You ll be third graders soon No dry holes at BP]

MOTIVATE the ElephantFIND THE FEELING Knowing something isn t enough to cause change Makepeople feel something [Piling gloves on the table the chemotherapy video gameRobyn Waterss demos at Target]SHRINK THE CHANGE Break down the change until it no longer spooks the Elephant[The 5-Minute Room Rescue procurement reform]GROW YOUR PEOPLE Cultivate a sense of identity and instill the growth mindset[Brasilatas inventors junior-high math kids turnaround]

SHAPE the PathTWEAK THE ENVIRONMENT When the situation changes the behaviorchanges So change the situation [Throwing out the phone system at Rackspace1-Click ordering simplifying the online time sheet]BUILD HABITS When behavior is habitual its free-it doesnt tax the RiderLook for ways to encourage habits [Setting action triggers eating two bowls ofsoup while dieting using checklists]RALLY THE HERD Behavior is contagious Help it spread [Fataki in Tanzaniafree spaces in hospitals seeding the tip jar]

Summary Direct the Rider(Head rational thinker)

Heres the good news The Riders strengths are substantialand his flaws can be mitigated When you appeal to the Rider insideyourself or inside others you are trying to influence yourgame plan should be simpleFirst follow the bright spots Think of the Vietnamese childrenwho stayed well nourished against the odds or the Genentechsales reps who racked up sales against the odds AB you analyzeyour situation youre sure to find some things that are workingbetter than others Dont obsess about the failures Instead investigateand clone the successesNext give direction to the Rider-both a start and a finishSend him a destination postcard (Youll be a third grader soon)and script his critical moves (Buy 1 milk) When you do these things youll prepare the Rider to lead aswitch And youll arm him for the ongoing struggles with hisreluctant and formidable partner the Elephant

Summary Motivate the Elephant(Lazy pleasure loving self)

In times of change we need to remind ourselves and others againand again of certain basic truths Our brains and our abilities arelike muscles They can be strengthened with practice Were notborn skateboarders or scientists or nurses we must learn how toskateboard do science or care for sick people And our inspirationto change ourselves comes from our desire to live up to thoseidentitiesIn the story of Molly Howard we see that amazing things canhappen when you combine the aspiration of a new identity withthe persistence of the growth mindset Thats how you grow yourpeople

Over the past few chapters weve seen that the centralchallenge of change is keeping the Elephant moving forwardWhereas the Rider needs direction the Elephant needs motivationAnd weve seen that motivation comes from feelingknowledgeisnt enough to motivate change But motivation alsocomes from confidence The Elephant has to believe that its capableof conquering the change And there are two routes tobuilding peoples confidence so that they feel big relative totheir challenge You can shrink the change or grow your people(or preferably both)

Summary Shaping the pathOur picture of change is still incomplete though because itsclear that in some situations even a reluctant Elephant and a confusedRider will manage to change their behavior For instanceconsider the fact that even a lost angry driver who is hopelesslylate for an appointment will stop dutifully for a red lightThats why to make changes stick weve got to think aboutshaping the Path

First you need to tweak theenvironment to provide a free space for discussion At Alpha therotational teams had a private place to meet and that created afree space where the new identity could grow Do your own reformershave a private place where they can meet and coordinate

Second you should build good habits Recall the idea of actiontriggers-visualizing when and where you are going to dosomething important The interns at Alpha were essentially settingaction triggers They thought about what they would sayand how they would act when 9 pm came and the signoutprocess was triggered They mentally rehearsed how they wouldrespond if an argument flared up with the night resident Havemembers of your team rehearsed how theyll react when theymeet resistance from your organizations old guard

Finally you should rally the herd At Alpha the leaders helpedthe reformers find one another and the reformers began to createa language-as we saw in the examples of the designateddriver and Fataki-that allowed them to talk about their valueswith others As a leader you can help prod them to create this languageto find ways to articulate what is different and better aboutthe change you seek

We started the Path section by discussing the Fundamental AttributionError-the tendency to attribute behavior to peoplescharacter rather than to their environments Look again at theteaching-hospital example At Alpha 42 percent of superiors supportedthe change at Beta 66 percent supported it Almost all ofus would have put our money on Beta Not many of us whenconfronted with that data would have immediately thought Yesbut what about the situational forces

At the two hospitals individual character competed with situationalforces and situational forces won This brings us backfull circle to the food drive study where a jerk with clear instructionswas more charitable than a saint with generic instructionsThe line between saints and jerks wasnt as clear as we mighthave thought Neither was the line between supporters and resistersof hospital reformIf the right Path can turn a jerk into a saint then the rightPath can also turn a change enemy into an ally

ReferenceReference book HOW TO CHANGE THINGS WHEN CH ANGE IS HARD

By CHIP HEATH (a professor at the GraduateSchool of Business at Stanford University) and DAN HEATH(a senior fellow at Duke Universitys Centerfor the Advancement of Social Entrepreneurship(CASE))

• Change Management
• Reference
• Slide 3
• Rider
• Elephant
• Main strategy 1 Direct the Rider 1a Follow the brightspot
• Details of Vietnam example
• Slide 8
• Slide 9
• Main strategy 1 Direct the Rider 1b Script the critical move
• Slide 11
• Slide 12
• Main strategy 1 Direct the Rider 1c POINT TO THE DESTINATION
• Main strategy 2 Motivate the Elephant 2a Find the Feeling
• Slide 15
• Slide 16
• Slide 17
• Slide 18
• Slide 19
• Slide 20
• Slide 21
• Slide 22
• Slide 23
• Main strategy 2 Motivate the Elephant 2b Shrink the Change
• Slide 25
• Slide 26
• Slide 27
• Slide 28
• Slide 29
• Slide 30
• Slide 31
• Slide 32
• Slide 33
• Slide 34
• Slide 35
• Slide 36
• Slide 37
• Slide 38
• Slide 39
• Slide 40
• Main strategy 2 Motivate the Elephant 2c Grow your people(creating sense of identity amp instill growth mindset)
• Slide 42
• Slide 43
• Slide 44
• Slide 45
• Slide 46
• Slide 47
• Slide 48
• Slide 49
• Slide 50
• Slide 51
• Slide 52
• Slide 53
• Slide 54
• Slide 55
• Main strategy 3 Shape the path 3a Tweak the environment
• Fundamental attribution error ndash we hurrily judge someonesomething from Direct attributes but forget about situation that may have created those attributes
• Slide 58
• Slide 59
• 3b Build habit
• Slide 61
• Example or strategy to build habit
• 3b Action trigger
• Slide 64
• 3c Rally the herd
• Slide 66
• By STANDER effect ndash humanbeings take decision after looking what others do
• Slide 68
• Slide 69
• Slide 70
• Summary
• Slide 72
• Slide 73
• Summary Direct the Rider(Head rational thinker)
• Summary Motivate the Elephant(Lazy pleasure loving self)
• Slide 76
• Summary Shaping the path
• Slide 78
• Slide 79
• Slide 80
• Slide 81

Notice whats missing here any mention of interest rates Ifthe Farrars smallest debt was a past-due utility bill with no in

terest charges whatsoever Ramsey still advised them to pay it offbefore tackling any of their credit card bills which might have interestrates of 20 percent or aboveThis advice makes the average financial adviser cringe Afterall simple math tells us that were financially better-off if we paydown high-interest debt first

Ramsey writes --Being a certified nerd I always used to start with makingthe math work I have learned that the math doesneed to work but sometimes motivation is more importantthan math This is one of those times Faceit if you go on a diet and lose weight the first week youwill stay on that diet If you go on a diet and gain weightor go six weeks with no visible progress you will quitWhen training salespeople I try to get them a sale ortwo quickly because that fires them up When you startthe Debt Snowball and in the first few days pay off acouple oflittle debts trust me it lights your fire I dontcare if you have a masters degree in psychology youneed quick wins to get fired up And getting fired up issuper-important

Most financial advisers recommend that their clients paydown high-interest debt first in order to optimize the impact oftheir money But Ramseys not trying to solve an optimizationproblem hes trying to solve an Elephant problem The reasonpeople get themselves into financial trouble he knows is thatthey lose control They begin to feel powerless in the face of amountain of debt And you cant combat powerlessness withmath You combat it by proving to people that they can win Ifyou pay $ 1 8 5 toward a $20000 debt on a high-interest creditcard youre still going to feel hopeless But if you completely payoff a $ 1 8 5 overdue utility bill you can cross it off yo r list Youvewon a victory over debtRamsey is using the same strategy as the Fly Lady with her5-Minute Room Rescue-if people are facing a daunting taskand their instinct is to avoid it youve got to break down the taskShrink the change Make the change small enough that they canthelp but score a victory Once people clean a single room or payoff a single debt their dread starts to dissipate and their progressbegins to snowballC

One way to shrink change then is to limit the investment youreasking for-only 5 minutes of housecleaning only one smalldebt Another way to shrink change is to think of small winsmilestonesthat are within reach (Our dad Fred Heath whoworked over thirty years for IBM would tell his teams that whenmilestones seemed too distant they should look for inch pebblesNice one Dad)

Kelman a professor of public management at Harvard UniversitysKennedy School of Government got a call from theClinton administration in 1 993 asking him to lead the Officeof Federal Procurement Policy (OFPP) As the head of OFPp hewould be responsible for reforming the governments procurementefforts

Kelman was reluctant to head up OFPp knowing there wasa pretty good chance that despite his best efforts nothing wouldchange but in the end he accepted the job He knew exactly whathe was getting into because three years earlier hed written a bookabout procurement reformThere were lots of problems with procurement Over theyears the government had established many protocols and protectionsto prevent abuses of various kinds There were good intentionsbehind these protections but as they built up layerupon layer they began to cause more harm than the abusestheyd been designed to prevent For instance when makingpurchase decisions procurement officials could not use evidenceof vendors past performance

Kelman knew hed have to make some progress quickly or elsehed be dismissed If an example of successful change couldsomehow be achieved quickly it might be possible to use that toset other changes in motion he wrote later He sought a victorythat would be fast achievable and visible-a small win thatwould work for all of his constituents whether the Defense Departmentor the Health and Human Services Department If hecould get their Elephants moving with an easy mission-the governmentequivalent of the 5-Minute Room Rescue-he thoughthe would be able to keep them moving

One day a conversation with a government employee sparkedan idea The employee told Kelman that when she needed simpleinexpensive items such as a few computer disks the procurementrules made it impossible for her to walk to thecomputer superstore across the str1048958et and buy them She foundthis limitation was infuriatingKelman spotted an opportunity He went to the senior procurementexecutives and issued a challenge I want you to doubleyour agencys use ofgovernment credit cards over the next year (Noticethe precision of the challenge a la the 1 milk campaign By

being specific about the behavioral change Kelman was directinghis constituents Riders) In his vision anytime employees neededsomething small-computer disks or a replacement hard driveor a carton of office paper-they should be able to march acrossthe street armed with their credit cards and purchase what theyneeded on the spot Kelman asked the agencies to make a formalPledge to embrace the idea The agencies were supportive soKelman pushed further Over the next year he organized fourmore pledgesso here they donrsquot need quotation or tender Government may check later whether it complies fair price policy

The second pledge was a biggie Kelman asked the agencies tobreak with the tradition of ignoring past performance He knewthis would be a tough sell so he decided to push for it publiclyonly when he was sure he had at least eight agencies onboard Hehit the phones and his employees and advisers rallied the peoplein their networks Eventually his team had eight agencies signedup but he wasnt finished After we got to nine agencies participationstarted snowballing and soon we could say to the holdoutsAlmost everyone but you is participating (This outcomeforeshadows a point that we make in Chapter 1 0 about behaviorbeing contagious Kelman managed to address all three parts ofthe framework-directing the Rider motivating the Elephantand shaping the Path)

When you engineer early successes what youre really doing isengineering hope Hope is precious to a change effort Its Elephantfuel

Main strategy 2 Motivate the Elephant2c Grow your people(creating sense of

identity amp instill growth mindset)bull Be noted identity may be created it is not always

inherited thing For example creating identity like Iutians are hard working gives a boost to the elephant to do something

bull So this identity to be created in positive way bull Identity may be achieved by birth and or individual

endeavour For example citizen of a country(by birth) is an identity received by birth while lsquoEngineerrsquo identity that is earned through hard study

bull Growth mindset to be instilled by removing limiting belief that things could not be changed by trying The new belief system should be that anything could be learnt and anything is possible

bull Example Brasilatas inventors

The St Lucia Parrot exists only o n the Caribbean island o f StLucia Its gorgeous with a vivid turquoise blue face lime greenwings and a striking red shield on its chest In 1977 only onehundred St Lucia Parrots were left on the island The populationhad been decimated by habitat destruction hunters andpeople who trapped them to use as pets The St Lucia Parrotseemed doomed in the words of one biologist the species couldnot escape oblivion by the year 2000Enter an unlikely savior college student Paul Butler In 1977Butler was finishing his last year of studies at North-East LondonPolytechnic Butlers passion was conservation and hed previouslyspent five weeks completing a field research expedition inSt Lucia where hed studied the parrot and submitted recommendationsfor preserving the species

Pg 149

Weve seen that one way to motivate a switch is to shrink thechange which makes people feel big relative to the challengeBut here were seeing something different Paul Butler didntshrink the change Instead he grew the people He made the StLucians swell with pride over their parrot-a species that existsnowhere else He inspired them to feel more determined moreready more motivated And when you build people up in thisway they dtvelop the strength to act

In essence Butlers goal was to convince St Lucians that theywere the kind of people who protected their own In public eventsButler stressed This parrot is ours Nobody has this but us Weneed to cherish it and look after it He did everything in hispower to make the public more familiar with the bird He hostedSt Lucia Parrot puppet shows distributed T-shirts cajoled a localband to record songs about the bird convinced local hotels toprint up bumper stickers recruited volunteers to dress up in parrotcostumes and visit local schools and asked local ministers tocite relevant Bible verses (for instance verses that instructed believersto be good stewards of the things that were in their trust)

James March a professor of politicalscience at Stanford University March says that when peoplemake choices they tend to rely on one of two basic models ofdecision making the consequences model or the identity modelThe consequences model is familiar to students of economicsIt assumes that when we have a decision to make we weigh thecosts and benefits of our options and make the choice thatmaximizes our satisfaction Its a rational analytical approachThis is the approach that Paul Buder knew would fail withSt Lucians because there simply wasnt a strong costbenefitcase for the parrot

In the identity model of decision making we essentially askourselves three questions when we have a decision to make Whoam l What kind of situation is this What would someone like medo in this situation Notice whats missing any calculation of costsand benefits The identity model explains the way most peoplevote which contradicts our notion of the self-interested voterIt helps to shed light on why an auto mechanic in Oklahomawould vote against a Democrat whod give him health insuranceand why a Silicon Valley millionaire would vote against a Republicanwhod cut her taxes

Generally when we use the word identity were talking aboutan immutable trait of some kind-such as a racial ethic orregional identity But thats a relatively narrow use of the termWere not just born with an identity we adopt identities throughoutour lives We aspire to be good mothers or fathers devoutCatholics or Muslims patriotic citizens and so on

Or consider a professional identity such as being a scientistClearly youre not born a scientist Its an identity you seek outand one that others such as your professors and mentors consciouslycultivate in you As you develop and grow in that identityit becomes an increasingly important part of your self-imageand triggers the kind of decision making that March describes

Its critical to realize that these identity stories arent just specialcase situations confined to scientists or nurses or St LuciansIdentity is going to play a role in nearly every change situationEven yours When you think about the people whose behaviorneeds to change ask yourself whether they would agree with thisstatement I aspire to be the kind of person who would makethis change If their answer is yes thats an enormous factor in your favor If their answer is no then youll have to work hard toshow them that they should aspire to a different self-image Andthats exactly what Paul Butler did in St Lucia He convinced theislands citizens to think This is our bird-if we want to be goodSt Lucians wed better protect it

in a business context consider a firmthat invented an identity that subsequently became the engine ofits success The firm is Brasilata-its a US$ 1 70 million manufacturingfirm in Brazil that produces various kinds of steel cansAs youd imagine the can manufacturing industry is relativelymature-not much growth not much excitement But Brasilatadefies the stereotype of a boring stuck-in-its ways manufacturerIn fact it has one of the best reputations for innovation of anycompany in Latin America

How does a manufacturer of cans become known as an innovatorBrasilatas founders were inspired by the philosophy ofJapanese car manufacturers like Honda and Toyota which empoweredtheir frontline employees to take ownership of theirwork For instance at Toyota any employee who spotted a defectcould stop the assembly line (this would have been unthinkablein Detroit at the time) Toyota and Honda also actively solicited

ideas for innovation from their employees In 1 987 the foundersof Brasilata launched an employee-innovation program modeledon the Japanese forerunnersA new identity was the core of the program Employees ofBrasilata hecame known as inventors and when new employeesjoined the firm they were asked to sign an innovation contractThis wasnt simply feel-good language Top management challengedemployees to be on the lookout for potential innovationsideasfor how to create better products improve productionprocesses and squeeze costs out of the system Procedures developedwithin the factory made it easy for inventors to submit theirideas

The program succeeded beyond any reasonable expectationsIn 2008 employees submitted 1 34846 ideas-an averageof 1452 ideas per inventor This figure puts Brasilata on par withthe Japanese trendsetters that had inspired the programMany of the suggestions led to the development of new productsFor instance in late 2008 Brasilata came up with a new approachfor steel cans designed to carry dangerous or flammableliquids To meet United Nations standards such cans must beable to withstand a drop from 1 2 meters (roughly 4 feet) Traditionallymost manufacturers had reached this standard by thickeningthe metal layers which used up more raw material andrequired new production processes And the reinforced designswerent foolproof-the metal seams were prone to split if a canlanded on an edgeBrasilatas inventors

suggested a new design inspired by carbumpers that collapse on impact Their new steel can deformedslightly on impact reducing stress on the critical seam The newdesign resisted impact better while also reducing the amount ofsteel in the canThe inventors have led Brasilata through emergencies In200 1 a severe energy crisis-the blackout syndrome ndashforced

the government of Brazil to ration energy Businesses received astrict quota of electricity The inventors went to work dreamingup power-saving ideas-hundreds of them Within a few weeksBrasilatas energy consumption was reduced by 35 percent fallingbelow the companys quota and allowing the company to resell itsextra energy

Another unexpected idea was jointly suggested by two employeesEliminate our jobs theyre not necessary anymore The ideawas accepted but the company found a new place for the employeesBrasilata has a no-dismissal policy and also distributes1 5 percent of its net profits to employees Its no surprise thatBrasilata consistently appears on best places to work lists inBrazilLets remember something This inventor identity whichhas fueled business success and employee satisfaction was madeup None of Brasilatas employees were born inventors Theidentity was introduced to them and they liked the sound of itIt seemed to be a mantle worth wearing Being an inventor hasbecome a source of pride and strength

If cultivating an identity sounds daunting take heart A classicstudy in psychology shows that you can start with small steps Inthe 1960s two psychologists from Stanford University JonathanFreedman and Scott Fraser asked a researcher to go door-to-doorin an upscale neighborhood in Palo Alto California

Pg 158

indeed 83 percent of the home ownerspassed on the opportunity ldquo

Two weeks earlier thesame home owners had been approached by a volunteer claimingto represent a different driver-safety organization They wereasked to put a tiny Be a Safe Driver sign-less than half thesize of a postcard-in the window of their car or home The volunteersaid the sign was intended to make citizens more aware ofthe need to drive carefully This seemed such a trivial commitmentthat almost all of the home owners said yes

When the researcherscame back two weeks later and asked the home owners to installthe eyesore billboard 76 percent accepted it

the science of the billboardstudy says something pretty remarkable It shows us that peopleare receptive to developing new identities that identities growfrom small beginnings Once you start seeing yourself as a concernedcitizen youll want to keep acting like one Thats tremendouslygood news for someone leading a change effort It meansfor example that if you can show people why the environment isworth caring about it wont take years for them to think of themselvesas environmentalists It took only a few days for the homeowners to think of themselves as concerned citizens

You need to create the expectationof failure-not the failure of the mission itself but failureen route This notion takes us into a fascinating area of researchthat is likely to change the way you view the world

Main strategy 3 Shape the path3a Tweak the environment

bull TWEAK THE ENVIRONMENT When the situation changes the behavior

bull changes So change the situation [Throwing out the phone system at Rackspace

bull 1-Click ordering simplifying the online time sheet]bull Tweaking the environment is about making the right

behaviors a little bit easier and the wrong behaviors a little bit harder Its that simple

bull ]

Fundamental attribution error ndash we hurrily judge someonesomething from Direct

attributes but forget about situation that may have created those attributes

frequently blind to the power of situations In a famousarticle Stanford psychologist Lee Ross surveyed dozens ofstudies in psychology and noted that people have a systematictendency to ignore the situational forces that shape other peoplesbehavior He called this deep-rooted tendency the FundamentalAttribution Error The error lies in our inclination toattribute peoples behavior to the way they are rather than to thesituation they are in

how a smoother Path can change behavior consider someresearch that studied why college students did (or didnt) donatefood to a canned-food drive for charity The researchers knewsome students would be more charitable and generous thanothers and would be more inclined to donate food Theresearchers wondered Can we alter the situation so that jerks givetoo

Pg 182

Some students received a basicletter announcing the launch of a food drive the following weekand asking them to bring canned food to a booth on TressiderPlaza (a well-known spot on campus) Other students received amore detailed letter which included a map to the precise spot arequest for a can of beans and a suggestion that they think abouta time when theyd ordinarily be near Tressider Plaza so theywouldnt have to go out of their way to get there

Students who received the basic letter were not very generousOnly 8 percent of the saints donated and not a single one ofthe jerks

Students who received the more detailedletter were substantially more charitable 42 percent of thesaints donated and so did 2 5 percent of the jerks

Tweaking the environment is about making the right behaviorsa little bit easier and the wrong behaviors a little bit harder Itsthat simple

3b Build habit

bull When something becomes a habit our rational brain(rider) does not have to exert almost any energy or will power This will power energy is of limited supply and could not work for long stretch of time

bull So if step by step procedure some objective or main task could be turned into a habit it would be easier for human beings to do it

bull BUILD HABITS When behavior is habitual its free-it doesnt tax the Rider

bull Look for ways to encourage habits [Setting action triggers eating two bowls of

bull soup while dieting using checklists

Example or strategy to build habit

bull 21 days repetition method

3b Action trigger

Peter Gollwitzer a psychologist at New York University is thepioneer of work in this area He and colleague Veronika Brandstarterfound that action triggers are quite effective in motivatingaction

By preloading the decisionwe conserve the Riders self-control(it does not have to think about what to do)

In one study they tracked college students who had theoption to earn extra credit in a class by writing a paper about how they spent Christmas Eve But there was a catch To earn the credit they had to submit the paper by December 26 Most studentshad good intentions of writing the paper but only 33 percentof them got around to writing and submitting it Otherstudents in the study were required to set action triggers-tonote in advance exactly when and where they intended to write the report (for example Ill write this report in my dads officeon Christmas morning before everyone gets up) A whopping75 percent of those students wrote the report

3c Rally the herd

bull Social and peer pressure is a very strong force in motivating us to do something

bull So if influential celebrity type people do something the majority follow through Here 8020 rule applies

bull Again if someone could be told that the majority are doing this heshe would like to be the part of the group(here) and comply with Therefore become happy as becoming of a group that fulfills our belonging needs

bull The Elephant constantly looks to the herd for cues about how to behave

bull Other people are getting their work done on time Why wont you

bull RALLY THE HERD Behavior is contagious Help it spread [Fataki in Tanzaniafree spaces in hospitals seeding the tip jar]

By STANDER effect ndash humanbeings take decision after

looking what others doColumbia University students having volunteered for a researchstudy were asked to sit in a room and fill out a surveySome were left alone others were put in rooms with two otherstudents As they filled out their surveys a crisis emergedSmoke began to pour into the room through a wall vent Thesmoke continued to flow in irregular puffs until eventually theroom was filled with haze Of the students sitting in a room bythemselves 75 percent got up and found someone to alert aboutthe smoke But when three students were placed in the roomat the same time only 38 percent of the groups of three ever reportedthe smoke They just sat there inhaling the smoke eachindividuals inaction signaling to the other two people in theroom that this smoke cloud isnt such a big deal

In a similar study individuals or pairs who were completinga survey heard what sounded like a woman falling down loudlyon the other side of a room divider Of the lone bystanders 70percent went to help her but only 40 percent of the pairs helpedEven when the pairs helped they acted more slowly than the individuals

Why do groups fail to respond as well as individualsIn ambiguous situations-smoke pouring into a room theapparent sound of a fall-people look to others for cues abouthow to interpret the event If you see a man suddenly collapse atthe mall your brain races through possible interpretations Its aheart attack Or wait maybe he tripped and fell down Or whatif hes playing a gag on someone Youre reluctant to rush overimmediately because if he simply tripped your alarm-bell behaviorwill leave you both embarrassedIf youre the only person around to react youll probably makeyour best guess-heart attack-and rush over But if theres acrowd youve got two stimuli to process the collapse itself andthe crowds reaction to the collapse You might pause briefly tostudy the crowd Are other people acting like hes had a heart attackYou stand there idling ready to spring into action at thefirst sign of crisis But as you wait other people are looking backat you and when they see you idling your behavior becomes datafor their theory that its not an emergency And thats why threepeople can sit in a room filling with smoke and not make a peep

a group of socialpsychologists persuaded a hotel manager to test out a newsign in the hotel bathrooms The sign didnt mention the environmentat alIi it simply said that the the majority of guests atthe hotel reuse their towels at least once during their stay Itworked-guests who got this sign were 26 percent more likely toreuse their towels They took cues from the herdNote the downside though If the sign had said About 8of our guests decide to reuse their towels new guests would havebeen less likely to reuse theirs

SummaryHOW TO MAKE A SWITCHFor things to change somebody somewhere has to start actingdifferently Maybe its you maybe its your teamPicture that person (or people)Each has an emotional Elephant side and a rational Rider sideYouve got to reach both And youve also got to clear the wayfor them to succeed In short you must do three things

DIRECT the RiderFOLLOW THE BRIGHT SPOTS Investigate whats working and clone it [Jerrysternin in Vietnam solutions-focused therapy]SCRIPT THE CRITICAL MOVES Dont think big picture think in terms of specificbehaviors [1 milk four rules at the Brazilian railroad]POINT TO THE DESTINATION Change is easier when you know where youregoing and why its worth it [You ll be third graders soon No dry holes at BP]

MOTIVATE the ElephantFIND THE FEELING Knowing something isn t enough to cause change Makepeople feel something [Piling gloves on the table the chemotherapy video gameRobyn Waterss demos at Target]SHRINK THE CHANGE Break down the change until it no longer spooks the Elephant[The 5-Minute Room Rescue procurement reform]GROW YOUR PEOPLE Cultivate a sense of identity and instill the growth mindset[Brasilatas inventors junior-high math kids turnaround]

SHAPE the PathTWEAK THE ENVIRONMENT When the situation changes the behaviorchanges So change the situation [Throwing out the phone system at Rackspace1-Click ordering simplifying the online time sheet]BUILD HABITS When behavior is habitual its free-it doesnt tax the RiderLook for ways to encourage habits [Setting action triggers eating two bowls ofsoup while dieting using checklists]RALLY THE HERD Behavior is contagious Help it spread [Fataki in Tanzaniafree spaces in hospitals seeding the tip jar]

Summary Direct the Rider(Head rational thinker)

Heres the good news The Riders strengths are substantialand his flaws can be mitigated When you appeal to the Rider insideyourself or inside others you are trying to influence yourgame plan should be simpleFirst follow the bright spots Think of the Vietnamese childrenwho stayed well nourished against the odds or the Genentechsales reps who racked up sales against the odds AB you analyzeyour situation youre sure to find some things that are workingbetter than others Dont obsess about the failures Instead investigateand clone the successesNext give direction to the Rider-both a start and a finishSend him a destination postcard (Youll be a third grader soon)and script his critical moves (Buy 1 milk) When you do these things youll prepare the Rider to lead aswitch And youll arm him for the ongoing struggles with hisreluctant and formidable partner the Elephant

Summary Motivate the Elephant(Lazy pleasure loving self)

In times of change we need to remind ourselves and others againand again of certain basic truths Our brains and our abilities arelike muscles They can be strengthened with practice Were notborn skateboarders or scientists or nurses we must learn how toskateboard do science or care for sick people And our inspirationto change ourselves comes from our desire to live up to thoseidentitiesIn the story of Molly Howard we see that amazing things canhappen when you combine the aspiration of a new identity withthe persistence of the growth mindset Thats how you grow yourpeople

Over the past few chapters weve seen that the centralchallenge of change is keeping the Elephant moving forwardWhereas the Rider needs direction the Elephant needs motivationAnd weve seen that motivation comes from feelingknowledgeisnt enough to motivate change But motivation alsocomes from confidence The Elephant has to believe that its capableof conquering the change And there are two routes tobuilding peoples confidence so that they feel big relative totheir challenge You can shrink the change or grow your people(or preferably both)

Summary Shaping the pathOur picture of change is still incomplete though because itsclear that in some situations even a reluctant Elephant and a confusedRider will manage to change their behavior For instanceconsider the fact that even a lost angry driver who is hopelesslylate for an appointment will stop dutifully for a red lightThats why to make changes stick weve got to think aboutshaping the Path

First you need to tweak theenvironment to provide a free space for discussion At Alpha therotational teams had a private place to meet and that created afree space where the new identity could grow Do your own reformershave a private place where they can meet and coordinate

Second you should build good habits Recall the idea of actiontriggers-visualizing when and where you are going to dosomething important The interns at Alpha were essentially settingaction triggers They thought about what they would sayand how they would act when 9 pm came and the signoutprocess was triggered They mentally rehearsed how they wouldrespond if an argument flared up with the night resident Havemembers of your team rehearsed how theyll react when theymeet resistance from your organizations old guard

Finally you should rally the herd At Alpha the leaders helpedthe reformers find one another and the reformers began to createa language-as we saw in the examples of the designateddriver and Fataki-that allowed them to talk about their valueswith others As a leader you can help prod them to create this languageto find ways to articulate what is different and better aboutthe change you seek

We started the Path section by discussing the Fundamental AttributionError-the tendency to attribute behavior to peoplescharacter rather than to their environments Look again at theteaching-hospital example At Alpha 42 percent of superiors supportedthe change at Beta 66 percent supported it Almost all ofus would have put our money on Beta Not many of us whenconfronted with that data would have immediately thought Yesbut what about the situational forces

At the two hospitals individual character competed with situationalforces and situational forces won This brings us backfull circle to the food drive study where a jerk with clear instructionswas more charitable than a saint with generic instructionsThe line between saints and jerks wasnt as clear as we mighthave thought Neither was the line between supporters and resistersof hospital reformIf the right Path can turn a jerk into a saint then the rightPath can also turn a change enemy into an ally

ReferenceReference book HOW TO CHANGE THINGS WHEN CH ANGE IS HARD

By CHIP HEATH (a professor at the GraduateSchool of Business at Stanford University) and DAN HEATH(a senior fellow at Duke Universitys Centerfor the Advancement of Social Entrepreneurship(CASE))

• Change Management
• Reference
• Slide 3
• Rider
• Elephant
• Main strategy 1 Direct the Rider 1a Follow the brightspot
• Details of Vietnam example
• Slide 8
• Slide 9
• Main strategy 1 Direct the Rider 1b Script the critical move
• Slide 11
• Slide 12
• Main strategy 1 Direct the Rider 1c POINT TO THE DESTINATION
• Main strategy 2 Motivate the Elephant 2a Find the Feeling
• Slide 15
• Slide 16
• Slide 17
• Slide 18
• Slide 19
• Slide 20
• Slide 21
• Slide 22
• Slide 23
• Main strategy 2 Motivate the Elephant 2b Shrink the Change
• Slide 25
• Slide 26
• Slide 27
• Slide 28
• Slide 29
• Slide 30
• Slide 31
• Slide 32
• Slide 33
• Slide 34
• Slide 35
• Slide 36
• Slide 37
• Slide 38
• Slide 39
• Slide 40
• Main strategy 2 Motivate the Elephant 2c Grow your people(creating sense of identity amp instill growth mindset)
• Slide 42
• Slide 43
• Slide 44
• Slide 45
• Slide 46
• Slide 47
• Slide 48
• Slide 49
• Slide 50
• Slide 51
• Slide 52
• Slide 53
• Slide 54
• Slide 55
• Main strategy 3 Shape the path 3a Tweak the environment
• Fundamental attribution error ndash we hurrily judge someonesomething from Direct attributes but forget about situation that may have created those attributes
• Slide 58
• Slide 59
• 3b Build habit
• Slide 61
• Example or strategy to build habit
• 3b Action trigger
• Slide 64
• 3c Rally the herd
• Slide 66
• By STANDER effect ndash humanbeings take decision after looking what others do
• Slide 68
• Slide 69
• Slide 70
• Summary
• Slide 72
• Slide 73
• Summary Direct the Rider(Head rational thinker)
• Summary Motivate the Elephant(Lazy pleasure loving self)
• Slide 76
• Summary Shaping the path
• Slide 78
• Slide 79
• Slide 80
• Slide 81

Ramsey writes --Being a certified nerd I always used to start with makingthe math work I have learned that the math doesneed to work but sometimes motivation is more importantthan math This is one of those times Faceit if you go on a diet and lose weight the first week youwill stay on that diet If you go on a diet and gain weightor go six weeks with no visible progress you will quitWhen training salespeople I try to get them a sale ortwo quickly because that fires them up When you startthe Debt Snowball and in the first few days pay off acouple oflittle debts trust me it lights your fire I dontcare if you have a masters degree in psychology youneed quick wins to get fired up And getting fired up issuper-important

Most financial advisers recommend that their clients paydown high-interest debt first in order to optimize the impact oftheir money But Ramseys not trying to solve an optimizationproblem hes trying to solve an Elephant problem The reasonpeople get themselves into financial trouble he knows is thatthey lose control They begin to feel powerless in the face of amountain of debt And you cant combat powerlessness withmath You combat it by proving to people that they can win Ifyou pay $ 1 8 5 toward a $20000 debt on a high-interest creditcard youre still going to feel hopeless But if you completely payoff a $ 1 8 5 overdue utility bill you can cross it off yo r list Youvewon a victory over debtRamsey is using the same strategy as the Fly Lady with her5-Minute Room Rescue-if people are facing a daunting taskand their instinct is to avoid it youve got to break down the taskShrink the change Make the change small enough that they canthelp but score a victory Once people clean a single room or payoff a single debt their dread starts to dissipate and their progressbegins to snowballC

One way to shrink change then is to limit the investment youreasking for-only 5 minutes of housecleaning only one smalldebt Another way to shrink change is to think of small winsmilestonesthat are within reach (Our dad Fred Heath whoworked over thirty years for IBM would tell his teams that whenmilestones seemed too distant they should look for inch pebblesNice one Dad)

Kelman a professor of public management at Harvard UniversitysKennedy School of Government got a call from theClinton administration in 1 993 asking him to lead the Officeof Federal Procurement Policy (OFPP) As the head of OFPp hewould be responsible for reforming the governments procurementefforts

Kelman was reluctant to head up OFPp knowing there wasa pretty good chance that despite his best efforts nothing wouldchange but in the end he accepted the job He knew exactly whathe was getting into because three years earlier hed written a bookabout procurement reformThere were lots of problems with procurement Over theyears the government had established many protocols and protectionsto prevent abuses of various kinds There were good intentionsbehind these protections but as they built up layerupon layer they began to cause more harm than the abusestheyd been designed to prevent For instance when makingpurchase decisions procurement officials could not use evidenceof vendors past performance

Kelman knew hed have to make some progress quickly or elsehed be dismissed If an example of successful change couldsomehow be achieved quickly it might be possible to use that toset other changes in motion he wrote later He sought a victorythat would be fast achievable and visible-a small win thatwould work for all of his constituents whether the Defense Departmentor the Health and Human Services Department If hecould get their Elephants moving with an easy mission-the governmentequivalent of the 5-Minute Room Rescue-he thoughthe would be able to keep them moving

One day a conversation with a government employee sparkedan idea The employee told Kelman that when she needed simpleinexpensive items such as a few computer disks the procurementrules made it impossible for her to walk to thecomputer superstore across the str1048958et and buy them She foundthis limitation was infuriatingKelman spotted an opportunity He went to the senior procurementexecutives and issued a challenge I want you to doubleyour agencys use ofgovernment credit cards over the next year (Noticethe precision of the challenge a la the 1 milk campaign By

being specific about the behavioral change Kelman was directinghis constituents Riders) In his vision anytime employees neededsomething small-computer disks or a replacement hard driveor a carton of office paper-they should be able to march acrossthe street armed with their credit cards and purchase what theyneeded on the spot Kelman asked the agencies to make a formalPledge to embrace the idea The agencies were supportive soKelman pushed further Over the next year he organized fourmore pledgesso here they donrsquot need quotation or tender Government may check later whether it complies fair price policy

The second pledge was a biggie Kelman asked the agencies tobreak with the tradition of ignoring past performance He knewthis would be a tough sell so he decided to push for it publiclyonly when he was sure he had at least eight agencies onboard Hehit the phones and his employees and advisers rallied the peoplein their networks Eventually his team had eight agencies signedup but he wasnt finished After we got to nine agencies participationstarted snowballing and soon we could say to the holdoutsAlmost everyone but you is participating (This outcomeforeshadows a point that we make in Chapter 1 0 about behaviorbeing contagious Kelman managed to address all three parts ofthe framework-directing the Rider motivating the Elephantand shaping the Path)

When you engineer early successes what youre really doing isengineering hope Hope is precious to a change effort Its Elephantfuel

Main strategy 2 Motivate the Elephant2c Grow your people(creating sense of

identity amp instill growth mindset)bull Be noted identity may be created it is not always

inherited thing For example creating identity like Iutians are hard working gives a boost to the elephant to do something

bull So this identity to be created in positive way bull Identity may be achieved by birth and or individual

endeavour For example citizen of a country(by birth) is an identity received by birth while lsquoEngineerrsquo identity that is earned through hard study

bull Growth mindset to be instilled by removing limiting belief that things could not be changed by trying The new belief system should be that anything could be learnt and anything is possible

bull Example Brasilatas inventors

The St Lucia Parrot exists only o n the Caribbean island o f StLucia Its gorgeous with a vivid turquoise blue face lime greenwings and a striking red shield on its chest In 1977 only onehundred St Lucia Parrots were left on the island The populationhad been decimated by habitat destruction hunters andpeople who trapped them to use as pets The St Lucia Parrotseemed doomed in the words of one biologist the species couldnot escape oblivion by the year 2000Enter an unlikely savior college student Paul Butler In 1977Butler was finishing his last year of studies at North-East LondonPolytechnic Butlers passion was conservation and hed previouslyspent five weeks completing a field research expedition inSt Lucia where hed studied the parrot and submitted recommendationsfor preserving the species

Pg 149

Weve seen that one way to motivate a switch is to shrink thechange which makes people feel big relative to the challengeBut here were seeing something different Paul Butler didntshrink the change Instead he grew the people He made the StLucians swell with pride over their parrot-a species that existsnowhere else He inspired them to feel more determined moreready more motivated And when you build people up in thisway they dtvelop the strength to act

In essence Butlers goal was to convince St Lucians that theywere the kind of people who protected their own In public eventsButler stressed This parrot is ours Nobody has this but us Weneed to cherish it and look after it He did everything in hispower to make the public more familiar with the bird He hostedSt Lucia Parrot puppet shows distributed T-shirts cajoled a localband to record songs about the bird convinced local hotels toprint up bumper stickers recruited volunteers to dress up in parrotcostumes and visit local schools and asked local ministers tocite relevant Bible verses (for instance verses that instructed believersto be good stewards of the things that were in their trust)

James March a professor of politicalscience at Stanford University March says that when peoplemake choices they tend to rely on one of two basic models ofdecision making the consequences model or the identity modelThe consequences model is familiar to students of economicsIt assumes that when we have a decision to make we weigh thecosts and benefits of our options and make the choice thatmaximizes our satisfaction Its a rational analytical approachThis is the approach that Paul Buder knew would fail withSt Lucians because there simply wasnt a strong costbenefitcase for the parrot

In the identity model of decision making we essentially askourselves three questions when we have a decision to make Whoam l What kind of situation is this What would someone like medo in this situation Notice whats missing any calculation of costsand benefits The identity model explains the way most peoplevote which contradicts our notion of the self-interested voterIt helps to shed light on why an auto mechanic in Oklahomawould vote against a Democrat whod give him health insuranceand why a Silicon Valley millionaire would vote against a Republicanwhod cut her taxes

Generally when we use the word identity were talking aboutan immutable trait of some kind-such as a racial ethic orregional identity But thats a relatively narrow use of the termWere not just born with an identity we adopt identities throughoutour lives We aspire to be good mothers or fathers devoutCatholics or Muslims patriotic citizens and so on

Or consider a professional identity such as being a scientistClearly youre not born a scientist Its an identity you seek outand one that others such as your professors and mentors consciouslycultivate in you As you develop and grow in that identityit becomes an increasingly important part of your self-imageand triggers the kind of decision making that March describes

Its critical to realize that these identity stories arent just specialcase situations confined to scientists or nurses or St LuciansIdentity is going to play a role in nearly every change situationEven yours When you think about the people whose behaviorneeds to change ask yourself whether they would agree with thisstatement I aspire to be the kind of person who would makethis change If their answer is yes thats an enormous factor in your favor If their answer is no then youll have to work hard toshow them that they should aspire to a different self-image Andthats exactly what Paul Butler did in St Lucia He convinced theislands citizens to think This is our bird-if we want to be goodSt Lucians wed better protect it

in a business context consider a firmthat invented an identity that subsequently became the engine ofits success The firm is Brasilata-its a US$ 1 70 million manufacturingfirm in Brazil that produces various kinds of steel cansAs youd imagine the can manufacturing industry is relativelymature-not much growth not much excitement But Brasilatadefies the stereotype of a boring stuck-in-its ways manufacturerIn fact it has one of the best reputations for innovation of anycompany in Latin America

How does a manufacturer of cans become known as an innovatorBrasilatas founders were inspired by the philosophy ofJapanese car manufacturers like Honda and Toyota which empoweredtheir frontline employees to take ownership of theirwork For instance at Toyota any employee who spotted a defectcould stop the assembly line (this would have been unthinkablein Detroit at the time) Toyota and Honda also actively solicited

ideas for innovation from their employees In 1 987 the foundersof Brasilata launched an employee-innovation program modeledon the Japanese forerunnersA new identity was the core of the program Employees ofBrasilata hecame known as inventors and when new employeesjoined the firm they were asked to sign an innovation contractThis wasnt simply feel-good language Top management challengedemployees to be on the lookout for potential innovationsideasfor how to create better products improve productionprocesses and squeeze costs out of the system Procedures developedwithin the factory made it easy for inventors to submit theirideas

The program succeeded beyond any reasonable expectationsIn 2008 employees submitted 1 34846 ideas-an averageof 1452 ideas per inventor This figure puts Brasilata on par withthe Japanese trendsetters that had inspired the programMany of the suggestions led to the development of new productsFor instance in late 2008 Brasilata came up with a new approachfor steel cans designed to carry dangerous or flammableliquids To meet United Nations standards such cans must beable to withstand a drop from 1 2 meters (roughly 4 feet) Traditionallymost manufacturers had reached this standard by thickeningthe metal layers which used up more raw material andrequired new production processes And the reinforced designswerent foolproof-the metal seams were prone to split if a canlanded on an edgeBrasilatas inventors

suggested a new design inspired by carbumpers that collapse on impact Their new steel can deformedslightly on impact reducing stress on the critical seam The newdesign resisted impact better while also reducing the amount ofsteel in the canThe inventors have led Brasilata through emergencies In200 1 a severe energy crisis-the blackout syndrome ndashforced

the government of Brazil to ration energy Businesses received astrict quota of electricity The inventors went to work dreamingup power-saving ideas-hundreds of them Within a few weeksBrasilatas energy consumption was reduced by 35 percent fallingbelow the companys quota and allowing the company to resell itsextra energy

Another unexpected idea was jointly suggested by two employeesEliminate our jobs theyre not necessary anymore The ideawas accepted but the company found a new place for the employeesBrasilata has a no-dismissal policy and also distributes1 5 percent of its net profits to employees Its no surprise thatBrasilata consistently appears on best places to work lists inBrazilLets remember something This inventor identity whichhas fueled business success and employee satisfaction was madeup None of Brasilatas employees were born inventors Theidentity was introduced to them and they liked the sound of itIt seemed to be a mantle worth wearing Being an inventor hasbecome a source of pride and strength

If cultivating an identity sounds daunting take heart A classicstudy in psychology shows that you can start with small steps Inthe 1960s two psychologists from Stanford University JonathanFreedman and Scott Fraser asked a researcher to go door-to-doorin an upscale neighborhood in Palo Alto California

Pg 158

indeed 83 percent of the home ownerspassed on the opportunity ldquo

Two weeks earlier thesame home owners had been approached by a volunteer claimingto represent a different driver-safety organization They wereasked to put a tiny Be a Safe Driver sign-less than half thesize of a postcard-in the window of their car or home The volunteersaid the sign was intended to make citizens more aware ofthe need to drive carefully This seemed such a trivial commitmentthat almost all of the home owners said yes

When the researcherscame back two weeks later and asked the home owners to installthe eyesore billboard 76 percent accepted it

the science of the billboardstudy says something pretty remarkable It shows us that peopleare receptive to developing new identities that identities growfrom small beginnings Once you start seeing yourself as a concernedcitizen youll want to keep acting like one Thats tremendouslygood news for someone leading a change effort It meansfor example that if you can show people why the environment isworth caring about it wont take years for them to think of themselvesas environmentalists It took only a few days for the homeowners to think of themselves as concerned citizens

You need to create the expectationof failure-not the failure of the mission itself but failureen route This notion takes us into a fascinating area of researchthat is likely to change the way you view the world

Main strategy 3 Shape the path3a Tweak the environment

bull TWEAK THE ENVIRONMENT When the situation changes the behavior

bull changes So change the situation [Throwing out the phone system at Rackspace

bull 1-Click ordering simplifying the online time sheet]bull Tweaking the environment is about making the right

behaviors a little bit easier and the wrong behaviors a little bit harder Its that simple

bull ]

Fundamental attribution error ndash we hurrily judge someonesomething from Direct

attributes but forget about situation that may have created those attributes

frequently blind to the power of situations In a famousarticle Stanford psychologist Lee Ross surveyed dozens ofstudies in psychology and noted that people have a systematictendency to ignore the situational forces that shape other peoplesbehavior He called this deep-rooted tendency the FundamentalAttribution Error The error lies in our inclination toattribute peoples behavior to the way they are rather than to thesituation they are in

how a smoother Path can change behavior consider someresearch that studied why college students did (or didnt) donatefood to a canned-food drive for charity The researchers knewsome students would be more charitable and generous thanothers and would be more inclined to donate food Theresearchers wondered Can we alter the situation so that jerks givetoo

Pg 182

Some students received a basicletter announcing the launch of a food drive the following weekand asking them to bring canned food to a booth on TressiderPlaza (a well-known spot on campus) Other students received amore detailed letter which included a map to the precise spot arequest for a can of beans and a suggestion that they think abouta time when theyd ordinarily be near Tressider Plaza so theywouldnt have to go out of their way to get there

Students who received the basic letter were not very generousOnly 8 percent of the saints donated and not a single one ofthe jerks

Students who received the more detailedletter were substantially more charitable 42 percent of thesaints donated and so did 2 5 percent of the jerks

Tweaking the environment is about making the right behaviorsa little bit easier and the wrong behaviors a little bit harder Itsthat simple

3b Build habit

bull When something becomes a habit our rational brain(rider) does not have to exert almost any energy or will power This will power energy is of limited supply and could not work for long stretch of time

bull So if step by step procedure some objective or main task could be turned into a habit it would be easier for human beings to do it

bull BUILD HABITS When behavior is habitual its free-it doesnt tax the Rider

bull Look for ways to encourage habits [Setting action triggers eating two bowls of

bull soup while dieting using checklists

Example or strategy to build habit

bull 21 days repetition method

3b Action trigger

Peter Gollwitzer a psychologist at New York University is thepioneer of work in this area He and colleague Veronika Brandstarterfound that action triggers are quite effective in motivatingaction

By preloading the decisionwe conserve the Riders self-control(it does not have to think about what to do)

In one study they tracked college students who had theoption to earn extra credit in a class by writing a paper about how they spent Christmas Eve But there was a catch To earn the credit they had to submit the paper by December 26 Most studentshad good intentions of writing the paper but only 33 percentof them got around to writing and submitting it Otherstudents in the study were required to set action triggers-tonote in advance exactly when and where they intended to write the report (for example Ill write this report in my dads officeon Christmas morning before everyone gets up) A whopping75 percent of those students wrote the report

3c Rally the herd

bull Social and peer pressure is a very strong force in motivating us to do something

bull So if influential celebrity type people do something the majority follow through Here 8020 rule applies

bull Again if someone could be told that the majority are doing this heshe would like to be the part of the group(here) and comply with Therefore become happy as becoming of a group that fulfills our belonging needs

bull The Elephant constantly looks to the herd for cues about how to behave

bull Other people are getting their work done on time Why wont you

bull RALLY THE HERD Behavior is contagious Help it spread [Fataki in Tanzaniafree spaces in hospitals seeding the tip jar]

By STANDER effect ndash humanbeings take decision after

looking what others doColumbia University students having volunteered for a researchstudy were asked to sit in a room and fill out a surveySome were left alone others were put in rooms with two otherstudents As they filled out their surveys a crisis emergedSmoke began to pour into the room through a wall vent Thesmoke continued to flow in irregular puffs until eventually theroom was filled with haze Of the students sitting in a room bythemselves 75 percent got up and found someone to alert aboutthe smoke But when three students were placed in the roomat the same time only 38 percent of the groups of three ever reportedthe smoke They just sat there inhaling the smoke eachindividuals inaction signaling to the other two people in theroom that this smoke cloud isnt such a big deal

In a similar study individuals or pairs who were completinga survey heard what sounded like a woman falling down loudlyon the other side of a room divider Of the lone bystanders 70percent went to help her but only 40 percent of the pairs helpedEven when the pairs helped they acted more slowly than the individuals

Why do groups fail to respond as well as individualsIn ambiguous situations-smoke pouring into a room theapparent sound of a fall-people look to others for cues abouthow to interpret the event If you see a man suddenly collapse atthe mall your brain races through possible interpretations Its aheart attack Or wait maybe he tripped and fell down Or whatif hes playing a gag on someone Youre reluctant to rush overimmediately because if he simply tripped your alarm-bell behaviorwill leave you both embarrassedIf youre the only person around to react youll probably makeyour best guess-heart attack-and rush over But if theres acrowd youve got two stimuli to process the collapse itself andthe crowds reaction to the collapse You might pause briefly tostudy the crowd Are other people acting like hes had a heart attackYou stand there idling ready to spring into action at thefirst sign of crisis But as you wait other people are looking backat you and when they see you idling your behavior becomes datafor their theory that its not an emergency And thats why threepeople can sit in a room filling with smoke and not make a peep

a group of socialpsychologists persuaded a hotel manager to test out a newsign in the hotel bathrooms The sign didnt mention the environmentat alIi it simply said that the the majority of guests atthe hotel reuse their towels at least once during their stay Itworked-guests who got this sign were 26 percent more likely toreuse their towels They took cues from the herdNote the downside though If the sign had said About 8of our guests decide to reuse their towels new guests would havebeen less likely to reuse theirs

SummaryHOW TO MAKE A SWITCHFor things to change somebody somewhere has to start actingdifferently Maybe its you maybe its your teamPicture that person (or people)Each has an emotional Elephant side and a rational Rider sideYouve got to reach both And youve also got to clear the wayfor them to succeed In short you must do three things

DIRECT the RiderFOLLOW THE BRIGHT SPOTS Investigate whats working and clone it [Jerrysternin in Vietnam solutions-focused therapy]SCRIPT THE CRITICAL MOVES Dont think big picture think in terms of specificbehaviors [1 milk four rules at the Brazilian railroad]POINT TO THE DESTINATION Change is easier when you know where youregoing and why its worth it [You ll be third graders soon No dry holes at BP]

MOTIVATE the ElephantFIND THE FEELING Knowing something isn t enough to cause change Makepeople feel something [Piling gloves on the table the chemotherapy video gameRobyn Waterss demos at Target]SHRINK THE CHANGE Break down the change until it no longer spooks the Elephant[The 5-Minute Room Rescue procurement reform]GROW YOUR PEOPLE Cultivate a sense of identity and instill the growth mindset[Brasilatas inventors junior-high math kids turnaround]

SHAPE the PathTWEAK THE ENVIRONMENT When the situation changes the behaviorchanges So change the situation [Throwing out the phone system at Rackspace1-Click ordering simplifying the online time sheet]BUILD HABITS When behavior is habitual its free-it doesnt tax the RiderLook for ways to encourage habits [Setting action triggers eating two bowls ofsoup while dieting using checklists]RALLY THE HERD Behavior is contagious Help it spread [Fataki in Tanzaniafree spaces in hospitals seeding the tip jar]

Summary Direct the Rider(Head rational thinker)

Heres the good news The Riders strengths are substantialand his flaws can be mitigated When you appeal to the Rider insideyourself or inside others you are trying to influence yourgame plan should be simpleFirst follow the bright spots Think of the Vietnamese childrenwho stayed well nourished against the odds or the Genentechsales reps who racked up sales against the odds AB you analyzeyour situation youre sure to find some things that are workingbetter than others Dont obsess about the failures Instead investigateand clone the successesNext give direction to the Rider-both a start and a finishSend him a destination postcard (Youll be a third grader soon)and script his critical moves (Buy 1 milk) When you do these things youll prepare the Rider to lead aswitch And youll arm him for the ongoing struggles with hisreluctant and formidable partner the Elephant

Summary Motivate the Elephant(Lazy pleasure loving self)

In times of change we need to remind ourselves and others againand again of certain basic truths Our brains and our abilities arelike muscles They can be strengthened with practice Were notborn skateboarders or scientists or nurses we must learn how toskateboard do science or care for sick people And our inspirationto change ourselves comes from our desire to live up to thoseidentitiesIn the story of Molly Howard we see that amazing things canhappen when you combine the aspiration of a new identity withthe persistence of the growth mindset Thats how you grow yourpeople

Over the past few chapters weve seen that the centralchallenge of change is keeping the Elephant moving forwardWhereas the Rider needs direction the Elephant needs motivationAnd weve seen that motivation comes from feelingknowledgeisnt enough to motivate change But motivation alsocomes from confidence The Elephant has to believe that its capableof conquering the change And there are two routes tobuilding peoples confidence so that they feel big relative totheir challenge You can shrink the change or grow your people(or preferably both)

Summary Shaping the pathOur picture of change is still incomplete though because itsclear that in some situations even a reluctant Elephant and a confusedRider will manage to change their behavior For instanceconsider the fact that even a lost angry driver who is hopelesslylate for an appointment will stop dutifully for a red lightThats why to make changes stick weve got to think aboutshaping the Path

First you need to tweak theenvironment to provide a free space for discussion At Alpha therotational teams had a private place to meet and that created afree space where the new identity could grow Do your own reformershave a private place where they can meet and coordinate

Second you should build good habits Recall the idea of actiontriggers-visualizing when and where you are going to dosomething important The interns at Alpha were essentially settingaction triggers They thought about what they would sayand how they would act when 9 pm came and the signoutprocess was triggered They mentally rehearsed how they wouldrespond if an argument flared up with the night resident Havemembers of your team rehearsed how theyll react when theymeet resistance from your organizations old guard

Finally you should rally the herd At Alpha the leaders helpedthe reformers find one another and the reformers began to createa language-as we saw in the examples of the designateddriver and Fataki-that allowed them to talk about their valueswith others As a leader you can help prod them to create this languageto find ways to articulate what is different and better aboutthe change you seek

We started the Path section by discussing the Fundamental AttributionError-the tendency to attribute behavior to peoplescharacter rather than to their environments Look again at theteaching-hospital example At Alpha 42 percent of superiors supportedthe change at Beta 66 percent supported it Almost all ofus would have put our money on Beta Not many of us whenconfronted with that data would have immediately thought Yesbut what about the situational forces

At the two hospitals individual character competed with situationalforces and situational forces won This brings us backfull circle to the food drive study where a jerk with clear instructionswas more charitable than a saint with generic instructionsThe line between saints and jerks wasnt as clear as we mighthave thought Neither was the line between supporters and resistersof hospital reformIf the right Path can turn a jerk into a saint then the rightPath can also turn a change enemy into an ally

ReferenceReference book HOW TO CHANGE THINGS WHEN CH ANGE IS HARD

By CHIP HEATH (a professor at the GraduateSchool of Business at Stanford University) and DAN HEATH(a senior fellow at Duke Universitys Centerfor the Advancement of Social Entrepreneurship(CASE))

• Change Management
• Reference
• Slide 3
• Rider
• Elephant
• Main strategy 1 Direct the Rider 1a Follow the brightspot
• Details of Vietnam example
• Slide 8
• Slide 9
• Main strategy 1 Direct the Rider 1b Script the critical move
• Slide 11
• Slide 12
• Main strategy 1 Direct the Rider 1c POINT TO THE DESTINATION
• Main strategy 2 Motivate the Elephant 2a Find the Feeling
• Slide 15
• Slide 16
• Slide 17
• Slide 18
• Slide 19
• Slide 20
• Slide 21
• Slide 22
• Slide 23
• Main strategy 2 Motivate the Elephant 2b Shrink the Change
• Slide 25
• Slide 26
• Slide 27
• Slide 28
• Slide 29
• Slide 30
• Slide 31
• Slide 32
• Slide 33
• Slide 34
• Slide 35
• Slide 36
• Slide 37
• Slide 38
• Slide 39
• Slide 40
• Main strategy 2 Motivate the Elephant 2c Grow your people(creating sense of identity amp instill growth mindset)
• Slide 42
• Slide 43
• Slide 44
• Slide 45
• Slide 46
• Slide 47
• Slide 48
• Slide 49
• Slide 50
• Slide 51
• Slide 52
• Slide 53
• Slide 54
• Slide 55
• Main strategy 3 Shape the path 3a Tweak the environment
• Fundamental attribution error ndash we hurrily judge someonesomething from Direct attributes but forget about situation that may have created those attributes
• Slide 58
• Slide 59
• 3b Build habit
• Slide 61
• Example or strategy to build habit
• 3b Action trigger
• Slide 64
• 3c Rally the herd
• Slide 66
• By STANDER effect ndash humanbeings take decision after looking what others do
• Slide 68
• Slide 69
• Slide 70
• Summary
• Slide 72
• Slide 73
• Summary Direct the Rider(Head rational thinker)
• Summary Motivate the Elephant(Lazy pleasure loving self)
• Slide 76
• Summary Shaping the path
• Slide 78
• Slide 79
• Slide 80
• Slide 81

Most financial advisers recommend that their clients paydown high-interest debt first in order to optimize the impact oftheir money But Ramseys not trying to solve an optimizationproblem hes trying to solve an Elephant problem The reasonpeople get themselves into financial trouble he knows is thatthey lose control They begin to feel powerless in the face of amountain of debt And you cant combat powerlessness withmath You combat it by proving to people that they can win Ifyou pay $ 1 8 5 toward a $20000 debt on a high-interest creditcard youre still going to feel hopeless But if you completely payoff a $ 1 8 5 overdue utility bill you can cross it off yo r list Youvewon a victory over debtRamsey is using the same strategy as the Fly Lady with her5-Minute Room Rescue-if people are facing a daunting taskand their instinct is to avoid it youve got to break down the taskShrink the change Make the change small enough that they canthelp but score a victory Once people clean a single room or payoff a single debt their dread starts to dissipate and their progressbegins to snowballC

One way to shrink change then is to limit the investment youreasking for-only 5 minutes of housecleaning only one smalldebt Another way to shrink change is to think of small winsmilestonesthat are within reach (Our dad Fred Heath whoworked over thirty years for IBM would tell his teams that whenmilestones seemed too distant they should look for inch pebblesNice one Dad)

Kelman a professor of public management at Harvard UniversitysKennedy School of Government got a call from theClinton administration in 1 993 asking him to lead the Officeof Federal Procurement Policy (OFPP) As the head of OFPp hewould be responsible for reforming the governments procurementefforts

Kelman was reluctant to head up OFPp knowing there wasa pretty good chance that despite his best efforts nothing wouldchange but in the end he accepted the job He knew exactly whathe was getting into because three years earlier hed written a bookabout procurement reformThere were lots of problems with procurement Over theyears the government had established many protocols and protectionsto prevent abuses of various kinds There were good intentionsbehind these protections but as they built up layerupon layer they began to cause more harm than the abusestheyd been designed to prevent For instance when makingpurchase decisions procurement officials could not use evidenceof vendors past performance

Kelman knew hed have to make some progress quickly or elsehed be dismissed If an example of successful change couldsomehow be achieved quickly it might be possible to use that toset other changes in motion he wrote later He sought a victorythat would be fast achievable and visible-a small win thatwould work for all of his constituents whether the Defense Departmentor the Health and Human Services Department If hecould get their Elephants moving with an easy mission-the governmentequivalent of the 5-Minute Room Rescue-he thoughthe would be able to keep them moving

One day a conversation with a government employee sparkedan idea The employee told Kelman that when she needed simpleinexpensive items such as a few computer disks the procurementrules made it impossible for her to walk to thecomputer superstore across the str1048958et and buy them She foundthis limitation was infuriatingKelman spotted an opportunity He went to the senior procurementexecutives and issued a challenge I want you to doubleyour agencys use ofgovernment credit cards over the next year (Noticethe precision of the challenge a la the 1 milk campaign By

being specific about the behavioral change Kelman was directinghis constituents Riders) In his vision anytime employees neededsomething small-computer disks or a replacement hard driveor a carton of office paper-they should be able to march acrossthe street armed with their credit cards and purchase what theyneeded on the spot Kelman asked the agencies to make a formalPledge to embrace the idea The agencies were supportive soKelman pushed further Over the next year he organized fourmore pledgesso here they donrsquot need quotation or tender Government may check later whether it complies fair price policy

The second pledge was a biggie Kelman asked the agencies tobreak with the tradition of ignoring past performance He knewthis would be a tough sell so he decided to push for it publiclyonly when he was sure he had at least eight agencies onboard Hehit the phones and his employees and advisers rallied the peoplein their networks Eventually his team had eight agencies signedup but he wasnt finished After we got to nine agencies participationstarted snowballing and soon we could say to the holdoutsAlmost everyone but you is participating (This outcomeforeshadows a point that we make in Chapter 1 0 about behaviorbeing contagious Kelman managed to address all three parts ofthe framework-directing the Rider motivating the Elephantand shaping the Path)

When you engineer early successes what youre really doing isengineering hope Hope is precious to a change effort Its Elephantfuel

Main strategy 2 Motivate the Elephant2c Grow your people(creating sense of

identity amp instill growth mindset)bull Be noted identity may be created it is not always

inherited thing For example creating identity like Iutians are hard working gives a boost to the elephant to do something

bull So this identity to be created in positive way bull Identity may be achieved by birth and or individual

endeavour For example citizen of a country(by birth) is an identity received by birth while lsquoEngineerrsquo identity that is earned through hard study

bull Growth mindset to be instilled by removing limiting belief that things could not be changed by trying The new belief system should be that anything could be learnt and anything is possible

bull Example Brasilatas inventors

The St Lucia Parrot exists only o n the Caribbean island o f StLucia Its gorgeous with a vivid turquoise blue face lime greenwings and a striking red shield on its chest In 1977 only onehundred St Lucia Parrots were left on the island The populationhad been decimated by habitat destruction hunters andpeople who trapped them to use as pets The St Lucia Parrotseemed doomed in the words of one biologist the species couldnot escape oblivion by the year 2000Enter an unlikely savior college student Paul Butler In 1977Butler was finishing his last year of studies at North-East LondonPolytechnic Butlers passion was conservation and hed previouslyspent five weeks completing a field research expedition inSt Lucia where hed studied the parrot and submitted recommendationsfor preserving the species

Pg 149

Weve seen that one way to motivate a switch is to shrink thechange which makes people feel big relative to the challengeBut here were seeing something different Paul Butler didntshrink the change Instead he grew the people He made the StLucians swell with pride over their parrot-a species that existsnowhere else He inspired them to feel more determined moreready more motivated And when you build people up in thisway they dtvelop the strength to act

In essence Butlers goal was to convince St Lucians that theywere the kind of people who protected their own In public eventsButler stressed This parrot is ours Nobody has this but us Weneed to cherish it and look after it He did everything in hispower to make the public more familiar with the bird He hostedSt Lucia Parrot puppet shows distributed T-shirts cajoled a localband to record songs about the bird convinced local hotels toprint up bumper stickers recruited volunteers to dress up in parrotcostumes and visit local schools and asked local ministers tocite relevant Bible verses (for instance verses that instructed believersto be good stewards of the things that were in their trust)

James March a professor of politicalscience at Stanford University March says that when peoplemake choices they tend to rely on one of two basic models ofdecision making the consequences model or the identity modelThe consequences model is familiar to students of economicsIt assumes that when we have a decision to make we weigh thecosts and benefits of our options and make the choice thatmaximizes our satisfaction Its a rational analytical approachThis is the approach that Paul Buder knew would fail withSt Lucians because there simply wasnt a strong costbenefitcase for the parrot

In the identity model of decision making we essentially askourselves three questions when we have a decision to make Whoam l What kind of situation is this What would someone like medo in this situation Notice whats missing any calculation of costsand benefits The identity model explains the way most peoplevote which contradicts our notion of the self-interested voterIt helps to shed light on why an auto mechanic in Oklahomawould vote against a Democrat whod give him health insuranceand why a Silicon Valley millionaire would vote against a Republicanwhod cut her taxes

Generally when we use the word identity were talking aboutan immutable trait of some kind-such as a racial ethic orregional identity But thats a relatively narrow use of the termWere not just born with an identity we adopt identities throughoutour lives We aspire to be good mothers or fathers devoutCatholics or Muslims patriotic citizens and so on

Or consider a professional identity such as being a scientistClearly youre not born a scientist Its an identity you seek outand one that others such as your professors and mentors consciouslycultivate in you As you develop and grow in that identityit becomes an increasingly important part of your self-imageand triggers the kind of decision making that March describes

Its critical to realize that these identity stories arent just specialcase situations confined to scientists or nurses or St LuciansIdentity is going to play a role in nearly every change situationEven yours When you think about the people whose behaviorneeds to change ask yourself whether they would agree with thisstatement I aspire to be the kind of person who would makethis change If their answer is yes thats an enormous factor in your favor If their answer is no then youll have to work hard toshow them that they should aspire to a different self-image Andthats exactly what Paul Butler did in St Lucia He convinced theislands citizens to think This is our bird-if we want to be goodSt Lucians wed better protect it

in a business context consider a firmthat invented an identity that subsequently became the engine ofits success The firm is Brasilata-its a US$ 1 70 million manufacturingfirm in Brazil that produces various kinds of steel cansAs youd imagine the can manufacturing industry is relativelymature-not much growth not much excitement But Brasilatadefies the stereotype of a boring stuck-in-its ways manufacturerIn fact it has one of the best reputations for innovation of anycompany in Latin America

How does a manufacturer of cans become known as an innovatorBrasilatas founders were inspired by the philosophy ofJapanese car manufacturers like Honda and Toyota which empoweredtheir frontline employees to take ownership of theirwork For instance at Toyota any employee who spotted a defectcould stop the assembly line (this would have been unthinkablein Detroit at the time) Toyota and Honda also actively solicited

ideas for innovation from their employees In 1 987 the foundersof Brasilata launched an employee-innovation program modeledon the Japanese forerunnersA new identity was the core of the program Employees ofBrasilata hecame known as inventors and when new employeesjoined the firm they were asked to sign an innovation contractThis wasnt simply feel-good language Top management challengedemployees to be on the lookout for potential innovationsideasfor how to create better products improve productionprocesses and squeeze costs out of the system Procedures developedwithin the factory made it easy for inventors to submit theirideas

The program succeeded beyond any reasonable expectationsIn 2008 employees submitted 1 34846 ideas-an averageof 1452 ideas per inventor This figure puts Brasilata on par withthe Japanese trendsetters that had inspired the programMany of the suggestions led to the development of new productsFor instance in late 2008 Brasilata came up with a new approachfor steel cans designed to carry dangerous or flammableliquids To meet United Nations standards such cans must beable to withstand a drop from 1 2 meters (roughly 4 feet) Traditionallymost manufacturers had reached this standard by thickeningthe metal layers which used up more raw material andrequired new production processes And the reinforced designswerent foolproof-the metal seams were prone to split if a canlanded on an edgeBrasilatas inventors

suggested a new design inspired by carbumpers that collapse on impact Their new steel can deformedslightly on impact reducing stress on the critical seam The newdesign resisted impact better while also reducing the amount ofsteel in the canThe inventors have led Brasilata through emergencies In200 1 a severe energy crisis-the blackout syndrome ndashforced

the government of Brazil to ration energy Businesses received astrict quota of electricity The inventors went to work dreamingup power-saving ideas-hundreds of them Within a few weeksBrasilatas energy consumption was reduced by 35 percent fallingbelow the companys quota and allowing the company to resell itsextra energy

Another unexpected idea was jointly suggested by two employeesEliminate our jobs theyre not necessary anymore The ideawas accepted but the company found a new place for the employeesBrasilata has a no-dismissal policy and also distributes1 5 percent of its net profits to employees Its no surprise thatBrasilata consistently appears on best places to work lists inBrazilLets remember something This inventor identity whichhas fueled business success and employee satisfaction was madeup None of Brasilatas employees were born inventors Theidentity was introduced to them and they liked the sound of itIt seemed to be a mantle worth wearing Being an inventor hasbecome a source of pride and strength

If cultivating an identity sounds daunting take heart A classicstudy in psychology shows that you can start with small steps Inthe 1960s two psychologists from Stanford University JonathanFreedman and Scott Fraser asked a researcher to go door-to-doorin an upscale neighborhood in Palo Alto California

Pg 158

indeed 83 percent of the home ownerspassed on the opportunity ldquo

Two weeks earlier thesame home owners had been approached by a volunteer claimingto represent a different driver-safety organization They wereasked to put a tiny Be a Safe Driver sign-less than half thesize of a postcard-in the window of their car or home The volunteersaid the sign was intended to make citizens more aware ofthe need to drive carefully This seemed such a trivial commitmentthat almost all of the home owners said yes

When the researcherscame back two weeks later and asked the home owners to installthe eyesore billboard 76 percent accepted it

the science of the billboardstudy says something pretty remarkable It shows us that peopleare receptive to developing new identities that identities growfrom small beginnings Once you start seeing yourself as a concernedcitizen youll want to keep acting like one Thats tremendouslygood news for someone leading a change effort It meansfor example that if you can show people why the environment isworth caring about it wont take years for them to think of themselvesas environmentalists It took only a few days for the homeowners to think of themselves as concerned citizens

You need to create the expectationof failure-not the failure of the mission itself but failureen route This notion takes us into a fascinating area of researchthat is likely to change the way you view the world

Main strategy 3 Shape the path3a Tweak the environment

bull TWEAK THE ENVIRONMENT When the situation changes the behavior

bull changes So change the situation [Throwing out the phone system at Rackspace

bull 1-Click ordering simplifying the online time sheet]bull Tweaking the environment is about making the right

behaviors a little bit easier and the wrong behaviors a little bit harder Its that simple

bull ]

Fundamental attribution error ndash we hurrily judge someonesomething from Direct

attributes but forget about situation that may have created those attributes

frequently blind to the power of situations In a famousarticle Stanford psychologist Lee Ross surveyed dozens ofstudies in psychology and noted that people have a systematictendency to ignore the situational forces that shape other peoplesbehavior He called this deep-rooted tendency the FundamentalAttribution Error The error lies in our inclination toattribute peoples behavior to the way they are rather than to thesituation they are in

how a smoother Path can change behavior consider someresearch that studied why college students did (or didnt) donatefood to a canned-food drive for charity The researchers knewsome students would be more charitable and generous thanothers and would be more inclined to donate food Theresearchers wondered Can we alter the situation so that jerks givetoo

Pg 182

Some students received a basicletter announcing the launch of a food drive the following weekand asking them to bring canned food to a booth on TressiderPlaza (a well-known spot on campus) Other students received amore detailed letter which included a map to the precise spot arequest for a can of beans and a suggestion that they think abouta time when theyd ordinarily be near Tressider Plaza so theywouldnt have to go out of their way to get there

Students who received the basic letter were not very generousOnly 8 percent of the saints donated and not a single one ofthe jerks

Students who received the more detailedletter were substantially more charitable 42 percent of thesaints donated and so did 2 5 percent of the jerks

Tweaking the environment is about making the right behaviorsa little bit easier and the wrong behaviors a little bit harder Itsthat simple

3b Build habit

bull When something becomes a habit our rational brain(rider) does not have to exert almost any energy or will power This will power energy is of limited supply and could not work for long stretch of time

bull So if step by step procedure some objective or main task could be turned into a habit it would be easier for human beings to do it

bull BUILD HABITS When behavior is habitual its free-it doesnt tax the Rider

bull Look for ways to encourage habits [Setting action triggers eating two bowls of

bull soup while dieting using checklists

Example or strategy to build habit

bull 21 days repetition method

3b Action trigger

Peter Gollwitzer a psychologist at New York University is thepioneer of work in this area He and colleague Veronika Brandstarterfound that action triggers are quite effective in motivatingaction

By preloading the decisionwe conserve the Riders self-control(it does not have to think about what to do)

In one study they tracked college students who had theoption to earn extra credit in a class by writing a paper about how they spent Christmas Eve But there was a catch To earn the credit they had to submit the paper by December 26 Most studentshad good intentions of writing the paper but only 33 percentof them got around to writing and submitting it Otherstudents in the study were required to set action triggers-tonote in advance exactly when and where they intended to write the report (for example Ill write this report in my dads officeon Christmas morning before everyone gets up) A whopping75 percent of those students wrote the report

3c Rally the herd

bull Social and peer pressure is a very strong force in motivating us to do something

bull So if influential celebrity type people do something the majority follow through Here 8020 rule applies

bull Again if someone could be told that the majority are doing this heshe would like to be the part of the group(here) and comply with Therefore become happy as becoming of a group that fulfills our belonging needs

bull The Elephant constantly looks to the herd for cues about how to behave

bull Other people are getting their work done on time Why wont you

bull RALLY THE HERD Behavior is contagious Help it spread [Fataki in Tanzaniafree spaces in hospitals seeding the tip jar]

By STANDER effect ndash humanbeings take decision after

looking what others doColumbia University students having volunteered for a researchstudy were asked to sit in a room and fill out a surveySome were left alone others were put in rooms with two otherstudents As they filled out their surveys a crisis emergedSmoke began to pour into the room through a wall vent Thesmoke continued to flow in irregular puffs until eventually theroom was filled with haze Of the students sitting in a room bythemselves 75 percent got up and found someone to alert aboutthe smoke But when three students were placed in the roomat the same time only 38 percent of the groups of three ever reportedthe smoke They just sat there inhaling the smoke eachindividuals inaction signaling to the other two people in theroom that this smoke cloud isnt such a big deal

In a similar study individuals or pairs who were completinga survey heard what sounded like a woman falling down loudlyon the other side of a room divider Of the lone bystanders 70percent went to help her but only 40 percent of the pairs helpedEven when the pairs helped they acted more slowly than the individuals

Why do groups fail to respond as well as individualsIn ambiguous situations-smoke pouring into a room theapparent sound of a fall-people look to others for cues abouthow to interpret the event If you see a man suddenly collapse atthe mall your brain races through possible interpretations Its aheart attack Or wait maybe he tripped and fell down Or whatif hes playing a gag on someone Youre reluctant to rush overimmediately because if he simply tripped your alarm-bell behaviorwill leave you both embarrassedIf youre the only person around to react youll probably makeyour best guess-heart attack-and rush over But if theres acrowd youve got two stimuli to process the collapse itself andthe crowds reaction to the collapse You might pause briefly tostudy the crowd Are other people acting like hes had a heart attackYou stand there idling ready to spring into action at thefirst sign of crisis But as you wait other people are looking backat you and when they see you idling your behavior becomes datafor their theory that its not an emergency And thats why threepeople can sit in a room filling with smoke and not make a peep

a group of socialpsychologists persuaded a hotel manager to test out a newsign in the hotel bathrooms The sign didnt mention the environmentat alIi it simply said that the the majority of guests atthe hotel reuse their towels at least once during their stay Itworked-guests who got this sign were 26 percent more likely toreuse their towels They took cues from the herdNote the downside though If the sign had said About 8of our guests decide to reuse their towels new guests would havebeen less likely to reuse theirs

SummaryHOW TO MAKE A SWITCHFor things to change somebody somewhere has to start actingdifferently Maybe its you maybe its your teamPicture that person (or people)Each has an emotional Elephant side and a rational Rider sideYouve got to reach both And youve also got to clear the wayfor them to succeed In short you must do three things

DIRECT the RiderFOLLOW THE BRIGHT SPOTS Investigate whats working and clone it [Jerrysternin in Vietnam solutions-focused therapy]SCRIPT THE CRITICAL MOVES Dont think big picture think in terms of specificbehaviors [1 milk four rules at the Brazilian railroad]POINT TO THE DESTINATION Change is easier when you know where youregoing and why its worth it [You ll be third graders soon No dry holes at BP]

MOTIVATE the ElephantFIND THE FEELING Knowing something isn t enough to cause change Makepeople feel something [Piling gloves on the table the chemotherapy video gameRobyn Waterss demos at Target]SHRINK THE CHANGE Break down the change until it no longer spooks the Elephant[The 5-Minute Room Rescue procurement reform]GROW YOUR PEOPLE Cultivate a sense of identity and instill the growth mindset[Brasilatas inventors junior-high math kids turnaround]

SHAPE the PathTWEAK THE ENVIRONMENT When the situation changes the behaviorchanges So change the situation [Throwing out the phone system at Rackspace1-Click ordering simplifying the online time sheet]BUILD HABITS When behavior is habitual its free-it doesnt tax the RiderLook for ways to encourage habits [Setting action triggers eating two bowls ofsoup while dieting using checklists]RALLY THE HERD Behavior is contagious Help it spread [Fataki in Tanzaniafree spaces in hospitals seeding the tip jar]

Summary Direct the Rider(Head rational thinker)

Heres the good news The Riders strengths are substantialand his flaws can be mitigated When you appeal to the Rider insideyourself or inside others you are trying to influence yourgame plan should be simpleFirst follow the bright spots Think of the Vietnamese childrenwho stayed well nourished against the odds or the Genentechsales reps who racked up sales against the odds AB you analyzeyour situation youre sure to find some things that are workingbetter than others Dont obsess about the failures Instead investigateand clone the successesNext give direction to the Rider-both a start and a finishSend him a destination postcard (Youll be a third grader soon)and script his critical moves (Buy 1 milk) When you do these things youll prepare the Rider to lead aswitch And youll arm him for the ongoing struggles with hisreluctant and formidable partner the Elephant

Summary Motivate the Elephant(Lazy pleasure loving self)

In times of change we need to remind ourselves and others againand again of certain basic truths Our brains and our abilities arelike muscles They can be strengthened with practice Were notborn skateboarders or scientists or nurses we must learn how toskateboard do science or care for sick people And our inspirationto change ourselves comes from our desire to live up to thoseidentitiesIn the story of Molly Howard we see that amazing things canhappen when you combine the aspiration of a new identity withthe persistence of the growth mindset Thats how you grow yourpeople

Over the past few chapters weve seen that the centralchallenge of change is keeping the Elephant moving forwardWhereas the Rider needs direction the Elephant needs motivationAnd weve seen that motivation comes from feelingknowledgeisnt enough to motivate change But motivation alsocomes from confidence The Elephant has to believe that its capableof conquering the change And there are two routes tobuilding peoples confidence so that they feel big relative totheir challenge You can shrink the change or grow your people(or preferably both)

Summary Shaping the pathOur picture of change is still incomplete though because itsclear that in some situations even a reluctant Elephant and a confusedRider will manage to change their behavior For instanceconsider the fact that even a lost angry driver who is hopelesslylate for an appointment will stop dutifully for a red lightThats why to make changes stick weve got to think aboutshaping the Path

First you need to tweak theenvironment to provide a free space for discussion At Alpha therotational teams had a private place to meet and that created afree space where the new identity could grow Do your own reformershave a private place where they can meet and coordinate

Second you should build good habits Recall the idea of actiontriggers-visualizing when and where you are going to dosomething important The interns at Alpha were essentially settingaction triggers They thought about what they would sayand how they would act when 9 pm came and the signoutprocess was triggered They mentally rehearsed how they wouldrespond if an argument flared up with the night resident Havemembers of your team rehearsed how theyll react when theymeet resistance from your organizations old guard

Finally you should rally the herd At Alpha the leaders helpedthe reformers find one another and the reformers began to createa language-as we saw in the examples of the designateddriver and Fataki-that allowed them to talk about their valueswith others As a leader you can help prod them to create this languageto find ways to articulate what is different and better aboutthe change you seek

We started the Path section by discussing the Fundamental AttributionError-the tendency to attribute behavior to peoplescharacter rather than to their environments Look again at theteaching-hospital example At Alpha 42 percent of superiors supportedthe change at Beta 66 percent supported it Almost all ofus would have put our money on Beta Not many of us whenconfronted with that data would have immediately thought Yesbut what about the situational forces

At the two hospitals individual character competed with situationalforces and situational forces won This brings us backfull circle to the food drive study where a jerk with clear instructionswas more charitable than a saint with generic instructionsThe line between saints and jerks wasnt as clear as we mighthave thought Neither was the line between supporters and resistersof hospital reformIf the right Path can turn a jerk into a saint then the rightPath can also turn a change enemy into an ally

ReferenceReference book HOW TO CHANGE THINGS WHEN CH ANGE IS HARD

By CHIP HEATH (a professor at the GraduateSchool of Business at Stanford University) and DAN HEATH(a senior fellow at Duke Universitys Centerfor the Advancement of Social Entrepreneurship(CASE))

• Change Management
• Reference
• Slide 3
• Rider
• Elephant
• Main strategy 1 Direct the Rider 1a Follow the brightspot
• Details of Vietnam example
• Slide 8
• Slide 9
• Main strategy 1 Direct the Rider 1b Script the critical move
• Slide 11
• Slide 12
• Main strategy 1 Direct the Rider 1c POINT TO THE DESTINATION
• Main strategy 2 Motivate the Elephant 2a Find the Feeling
• Slide 15
• Slide 16
• Slide 17
• Slide 18
• Slide 19
• Slide 20
• Slide 21
• Slide 22
• Slide 23
• Main strategy 2 Motivate the Elephant 2b Shrink the Change
• Slide 25
• Slide 26
• Slide 27
• Slide 28
• Slide 29
• Slide 30
• Slide 31
• Slide 32
• Slide 33
• Slide 34
• Slide 35
• Slide 36
• Slide 37
• Slide 38
• Slide 39
• Slide 40
• Main strategy 2 Motivate the Elephant 2c Grow your people(creating sense of identity amp instill growth mindset)
• Slide 42
• Slide 43
• Slide 44
• Slide 45
• Slide 46
• Slide 47
• Slide 48
• Slide 49
• Slide 50
• Slide 51
• Slide 52
• Slide 53
• Slide 54
• Slide 55
• Main strategy 3 Shape the path 3a Tweak the environment
• Fundamental attribution error ndash we hurrily judge someonesomething from Direct attributes but forget about situation that may have created those attributes
• Slide 58
• Slide 59
• 3b Build habit
• Slide 61
• Example or strategy to build habit
• 3b Action trigger
• Slide 64
• 3c Rally the herd
• Slide 66
• By STANDER effect ndash humanbeings take decision after looking what others do
• Slide 68
• Slide 69
• Slide 70
• Summary
• Slide 72
• Slide 73
• Summary Direct the Rider(Head rational thinker)
• Summary Motivate the Elephant(Lazy pleasure loving self)
• Slide 76
• Summary Shaping the path
• Slide 78
• Slide 79
• Slide 80
• Slide 81

One way to shrink change then is to limit the investment youreasking for-only 5 minutes of housecleaning only one smalldebt Another way to shrink change is to think of small winsmilestonesthat are within reach (Our dad Fred Heath whoworked over thirty years for IBM would tell his teams that whenmilestones seemed too distant they should look for inch pebblesNice one Dad)

Kelman a professor of public management at Harvard UniversitysKennedy School of Government got a call from theClinton administration in 1 993 asking him to lead the Officeof Federal Procurement Policy (OFPP) As the head of OFPp hewould be responsible for reforming the governments procurementefforts

Kelman was reluctant to head up OFPp knowing there wasa pretty good chance that despite his best efforts nothing wouldchange but in the end he accepted the job He knew exactly whathe was getting into because three years earlier hed written a bookabout procurement reformThere were lots of problems with procurement Over theyears the government had established many protocols and protectionsto prevent abuses of various kinds There were good intentionsbehind these protections but as they built up layerupon layer they began to cause more harm than the abusestheyd been designed to prevent For instance when makingpurchase decisions procurement officials could not use evidenceof vendors past performance

Kelman knew hed have to make some progress quickly or elsehed be dismissed If an example of successful change couldsomehow be achieved quickly it might be possible to use that toset other changes in motion he wrote later He sought a victorythat would be fast achievable and visible-a small win thatwould work for all of his constituents whether the Defense Departmentor the Health and Human Services Department If hecould get their Elephants moving with an easy mission-the governmentequivalent of the 5-Minute Room Rescue-he thoughthe would be able to keep them moving

One day a conversation with a government employee sparkedan idea The employee told Kelman that when she needed simpleinexpensive items such as a few computer disks the procurementrules made it impossible for her to walk to thecomputer superstore across the str1048958et and buy them She foundthis limitation was infuriatingKelman spotted an opportunity He went to the senior procurementexecutives and issued a challenge I want you to doubleyour agencys use ofgovernment credit cards over the next year (Noticethe precision of the challenge a la the 1 milk campaign By

being specific about the behavioral change Kelman was directinghis constituents Riders) In his vision anytime employees neededsomething small-computer disks or a replacement hard driveor a carton of office paper-they should be able to march acrossthe street armed with their credit cards and purchase what theyneeded on the spot Kelman asked the agencies to make a formalPledge to embrace the idea The agencies were supportive soKelman pushed further Over the next year he organized fourmore pledgesso here they donrsquot need quotation or tender Government may check later whether it complies fair price policy

The second pledge was a biggie Kelman asked the agencies tobreak with the tradition of ignoring past performance He knewthis would be a tough sell so he decided to push for it publiclyonly when he was sure he had at least eight agencies onboard Hehit the phones and his employees and advisers rallied the peoplein their networks Eventually his team had eight agencies signedup but he wasnt finished After we got to nine agencies participationstarted snowballing and soon we could say to the holdoutsAlmost everyone but you is participating (This outcomeforeshadows a point that we make in Chapter 1 0 about behaviorbeing contagious Kelman managed to address all three parts ofthe framework-directing the Rider motivating the Elephantand shaping the Path)

When you engineer early successes what youre really doing isengineering hope Hope is precious to a change effort Its Elephantfuel

Main strategy 2 Motivate the Elephant2c Grow your people(creating sense of

identity amp instill growth mindset)bull Be noted identity may be created it is not always

inherited thing For example creating identity like Iutians are hard working gives a boost to the elephant to do something

bull So this identity to be created in positive way bull Identity may be achieved by birth and or individual

endeavour For example citizen of a country(by birth) is an identity received by birth while lsquoEngineerrsquo identity that is earned through hard study

bull Growth mindset to be instilled by removing limiting belief that things could not be changed by trying The new belief system should be that anything could be learnt and anything is possible

bull Example Brasilatas inventors

The St Lucia Parrot exists only o n the Caribbean island o f StLucia Its gorgeous with a vivid turquoise blue face lime greenwings and a striking red shield on its chest In 1977 only onehundred St Lucia Parrots were left on the island The populationhad been decimated by habitat destruction hunters andpeople who trapped them to use as pets The St Lucia Parrotseemed doomed in the words of one biologist the species couldnot escape oblivion by the year 2000Enter an unlikely savior college student Paul Butler In 1977Butler was finishing his last year of studies at North-East LondonPolytechnic Butlers passion was conservation and hed previouslyspent five weeks completing a field research expedition inSt Lucia where hed studied the parrot and submitted recommendationsfor preserving the species

Pg 149

Weve seen that one way to motivate a switch is to shrink thechange which makes people feel big relative to the challengeBut here were seeing something different Paul Butler didntshrink the change Instead he grew the people He made the StLucians swell with pride over their parrot-a species that existsnowhere else He inspired them to feel more determined moreready more motivated And when you build people up in thisway they dtvelop the strength to act

In essence Butlers goal was to convince St Lucians that theywere the kind of people who protected their own In public eventsButler stressed This parrot is ours Nobody has this but us Weneed to cherish it and look after it He did everything in hispower to make the public more familiar with the bird He hostedSt Lucia Parrot puppet shows distributed T-shirts cajoled a localband to record songs about the bird convinced local hotels toprint up bumper stickers recruited volunteers to dress up in parrotcostumes and visit local schools and asked local ministers tocite relevant Bible verses (for instance verses that instructed believersto be good stewards of the things that were in their trust)

James March a professor of politicalscience at Stanford University March says that when peoplemake choices they tend to rely on one of two basic models ofdecision making the consequences model or the identity modelThe consequences model is familiar to students of economicsIt assumes that when we have a decision to make we weigh thecosts and benefits of our options and make the choice thatmaximizes our satisfaction Its a rational analytical approachThis is the approach that Paul Buder knew would fail withSt Lucians because there simply wasnt a strong costbenefitcase for the parrot

In the identity model of decision making we essentially askourselves three questions when we have a decision to make Whoam l What kind of situation is this What would someone like medo in this situation Notice whats missing any calculation of costsand benefits The identity model explains the way most peoplevote which contradicts our notion of the self-interested voterIt helps to shed light on why an auto mechanic in Oklahomawould vote against a Democrat whod give him health insuranceand why a Silicon Valley millionaire would vote against a Republicanwhod cut her taxes

Generally when we use the word identity were talking aboutan immutable trait of some kind-such as a racial ethic orregional identity But thats a relatively narrow use of the termWere not just born with an identity we adopt identities throughoutour lives We aspire to be good mothers or fathers devoutCatholics or Muslims patriotic citizens and so on

Or consider a professional identity such as being a scientistClearly youre not born a scientist Its an identity you seek outand one that others such as your professors and mentors consciouslycultivate in you As you develop and grow in that identityit becomes an increasingly important part of your self-imageand triggers the kind of decision making that March describes

Its critical to realize that these identity stories arent just specialcase situations confined to scientists or nurses or St LuciansIdentity is going to play a role in nearly every change situationEven yours When you think about the people whose behaviorneeds to change ask yourself whether they would agree with thisstatement I aspire to be the kind of person who would makethis change If their answer is yes thats an enormous factor in your favor If their answer is no then youll have to work hard toshow them that they should aspire to a different self-image Andthats exactly what Paul Butler did in St Lucia He convinced theislands citizens to think This is our bird-if we want to be goodSt Lucians wed better protect it

in a business context consider a firmthat invented an identity that subsequently became the engine ofits success The firm is Brasilata-its a US$ 1 70 million manufacturingfirm in Brazil that produces various kinds of steel cansAs youd imagine the can manufacturing industry is relativelymature-not much growth not much excitement But Brasilatadefies the stereotype of a boring stuck-in-its ways manufacturerIn fact it has one of the best reputations for innovation of anycompany in Latin America

How does a manufacturer of cans become known as an innovatorBrasilatas founders were inspired by the philosophy ofJapanese car manufacturers like Honda and Toyota which empoweredtheir frontline employees to take ownership of theirwork For instance at Toyota any employee who spotted a defectcould stop the assembly line (this would have been unthinkablein Detroit at the time) Toyota and Honda also actively solicited

ideas for innovation from their employees In 1 987 the foundersof Brasilata launched an employee-innovation program modeledon the Japanese forerunnersA new identity was the core of the program Employees ofBrasilata hecame known as inventors and when new employeesjoined the firm they were asked to sign an innovation contractThis wasnt simply feel-good language Top management challengedemployees to be on the lookout for potential innovationsideasfor how to create better products improve productionprocesses and squeeze costs out of the system Procedures developedwithin the factory made it easy for inventors to submit theirideas

The program succeeded beyond any reasonable expectationsIn 2008 employees submitted 1 34846 ideas-an averageof 1452 ideas per inventor This figure puts Brasilata on par withthe Japanese trendsetters that had inspired the programMany of the suggestions led to the development of new productsFor instance in late 2008 Brasilata came up with a new approachfor steel cans designed to carry dangerous or flammableliquids To meet United Nations standards such cans must beable to withstand a drop from 1 2 meters (roughly 4 feet) Traditionallymost manufacturers had reached this standard by thickeningthe metal layers which used up more raw material andrequired new production processes And the reinforced designswerent foolproof-the metal seams were prone to split if a canlanded on an edgeBrasilatas inventors

suggested a new design inspired by carbumpers that collapse on impact Their new steel can deformedslightly on impact reducing stress on the critical seam The newdesign resisted impact better while also reducing the amount ofsteel in the canThe inventors have led Brasilata through emergencies In200 1 a severe energy crisis-the blackout syndrome ndashforced

the government of Brazil to ration energy Businesses received astrict quota of electricity The inventors went to work dreamingup power-saving ideas-hundreds of them Within a few weeksBrasilatas energy consumption was reduced by 35 percent fallingbelow the companys quota and allowing the company to resell itsextra energy

Another unexpected idea was jointly suggested by two employeesEliminate our jobs theyre not necessary anymore The ideawas accepted but the company found a new place for the employeesBrasilata has a no-dismissal policy and also distributes1 5 percent of its net profits to employees Its no surprise thatBrasilata consistently appears on best places to work lists inBrazilLets remember something This inventor identity whichhas fueled business success and employee satisfaction was madeup None of Brasilatas employees were born inventors Theidentity was introduced to them and they liked the sound of itIt seemed to be a mantle worth wearing Being an inventor hasbecome a source of pride and strength

If cultivating an identity sounds daunting take heart A classicstudy in psychology shows that you can start with small steps Inthe 1960s two psychologists from Stanford University JonathanFreedman and Scott Fraser asked a researcher to go door-to-doorin an upscale neighborhood in Palo Alto California

Pg 158

indeed 83 percent of the home ownerspassed on the opportunity ldquo

Two weeks earlier thesame home owners had been approached by a volunteer claimingto represent a different driver-safety organization They wereasked to put a tiny Be a Safe Driver sign-less than half thesize of a postcard-in the window of their car or home The volunteersaid the sign was intended to make citizens more aware ofthe need to drive carefully This seemed such a trivial commitmentthat almost all of the home owners said yes

When the researcherscame back two weeks later and asked the home owners to installthe eyesore billboard 76 percent accepted it

the science of the billboardstudy says something pretty remarkable It shows us that peopleare receptive to developing new identities that identities growfrom small beginnings Once you start seeing yourself as a concernedcitizen youll want to keep acting like one Thats tremendouslygood news for someone leading a change effort It meansfor example that if you can show people why the environment isworth caring about it wont take years for them to think of themselvesas environmentalists It took only a few days for the homeowners to think of themselves as concerned citizens

You need to create the expectationof failure-not the failure of the mission itself but failureen route This notion takes us into a fascinating area of researchthat is likely to change the way you view the world

Main strategy 3 Shape the path3a Tweak the environment

bull TWEAK THE ENVIRONMENT When the situation changes the behavior

bull changes So change the situation [Throwing out the phone system at Rackspace

bull 1-Click ordering simplifying the online time sheet]bull Tweaking the environment is about making the right

behaviors a little bit easier and the wrong behaviors a little bit harder Its that simple

bull ]

Fundamental attribution error ndash we hurrily judge someonesomething from Direct

attributes but forget about situation that may have created those attributes

frequently blind to the power of situations In a famousarticle Stanford psychologist Lee Ross surveyed dozens ofstudies in psychology and noted that people have a systematictendency to ignore the situational forces that shape other peoplesbehavior He called this deep-rooted tendency the FundamentalAttribution Error The error lies in our inclination toattribute peoples behavior to the way they are rather than to thesituation they are in

how a smoother Path can change behavior consider someresearch that studied why college students did (or didnt) donatefood to a canned-food drive for charity The researchers knewsome students would be more charitable and generous thanothers and would be more inclined to donate food Theresearchers wondered Can we alter the situation so that jerks givetoo

Pg 182

Some students received a basicletter announcing the launch of a food drive the following weekand asking them to bring canned food to a booth on TressiderPlaza (a well-known spot on campus) Other students received amore detailed letter which included a map to the precise spot arequest for a can of beans and a suggestion that they think abouta time when theyd ordinarily be near Tressider Plaza so theywouldnt have to go out of their way to get there

Students who received the basic letter were not very generousOnly 8 percent of the saints donated and not a single one ofthe jerks

Students who received the more detailedletter were substantially more charitable 42 percent of thesaints donated and so did 2 5 percent of the jerks

Tweaking the environment is about making the right behaviorsa little bit easier and the wrong behaviors a little bit harder Itsthat simple

3b Build habit

bull When something becomes a habit our rational brain(rider) does not have to exert almost any energy or will power This will power energy is of limited supply and could not work for long stretch of time

bull So if step by step procedure some objective or main task could be turned into a habit it would be easier for human beings to do it

bull BUILD HABITS When behavior is habitual its free-it doesnt tax the Rider

bull Look for ways to encourage habits [Setting action triggers eating two bowls of

bull soup while dieting using checklists

Example or strategy to build habit

bull 21 days repetition method

3b Action trigger

Peter Gollwitzer a psychologist at New York University is thepioneer of work in this area He and colleague Veronika Brandstarterfound that action triggers are quite effective in motivatingaction

By preloading the decisionwe conserve the Riders self-control(it does not have to think about what to do)

In one study they tracked college students who had theoption to earn extra credit in a class by writing a paper about how they spent Christmas Eve But there was a catch To earn the credit they had to submit the paper by December 26 Most studentshad good intentions of writing the paper but only 33 percentof them got around to writing and submitting it Otherstudents in the study were required to set action triggers-tonote in advance exactly when and where they intended to write the report (for example Ill write this report in my dads officeon Christmas morning before everyone gets up) A whopping75 percent of those students wrote the report

3c Rally the herd

bull Social and peer pressure is a very strong force in motivating us to do something

bull So if influential celebrity type people do something the majority follow through Here 8020 rule applies

bull Again if someone could be told that the majority are doing this heshe would like to be the part of the group(here) and comply with Therefore become happy as becoming of a group that fulfills our belonging needs

bull The Elephant constantly looks to the herd for cues about how to behave

bull Other people are getting their work done on time Why wont you

bull RALLY THE HERD Behavior is contagious Help it spread [Fataki in Tanzaniafree spaces in hospitals seeding the tip jar]

By STANDER effect ndash humanbeings take decision after

looking what others doColumbia University students having volunteered for a researchstudy were asked to sit in a room and fill out a surveySome were left alone others were put in rooms with two otherstudents As they filled out their surveys a crisis emergedSmoke began to pour into the room through a wall vent Thesmoke continued to flow in irregular puffs until eventually theroom was filled with haze Of the students sitting in a room bythemselves 75 percent got up and found someone to alert aboutthe smoke But when three students were placed in the roomat the same time only 38 percent of the groups of three ever reportedthe smoke They just sat there inhaling the smoke eachindividuals inaction signaling to the other two people in theroom that this smoke cloud isnt such a big deal

In a similar study individuals or pairs who were completinga survey heard what sounded like a woman falling down loudlyon the other side of a room divider Of the lone bystanders 70percent went to help her but only 40 percent of the pairs helpedEven when the pairs helped they acted more slowly than the individuals

Why do groups fail to respond as well as individualsIn ambiguous situations-smoke pouring into a room theapparent sound of a fall-people look to others for cues abouthow to interpret the event If you see a man suddenly collapse atthe mall your brain races through possible interpretations Its aheart attack Or wait maybe he tripped and fell down Or whatif hes playing a gag on someone Youre reluctant to rush overimmediately because if he simply tripped your alarm-bell behaviorwill leave you both embarrassedIf youre the only person around to react youll probably makeyour best guess-heart attack-and rush over But if theres acrowd youve got two stimuli to process the collapse itself andthe crowds reaction to the collapse You might pause briefly tostudy the crowd Are other people acting like hes had a heart attackYou stand there idling ready to spring into action at thefirst sign of crisis But as you wait other people are looking backat you and when they see you idling your behavior becomes datafor their theory that its not an emergency And thats why threepeople can sit in a room filling with smoke and not make a peep

a group of socialpsychologists persuaded a hotel manager to test out a newsign in the hotel bathrooms The sign didnt mention the environmentat alIi it simply said that the the majority of guests atthe hotel reuse their towels at least once during their stay Itworked-guests who got this sign were 26 percent more likely toreuse their towels They took cues from the herdNote the downside though If the sign had said About 8of our guests decide to reuse their towels new guests would havebeen less likely to reuse theirs

SummaryHOW TO MAKE A SWITCHFor things to change somebody somewhere has to start actingdifferently Maybe its you maybe its your teamPicture that person (or people)Each has an emotional Elephant side and a rational Rider sideYouve got to reach both And youve also got to clear the wayfor them to succeed In short you must do three things

DIRECT the RiderFOLLOW THE BRIGHT SPOTS Investigate whats working and clone it [Jerrysternin in Vietnam solutions-focused therapy]SCRIPT THE CRITICAL MOVES Dont think big picture think in terms of specificbehaviors [1 milk four rules at the Brazilian railroad]POINT TO THE DESTINATION Change is easier when you know where youregoing and why its worth it [You ll be third graders soon No dry holes at BP]

MOTIVATE the ElephantFIND THE FEELING Knowing something isn t enough to cause change Makepeople feel something [Piling gloves on the table the chemotherapy video gameRobyn Waterss demos at Target]SHRINK THE CHANGE Break down the change until it no longer spooks the Elephant[The 5-Minute Room Rescue procurement reform]GROW YOUR PEOPLE Cultivate a sense of identity and instill the growth mindset[Brasilatas inventors junior-high math kids turnaround]

SHAPE the PathTWEAK THE ENVIRONMENT When the situation changes the behaviorchanges So change the situation [Throwing out the phone system at Rackspace1-Click ordering simplifying the online time sheet]BUILD HABITS When behavior is habitual its free-it doesnt tax the RiderLook for ways to encourage habits [Setting action triggers eating two bowls ofsoup while dieting using checklists]RALLY THE HERD Behavior is contagious Help it spread [Fataki in Tanzaniafree spaces in hospitals seeding the tip jar]

Summary Direct the Rider(Head rational thinker)

Heres the good news The Riders strengths are substantialand his flaws can be mitigated When you appeal to the Rider insideyourself or inside others you are trying to influence yourgame plan should be simpleFirst follow the bright spots Think of the Vietnamese childrenwho stayed well nourished against the odds or the Genentechsales reps who racked up sales against the odds AB you analyzeyour situation youre sure to find some things that are workingbetter than others Dont obsess about the failures Instead investigateand clone the successesNext give direction to the Rider-both a start and a finishSend him a destination postcard (Youll be a third grader soon)and script his critical moves (Buy 1 milk) When you do these things youll prepare the Rider to lead aswitch And youll arm him for the ongoing struggles with hisreluctant and formidable partner the Elephant

Summary Motivate the Elephant(Lazy pleasure loving self)

In times of change we need to remind ourselves and others againand again of certain basic truths Our brains and our abilities arelike muscles They can be strengthened with practice Were notborn skateboarders or scientists or nurses we must learn how toskateboard do science or care for sick people And our inspirationto change ourselves comes from our desire to live up to thoseidentitiesIn the story of Molly Howard we see that amazing things canhappen when you combine the aspiration of a new identity withthe persistence of the growth mindset Thats how you grow yourpeople

Over the past few chapters weve seen that the centralchallenge of change is keeping the Elephant moving forwardWhereas the Rider needs direction the Elephant needs motivationAnd weve seen that motivation comes from feelingknowledgeisnt enough to motivate change But motivation alsocomes from confidence The Elephant has to believe that its capableof conquering the change And there are two routes tobuilding peoples confidence so that they feel big relative totheir challenge You can shrink the change or grow your people(or preferably both)

Summary Shaping the pathOur picture of change is still incomplete though because itsclear that in some situations even a reluctant Elephant and a confusedRider will manage to change their behavior For instanceconsider the fact that even a lost angry driver who is hopelesslylate for an appointment will stop dutifully for a red lightThats why to make changes stick weve got to think aboutshaping the Path

First you need to tweak theenvironment to provide a free space for discussion At Alpha therotational teams had a private place to meet and that created afree space where the new identity could grow Do your own reformershave a private place where they can meet and coordinate

Second you should build good habits Recall the idea of actiontriggers-visualizing when and where you are going to dosomething important The interns at Alpha were essentially settingaction triggers They thought about what they would sayand how they would act when 9 pm came and the signoutprocess was triggered They mentally rehearsed how they wouldrespond if an argument flared up with the night resident Havemembers of your team rehearsed how theyll react when theymeet resistance from your organizations old guard

Finally you should rally the herd At Alpha the leaders helpedthe reformers find one another and the reformers began to createa language-as we saw in the examples of the designateddriver and Fataki-that allowed them to talk about their valueswith others As a leader you can help prod them to create this languageto find ways to articulate what is different and better aboutthe change you seek

We started the Path section by discussing the Fundamental AttributionError-the tendency to attribute behavior to peoplescharacter rather than to their environments Look again at theteaching-hospital example At Alpha 42 percent of superiors supportedthe change at Beta 66 percent supported it Almost all ofus would have put our money on Beta Not many of us whenconfronted with that data would have immediately thought Yesbut what about the situational forces

At the two hospitals individual character competed with situationalforces and situational forces won This brings us backfull circle to the food drive study where a jerk with clear instructionswas more charitable than a saint with generic instructionsThe line between saints and jerks wasnt as clear as we mighthave thought Neither was the line between supporters and resistersof hospital reformIf the right Path can turn a jerk into a saint then the rightPath can also turn a change enemy into an ally

ReferenceReference book HOW TO CHANGE THINGS WHEN CH ANGE IS HARD

By CHIP HEATH (a professor at the GraduateSchool of Business at Stanford University) and DAN HEATH(a senior fellow at Duke Universitys Centerfor the Advancement of Social Entrepreneurship(CASE))

• Change Management
• Reference
• Slide 3
• Rider
• Elephant
• Main strategy 1 Direct the Rider 1a Follow the brightspot
• Details of Vietnam example
• Slide 8
• Slide 9
• Main strategy 1 Direct the Rider 1b Script the critical move
• Slide 11
• Slide 12
• Main strategy 1 Direct the Rider 1c POINT TO THE DESTINATION
• Main strategy 2 Motivate the Elephant 2a Find the Feeling
• Slide 15
• Slide 16
• Slide 17
• Slide 18
• Slide 19
• Slide 20
• Slide 21
• Slide 22
• Slide 23
• Main strategy 2 Motivate the Elephant 2b Shrink the Change
• Slide 25
• Slide 26
• Slide 27
• Slide 28
• Slide 29
• Slide 30
• Slide 31
• Slide 32
• Slide 33
• Slide 34
• Slide 35
• Slide 36
• Slide 37
• Slide 38
• Slide 39
• Slide 40
• Main strategy 2 Motivate the Elephant 2c Grow your people(creating sense of identity amp instill growth mindset)
• Slide 42
• Slide 43
• Slide 44
• Slide 45
• Slide 46
• Slide 47
• Slide 48
• Slide 49
• Slide 50
• Slide 51
• Slide 52
• Slide 53
• Slide 54
• Slide 55
• Main strategy 3 Shape the path 3a Tweak the environment
• Fundamental attribution error ndash we hurrily judge someonesomething from Direct attributes but forget about situation that may have created those attributes
• Slide 58
• Slide 59
• 3b Build habit
• Slide 61
• Example or strategy to build habit
• 3b Action trigger
• Slide 64
• 3c Rally the herd
• Slide 66
• By STANDER effect ndash humanbeings take decision after looking what others do
• Slide 68
• Slide 69
• Slide 70
• Summary
• Slide 72
• Slide 73
• Summary Direct the Rider(Head rational thinker)
• Summary Motivate the Elephant(Lazy pleasure loving self)
• Slide 76
• Summary Shaping the path
• Slide 78
• Slide 79
• Slide 80
• Slide 81

Kelman a professor of public management at Harvard UniversitysKennedy School of Government got a call from theClinton administration in 1 993 asking him to lead the Officeof Federal Procurement Policy (OFPP) As the head of OFPp hewould be responsible for reforming the governments procurementefforts

Kelman was reluctant to head up OFPp knowing there wasa pretty good chance that despite his best efforts nothing wouldchange but in the end he accepted the job He knew exactly whathe was getting into because three years earlier hed written a bookabout procurement reformThere were lots of problems with procurement Over theyears the government had established many protocols and protectionsto prevent abuses of various kinds There were good intentionsbehind these protections but as they built up layerupon layer they began to cause more harm than the abusestheyd been designed to prevent For instance when makingpurchase decisions procurement officials could not use evidenceof vendors past performance

Kelman knew hed have to make some progress quickly or elsehed be dismissed If an example of successful change couldsomehow be achieved quickly it might be possible to use that toset other changes in motion he wrote later He sought a victorythat would be fast achievable and visible-a small win thatwould work for all of his constituents whether the Defense Departmentor the Health and Human Services Department If hecould get their Elephants moving with an easy mission-the governmentequivalent of the 5-Minute Room Rescue-he thoughthe would be able to keep them moving

One day a conversation with a government employee sparkedan idea The employee told Kelman that when she needed simpleinexpensive items such as a few computer disks the procurementrules made it impossible for her to walk to thecomputer superstore across the str1048958et and buy them She foundthis limitation was infuriatingKelman spotted an opportunity He went to the senior procurementexecutives and issued a challenge I want you to doubleyour agencys use ofgovernment credit cards over the next year (Noticethe precision of the challenge a la the 1 milk campaign By

being specific about the behavioral change Kelman was directinghis constituents Riders) In his vision anytime employees neededsomething small-computer disks or a replacement hard driveor a carton of office paper-they should be able to march acrossthe street armed with their credit cards and purchase what theyneeded on the spot Kelman asked the agencies to make a formalPledge to embrace the idea The agencies were supportive soKelman pushed further Over the next year he organized fourmore pledgesso here they donrsquot need quotation or tender Government may check later whether it complies fair price policy

The second pledge was a biggie Kelman asked the agencies tobreak with the tradition of ignoring past performance He knewthis would be a tough sell so he decided to push for it publiclyonly when he was sure he had at least eight agencies onboard Hehit the phones and his employees and advisers rallied the peoplein their networks Eventually his team had eight agencies signedup but he wasnt finished After we got to nine agencies participationstarted snowballing and soon we could say to the holdoutsAlmost everyone but you is participating (This outcomeforeshadows a point that we make in Chapter 1 0 about behaviorbeing contagious Kelman managed to address all three parts ofthe framework-directing the Rider motivating the Elephantand shaping the Path)

When you engineer early successes what youre really doing isengineering hope Hope is precious to a change effort Its Elephantfuel

Main strategy 2 Motivate the Elephant2c Grow your people(creating sense of

identity amp instill growth mindset)bull Be noted identity may be created it is not always

inherited thing For example creating identity like Iutians are hard working gives a boost to the elephant to do something

bull So this identity to be created in positive way bull Identity may be achieved by birth and or individual

endeavour For example citizen of a country(by birth) is an identity received by birth while lsquoEngineerrsquo identity that is earned through hard study

bull Growth mindset to be instilled by removing limiting belief that things could not be changed by trying The new belief system should be that anything could be learnt and anything is possible

bull Example Brasilatas inventors

The St Lucia Parrot exists only o n the Caribbean island o f StLucia Its gorgeous with a vivid turquoise blue face lime greenwings and a striking red shield on its chest In 1977 only onehundred St Lucia Parrots were left on the island The populationhad been decimated by habitat destruction hunters andpeople who trapped them to use as pets The St Lucia Parrotseemed doomed in the words of one biologist the species couldnot escape oblivion by the year 2000Enter an unlikely savior college student Paul Butler In 1977Butler was finishing his last year of studies at North-East LondonPolytechnic Butlers passion was conservation and hed previouslyspent five weeks completing a field research expedition inSt Lucia where hed studied the parrot and submitted recommendationsfor preserving the species

Pg 149

Weve seen that one way to motivate a switch is to shrink thechange which makes people feel big relative to the challengeBut here were seeing something different Paul Butler didntshrink the change Instead he grew the people He made the StLucians swell with pride over their parrot-a species that existsnowhere else He inspired them to feel more determined moreready more motivated And when you build people up in thisway they dtvelop the strength to act

In essence Butlers goal was to convince St Lucians that theywere the kind of people who protected their own In public eventsButler stressed This parrot is ours Nobody has this but us Weneed to cherish it and look after it He did everything in hispower to make the public more familiar with the bird He hostedSt Lucia Parrot puppet shows distributed T-shirts cajoled a localband to record songs about the bird convinced local hotels toprint up bumper stickers recruited volunteers to dress up in parrotcostumes and visit local schools and asked local ministers tocite relevant Bible verses (for instance verses that instructed believersto be good stewards of the things that were in their trust)

James March a professor of politicalscience at Stanford University March says that when peoplemake choices they tend to rely on one of two basic models ofdecision making the consequences model or the identity modelThe consequences model is familiar to students of economicsIt assumes that when we have a decision to make we weigh thecosts and benefits of our options and make the choice thatmaximizes our satisfaction Its a rational analytical approachThis is the approach that Paul Buder knew would fail withSt Lucians because there simply wasnt a strong costbenefitcase for the parrot

In the identity model of decision making we essentially askourselves three questions when we have a decision to make Whoam l What kind of situation is this What would someone like medo in this situation Notice whats missing any calculation of costsand benefits The identity model explains the way most peoplevote which contradicts our notion of the self-interested voterIt helps to shed light on why an auto mechanic in Oklahomawould vote against a Democrat whod give him health insuranceand why a Silicon Valley millionaire would vote against a Republicanwhod cut her taxes

Generally when we use the word identity were talking aboutan immutable trait of some kind-such as a racial ethic orregional identity But thats a relatively narrow use of the termWere not just born with an identity we adopt identities throughoutour lives We aspire to be good mothers or fathers devoutCatholics or Muslims patriotic citizens and so on

Or consider a professional identity such as being a scientistClearly youre not born a scientist Its an identity you seek outand one that others such as your professors and mentors consciouslycultivate in you As you develop and grow in that identityit becomes an increasingly important part of your self-imageand triggers the kind of decision making that March describes

Its critical to realize that these identity stories arent just specialcase situations confined to scientists or nurses or St LuciansIdentity is going to play a role in nearly every change situationEven yours When you think about the people whose behaviorneeds to change ask yourself whether they would agree with thisstatement I aspire to be the kind of person who would makethis change If their answer is yes thats an enormous factor in your favor If their answer is no then youll have to work hard toshow them that they should aspire to a different self-image Andthats exactly what Paul Butler did in St Lucia He convinced theislands citizens to think This is our bird-if we want to be goodSt Lucians wed better protect it

in a business context consider a firmthat invented an identity that subsequently became the engine ofits success The firm is Brasilata-its a US$ 1 70 million manufacturingfirm in Brazil that produces various kinds of steel cansAs youd imagine the can manufacturing industry is relativelymature-not much growth not much excitement But Brasilatadefies the stereotype of a boring stuck-in-its ways manufacturerIn fact it has one of the best reputations for innovation of anycompany in Latin America

How does a manufacturer of cans become known as an innovatorBrasilatas founders were inspired by the philosophy ofJapanese car manufacturers like Honda and Toyota which empoweredtheir frontline employees to take ownership of theirwork For instance at Toyota any employee who spotted a defectcould stop the assembly line (this would have been unthinkablein Detroit at the time) Toyota and Honda also actively solicited

ideas for innovation from their employees In 1 987 the foundersof Brasilata launched an employee-innovation program modeledon the Japanese forerunnersA new identity was the core of the program Employees ofBrasilata hecame known as inventors and when new employeesjoined the firm they were asked to sign an innovation contractThis wasnt simply feel-good language Top management challengedemployees to be on the lookout for potential innovationsideasfor how to create better products improve productionprocesses and squeeze costs out of the system Procedures developedwithin the factory made it easy for inventors to submit theirideas

The program succeeded beyond any reasonable expectationsIn 2008 employees submitted 1 34846 ideas-an averageof 1452 ideas per inventor This figure puts Brasilata on par withthe Japanese trendsetters that had inspired the programMany of the suggestions led to the development of new productsFor instance in late 2008 Brasilata came up with a new approachfor steel cans designed to carry dangerous or flammableliquids To meet United Nations standards such cans must beable to withstand a drop from 1 2 meters (roughly 4 feet) Traditionallymost manufacturers had reached this standard by thickeningthe metal layers which used up more raw material andrequired new production processes And the reinforced designswerent foolproof-the metal seams were prone to split if a canlanded on an edgeBrasilatas inventors

suggested a new design inspired by carbumpers that collapse on impact Their new steel can deformedslightly on impact reducing stress on the critical seam The newdesign resisted impact better while also reducing the amount ofsteel in the canThe inventors have led Brasilata through emergencies In200 1 a severe energy crisis-the blackout syndrome ndashforced

the government of Brazil to ration energy Businesses received astrict quota of electricity The inventors went to work dreamingup power-saving ideas-hundreds of them Within a few weeksBrasilatas energy consumption was reduced by 35 percent fallingbelow the companys quota and allowing the company to resell itsextra energy

Another unexpected idea was jointly suggested by two employeesEliminate our jobs theyre not necessary anymore The ideawas accepted but the company found a new place for the employeesBrasilata has a no-dismissal policy and also distributes1 5 percent of its net profits to employees Its no surprise thatBrasilata consistently appears on best places to work lists inBrazilLets remember something This inventor identity whichhas fueled business success and employee satisfaction was madeup None of Brasilatas employees were born inventors Theidentity was introduced to them and they liked the sound of itIt seemed to be a mantle worth wearing Being an inventor hasbecome a source of pride and strength

If cultivating an identity sounds daunting take heart A classicstudy in psychology shows that you can start with small steps Inthe 1960s two psychologists from Stanford University JonathanFreedman and Scott Fraser asked a researcher to go door-to-doorin an upscale neighborhood in Palo Alto California

Pg 158

indeed 83 percent of the home ownerspassed on the opportunity ldquo

Two weeks earlier thesame home owners had been approached by a volunteer claimingto represent a different driver-safety organization They wereasked to put a tiny Be a Safe Driver sign-less than half thesize of a postcard-in the window of their car or home The volunteersaid the sign was intended to make citizens more aware ofthe need to drive carefully This seemed such a trivial commitmentthat almost all of the home owners said yes

When the researcherscame back two weeks later and asked the home owners to installthe eyesore billboard 76 percent accepted it

the science of the billboardstudy says something pretty remarkable It shows us that peopleare receptive to developing new identities that identities growfrom small beginnings Once you start seeing yourself as a concernedcitizen youll want to keep acting like one Thats tremendouslygood news for someone leading a change effort It meansfor example that if you can show people why the environment isworth caring about it wont take years for them to think of themselvesas environmentalists It took only a few days for the homeowners to think of themselves as concerned citizens

You need to create the expectationof failure-not the failure of the mission itself but failureen route This notion takes us into a fascinating area of researchthat is likely to change the way you view the world

Main strategy 3 Shape the path3a Tweak the environment

bull TWEAK THE ENVIRONMENT When the situation changes the behavior

bull changes So change the situation [Throwing out the phone system at Rackspace

bull 1-Click ordering simplifying the online time sheet]bull Tweaking the environment is about making the right

behaviors a little bit easier and the wrong behaviors a little bit harder Its that simple

bull ]

Fundamental attribution error ndash we hurrily judge someonesomething from Direct

attributes but forget about situation that may have created those attributes

frequently blind to the power of situations In a famousarticle Stanford psychologist Lee Ross surveyed dozens ofstudies in psychology and noted that people have a systematictendency to ignore the situational forces that shape other peoplesbehavior He called this deep-rooted tendency the FundamentalAttribution Error The error lies in our inclination toattribute peoples behavior to the way they are rather than to thesituation they are in

how a smoother Path can change behavior consider someresearch that studied why college students did (or didnt) donatefood to a canned-food drive for charity The researchers knewsome students would be more charitable and generous thanothers and would be more inclined to donate food Theresearchers wondered Can we alter the situation so that jerks givetoo

Pg 182

Some students received a basicletter announcing the launch of a food drive the following weekand asking them to bring canned food to a booth on TressiderPlaza (a well-known spot on campus) Other students received amore detailed letter which included a map to the precise spot arequest for a can of beans and a suggestion that they think abouta time when theyd ordinarily be near Tressider Plaza so theywouldnt have to go out of their way to get there

Students who received the basic letter were not very generousOnly 8 percent of the saints donated and not a single one ofthe jerks

Students who received the more detailedletter were substantially more charitable 42 percent of thesaints donated and so did 2 5 percent of the jerks

Tweaking the environment is about making the right behaviorsa little bit easier and the wrong behaviors a little bit harder Itsthat simple

3b Build habit

bull When something becomes a habit our rational brain(rider) does not have to exert almost any energy or will power This will power energy is of limited supply and could not work for long stretch of time

bull So if step by step procedure some objective or main task could be turned into a habit it would be easier for human beings to do it

bull BUILD HABITS When behavior is habitual its free-it doesnt tax the Rider

bull Look for ways to encourage habits [Setting action triggers eating two bowls of

bull soup while dieting using checklists

Example or strategy to build habit

bull 21 days repetition method

3b Action trigger

Peter Gollwitzer a psychologist at New York University is thepioneer of work in this area He and colleague Veronika Brandstarterfound that action triggers are quite effective in motivatingaction

By preloading the decisionwe conserve the Riders self-control(it does not have to think about what to do)

In one study they tracked college students who had theoption to earn extra credit in a class by writing a paper about how they spent Christmas Eve But there was a catch To earn the credit they had to submit the paper by December 26 Most studentshad good intentions of writing the paper but only 33 percentof them got around to writing and submitting it Otherstudents in the study were required to set action triggers-tonote in advance exactly when and where they intended to write the report (for example Ill write this report in my dads officeon Christmas morning before everyone gets up) A whopping75 percent of those students wrote the report

3c Rally the herd

bull Social and peer pressure is a very strong force in motivating us to do something

bull So if influential celebrity type people do something the majority follow through Here 8020 rule applies

bull Again if someone could be told that the majority are doing this heshe would like to be the part of the group(here) and comply with Therefore become happy as becoming of a group that fulfills our belonging needs

bull The Elephant constantly looks to the herd for cues about how to behave

bull Other people are getting their work done on time Why wont you

bull RALLY THE HERD Behavior is contagious Help it spread [Fataki in Tanzaniafree spaces in hospitals seeding the tip jar]

By STANDER effect ndash humanbeings take decision after

looking what others doColumbia University students having volunteered for a researchstudy were asked to sit in a room and fill out a surveySome were left alone others were put in rooms with two otherstudents As they filled out their surveys a crisis emergedSmoke began to pour into the room through a wall vent Thesmoke continued to flow in irregular puffs until eventually theroom was filled with haze Of the students sitting in a room bythemselves 75 percent got up and found someone to alert aboutthe smoke But when three students were placed in the roomat the same time only 38 percent of the groups of three ever reportedthe smoke They just sat there inhaling the smoke eachindividuals inaction signaling to the other two people in theroom that this smoke cloud isnt such a big deal

In a similar study individuals or pairs who were completinga survey heard what sounded like a woman falling down loudlyon the other side of a room divider Of the lone bystanders 70percent went to help her but only 40 percent of the pairs helpedEven when the pairs helped they acted more slowly than the individuals

Why do groups fail to respond as well as individualsIn ambiguous situations-smoke pouring into a room theapparent sound of a fall-people look to others for cues abouthow to interpret the event If you see a man suddenly collapse atthe mall your brain races through possible interpretations Its aheart attack Or wait maybe he tripped and fell down Or whatif hes playing a gag on someone Youre reluctant to rush overimmediately because if he simply tripped your alarm-bell behaviorwill leave you both embarrassedIf youre the only person around to react youll probably makeyour best guess-heart attack-and rush over But if theres acrowd youve got two stimuli to process the collapse itself andthe crowds reaction to the collapse You might pause briefly tostudy the crowd Are other people acting like hes had a heart attackYou stand there idling ready to spring into action at thefirst sign of crisis But as you wait other people are looking backat you and when they see you idling your behavior becomes datafor their theory that its not an emergency And thats why threepeople can sit in a room filling with smoke and not make a peep

a group of socialpsychologists persuaded a hotel manager to test out a newsign in the hotel bathrooms The sign didnt mention the environmentat alIi it simply said that the the majority of guests atthe hotel reuse their towels at least once during their stay Itworked-guests who got this sign were 26 percent more likely toreuse their towels They took cues from the herdNote the downside though If the sign had said About 8of our guests decide to reuse their towels new guests would havebeen less likely to reuse theirs

SummaryHOW TO MAKE A SWITCHFor things to change somebody somewhere has to start actingdifferently Maybe its you maybe its your teamPicture that person (or people)Each has an emotional Elephant side and a rational Rider sideYouve got to reach both And youve also got to clear the wayfor them to succeed In short you must do three things

DIRECT the RiderFOLLOW THE BRIGHT SPOTS Investigate whats working and clone it [Jerrysternin in Vietnam solutions-focused therapy]SCRIPT THE CRITICAL MOVES Dont think big picture think in terms of specificbehaviors [1 milk four rules at the Brazilian railroad]POINT TO THE DESTINATION Change is easier when you know where youregoing and why its worth it [You ll be third graders soon No dry holes at BP]

MOTIVATE the ElephantFIND THE FEELING Knowing something isn t enough to cause change Makepeople feel something [Piling gloves on the table the chemotherapy video gameRobyn Waterss demos at Target]SHRINK THE CHANGE Break down the change until it no longer spooks the Elephant[The 5-Minute Room Rescue procurement reform]GROW YOUR PEOPLE Cultivate a sense of identity and instill the growth mindset[Brasilatas inventors junior-high math kids turnaround]

SHAPE the PathTWEAK THE ENVIRONMENT When the situation changes the behaviorchanges So change the situation [Throwing out the phone system at Rackspace1-Click ordering simplifying the online time sheet]BUILD HABITS When behavior is habitual its free-it doesnt tax the RiderLook for ways to encourage habits [Setting action triggers eating two bowls ofsoup while dieting using checklists]RALLY THE HERD Behavior is contagious Help it spread [Fataki in Tanzaniafree spaces in hospitals seeding the tip jar]

Summary Direct the Rider(Head rational thinker)

Heres the good news The Riders strengths are substantialand his flaws can be mitigated When you appeal to the Rider insideyourself or inside others you are trying to influence yourgame plan should be simpleFirst follow the bright spots Think of the Vietnamese childrenwho stayed well nourished against the odds or the Genentechsales reps who racked up sales against the odds AB you analyzeyour situation youre sure to find some things that are workingbetter than others Dont obsess about the failures Instead investigateand clone the successesNext give direction to the Rider-both a start and a finishSend him a destination postcard (Youll be a third grader soon)and script his critical moves (Buy 1 milk) When you do these things youll prepare the Rider to lead aswitch And youll arm him for the ongoing struggles with hisreluctant and formidable partner the Elephant

Summary Motivate the Elephant(Lazy pleasure loving self)

In times of change we need to remind ourselves and others againand again of certain basic truths Our brains and our abilities arelike muscles They can be strengthened with practice Were notborn skateboarders or scientists or nurses we must learn how toskateboard do science or care for sick people And our inspirationto change ourselves comes from our desire to live up to thoseidentitiesIn the story of Molly Howard we see that amazing things canhappen when you combine the aspiration of a new identity withthe persistence of the growth mindset Thats how you grow yourpeople

Over the past few chapters weve seen that the centralchallenge of change is keeping the Elephant moving forwardWhereas the Rider needs direction the Elephant needs motivationAnd weve seen that motivation comes from feelingknowledgeisnt enough to motivate change But motivation alsocomes from confidence The Elephant has to believe that its capableof conquering the change And there are two routes tobuilding peoples confidence so that they feel big relative totheir challenge You can shrink the change or grow your people(or preferably both)

Summary Shaping the pathOur picture of change is still incomplete though because itsclear that in some situations even a reluctant Elephant and a confusedRider will manage to change their behavior For instanceconsider the fact that even a lost angry driver who is hopelesslylate for an appointment will stop dutifully for a red lightThats why to make changes stick weve got to think aboutshaping the Path

First you need to tweak theenvironment to provide a free space for discussion At Alpha therotational teams had a private place to meet and that created afree space where the new identity could grow Do your own reformershave a private place where they can meet and coordinate

Second you should build good habits Recall the idea of actiontriggers-visualizing when and where you are going to dosomething important The interns at Alpha were essentially settingaction triggers They thought about what they would sayand how they would act when 9 pm came and the signoutprocess was triggered They mentally rehearsed how they wouldrespond if an argument flared up with the night resident Havemembers of your team rehearsed how theyll react when theymeet resistance from your organizations old guard

Finally you should rally the herd At Alpha the leaders helpedthe reformers find one another and the reformers began to createa language-as we saw in the examples of the designateddriver and Fataki-that allowed them to talk about their valueswith others As a leader you can help prod them to create this languageto find ways to articulate what is different and better aboutthe change you seek

We started the Path section by discussing the Fundamental AttributionError-the tendency to attribute behavior to peoplescharacter rather than to their environments Look again at theteaching-hospital example At Alpha 42 percent of superiors supportedthe change at Beta 66 percent supported it Almost all ofus would have put our money on Beta Not many of us whenconfronted with that data would have immediately thought Yesbut what about the situational forces

At the two hospitals individual character competed with situationalforces and situational forces won This brings us backfull circle to the food drive study where a jerk with clear instructionswas more charitable than a saint with generic instructionsThe line between saints and jerks wasnt as clear as we mighthave thought Neither was the line between supporters and resistersof hospital reformIf the right Path can turn a jerk into a saint then the rightPath can also turn a change enemy into an ally

ReferenceReference book HOW TO CHANGE THINGS WHEN CH ANGE IS HARD

By CHIP HEATH (a professor at the GraduateSchool of Business at Stanford University) and DAN HEATH(a senior fellow at Duke Universitys Centerfor the Advancement of Social Entrepreneurship(CASE))

• Change Management
• Reference
• Slide 3
• Rider
• Elephant
• Main strategy 1 Direct the Rider 1a Follow the brightspot
• Details of Vietnam example
• Slide 8
• Slide 9
• Main strategy 1 Direct the Rider 1b Script the critical move
• Slide 11
• Slide 12
• Main strategy 1 Direct the Rider 1c POINT TO THE DESTINATION
• Main strategy 2 Motivate the Elephant 2a Find the Feeling
• Slide 15
• Slide 16
• Slide 17
• Slide 18
• Slide 19
• Slide 20
• Slide 21
• Slide 22
• Slide 23
• Main strategy 2 Motivate the Elephant 2b Shrink the Change
• Slide 25
• Slide 26
• Slide 27
• Slide 28
• Slide 29
• Slide 30
• Slide 31
• Slide 32
• Slide 33
• Slide 34
• Slide 35
• Slide 36
• Slide 37
• Slide 38
• Slide 39
• Slide 40
• Main strategy 2 Motivate the Elephant 2c Grow your people(creating sense of identity amp instill growth mindset)
• Slide 42
• Slide 43
• Slide 44
• Slide 45
• Slide 46
• Slide 47
• Slide 48
• Slide 49
• Slide 50
• Slide 51
• Slide 52
• Slide 53
• Slide 54
• Slide 55
• Main strategy 3 Shape the path 3a Tweak the environment
• Fundamental attribution error ndash we hurrily judge someonesomething from Direct attributes but forget about situation that may have created those attributes
• Slide 58
• Slide 59
• 3b Build habit
• Slide 61
• Example or strategy to build habit
• 3b Action trigger
• Slide 64
• 3c Rally the herd
• Slide 66
• By STANDER effect ndash humanbeings take decision after looking what others do
• Slide 68
• Slide 69
• Slide 70
• Summary
• Slide 72
• Slide 73
• Summary Direct the Rider(Head rational thinker)
• Summary Motivate the Elephant(Lazy pleasure loving self)
• Slide 76
• Summary Shaping the path
• Slide 78
• Slide 79
• Slide 80
• Slide 81

Kelman knew hed have to make some progress quickly or elsehed be dismissed If an example of successful change couldsomehow be achieved quickly it might be possible to use that toset other changes in motion he wrote later He sought a victorythat would be fast achievable and visible-a small win thatwould work for all of his constituents whether the Defense Departmentor the Health and Human Services Department If hecould get their Elephants moving with an easy mission-the governmentequivalent of the 5-Minute Room Rescue-he thoughthe would be able to keep them moving

One day a conversation with a government employee sparkedan idea The employee told Kelman that when she needed simpleinexpensive items such as a few computer disks the procurementrules made it impossible for her to walk to thecomputer superstore across the str1048958et and buy them She foundthis limitation was infuriatingKelman spotted an opportunity He went to the senior procurementexecutives and issued a challenge I want you to doubleyour agencys use ofgovernment credit cards over the next year (Noticethe precision of the challenge a la the 1 milk campaign By

being specific about the behavioral change Kelman was directinghis constituents Riders) In his vision anytime employees neededsomething small-computer disks or a replacement hard driveor a carton of office paper-they should be able to march acrossthe street armed with their credit cards and purchase what theyneeded on the spot Kelman asked the agencies to make a formalPledge to embrace the idea The agencies were supportive soKelman pushed further Over the next year he organized fourmore pledgesso here they donrsquot need quotation or tender Government may check later whether it complies fair price policy

The second pledge was a biggie Kelman asked the agencies tobreak with the tradition of ignoring past performance He knewthis would be a tough sell so he decided to push for it publiclyonly when he was sure he had at least eight agencies onboard Hehit the phones and his employees and advisers rallied the peoplein their networks Eventually his team had eight agencies signedup but he wasnt finished After we got to nine agencies participationstarted snowballing and soon we could say to the holdoutsAlmost everyone but you is participating (This outcomeforeshadows a point that we make in Chapter 1 0 about behaviorbeing contagious Kelman managed to address all three parts ofthe framework-directing the Rider motivating the Elephantand shaping the Path)

When you engineer early successes what youre really doing isengineering hope Hope is precious to a change effort Its Elephantfuel

Main strategy 2 Motivate the Elephant2c Grow your people(creating sense of

identity amp instill growth mindset)bull Be noted identity may be created it is not always

inherited thing For example creating identity like Iutians are hard working gives a boost to the elephant to do something

bull So this identity to be created in positive way bull Identity may be achieved by birth and or individual

endeavour For example citizen of a country(by birth) is an identity received by birth while lsquoEngineerrsquo identity that is earned through hard study

bull Growth mindset to be instilled by removing limiting belief that things could not be changed by trying The new belief system should be that anything could be learnt and anything is possible

bull Example Brasilatas inventors

The St Lucia Parrot exists only o n the Caribbean island o f StLucia Its gorgeous with a vivid turquoise blue face lime greenwings and a striking red shield on its chest In 1977 only onehundred St Lucia Parrots were left on the island The populationhad been decimated by habitat destruction hunters andpeople who trapped them to use as pets The St Lucia Parrotseemed doomed in the words of one biologist the species couldnot escape oblivion by the year 2000Enter an unlikely savior college student Paul Butler In 1977Butler was finishing his last year of studies at North-East LondonPolytechnic Butlers passion was conservation and hed previouslyspent five weeks completing a field research expedition inSt Lucia where hed studied the parrot and submitted recommendationsfor preserving the species

Pg 149

Weve seen that one way to motivate a switch is to shrink thechange which makes people feel big relative to the challengeBut here were seeing something different Paul Butler didntshrink the change Instead he grew the people He made the StLucians swell with pride over their parrot-a species that existsnowhere else He inspired them to feel more determined moreready more motivated And when you build people up in thisway they dtvelop the strength to act

In essence Butlers goal was to convince St Lucians that theywere the kind of people who protected their own In public eventsButler stressed This parrot is ours Nobody has this but us Weneed to cherish it and look after it He did everything in hispower to make the public more familiar with the bird He hostedSt Lucia Parrot puppet shows distributed T-shirts cajoled a localband to record songs about the bird convinced local hotels toprint up bumper stickers recruited volunteers to dress up in parrotcostumes and visit local schools and asked local ministers tocite relevant Bible verses (for instance verses that instructed believersto be good stewards of the things that were in their trust)

James March a professor of politicalscience at Stanford University March says that when peoplemake choices they tend to rely on one of two basic models ofdecision making the consequences model or the identity modelThe consequences model is familiar to students of economicsIt assumes that when we have a decision to make we weigh thecosts and benefits of our options and make the choice thatmaximizes our satisfaction Its a rational analytical approachThis is the approach that Paul Buder knew would fail withSt Lucians because there simply wasnt a strong costbenefitcase for the parrot

In the identity model of decision making we essentially askourselves three questions when we have a decision to make Whoam l What kind of situation is this What would someone like medo in this situation Notice whats missing any calculation of costsand benefits The identity model explains the way most peoplevote which contradicts our notion of the self-interested voterIt helps to shed light on why an auto mechanic in Oklahomawould vote against a Democrat whod give him health insuranceand why a Silicon Valley millionaire would vote against a Republicanwhod cut her taxes

Generally when we use the word identity were talking aboutan immutable trait of some kind-such as a racial ethic orregional identity But thats a relatively narrow use of the termWere not just born with an identity we adopt identities throughoutour lives We aspire to be good mothers or fathers devoutCatholics or Muslims patriotic citizens and so on

Or consider a professional identity such as being a scientistClearly youre not born a scientist Its an identity you seek outand one that others such as your professors and mentors consciouslycultivate in you As you develop and grow in that identityit becomes an increasingly important part of your self-imageand triggers the kind of decision making that March describes

Its critical to realize that these identity stories arent just specialcase situations confined to scientists or nurses or St LuciansIdentity is going to play a role in nearly every change situationEven yours When you think about the people whose behaviorneeds to change ask yourself whether they would agree with thisstatement I aspire to be the kind of person who would makethis change If their answer is yes thats an enormous factor in your favor If their answer is no then youll have to work hard toshow them that they should aspire to a different self-image Andthats exactly what Paul Butler did in St Lucia He convinced theislands citizens to think This is our bird-if we want to be goodSt Lucians wed better protect it

in a business context consider a firmthat invented an identity that subsequently became the engine ofits success The firm is Brasilata-its a US$ 1 70 million manufacturingfirm in Brazil that produces various kinds of steel cansAs youd imagine the can manufacturing industry is relativelymature-not much growth not much excitement But Brasilatadefies the stereotype of a boring stuck-in-its ways manufacturerIn fact it has one of the best reputations for innovation of anycompany in Latin America

How does a manufacturer of cans become known as an innovatorBrasilatas founders were inspired by the philosophy ofJapanese car manufacturers like Honda and Toyota which empoweredtheir frontline employees to take ownership of theirwork For instance at Toyota any employee who spotted a defectcould stop the assembly line (this would have been unthinkablein Detroit at the time) Toyota and Honda also actively solicited

ideas for innovation from their employees In 1 987 the foundersof Brasilata launched an employee-innovation program modeledon the Japanese forerunnersA new identity was the core of the program Employees ofBrasilata hecame known as inventors and when new employeesjoined the firm they were asked to sign an innovation contractThis wasnt simply feel-good language Top management challengedemployees to be on the lookout for potential innovationsideasfor how to create better products improve productionprocesses and squeeze costs out of the system Procedures developedwithin the factory made it easy for inventors to submit theirideas

The program succeeded beyond any reasonable expectationsIn 2008 employees submitted 1 34846 ideas-an averageof 1452 ideas per inventor This figure puts Brasilata on par withthe Japanese trendsetters that had inspired the programMany of the suggestions led to the development of new productsFor instance in late 2008 Brasilata came up with a new approachfor steel cans designed to carry dangerous or flammableliquids To meet United Nations standards such cans must beable to withstand a drop from 1 2 meters (roughly 4 feet) Traditionallymost manufacturers had reached this standard by thickeningthe metal layers which used up more raw material andrequired new production processes And the reinforced designswerent foolproof-the metal seams were prone to split if a canlanded on an edgeBrasilatas inventors

suggested a new design inspired by carbumpers that collapse on impact Their new steel can deformedslightly on impact reducing stress on the critical seam The newdesign resisted impact better while also reducing the amount ofsteel in the canThe inventors have led Brasilata through emergencies In200 1 a severe energy crisis-the blackout syndrome ndashforced

the government of Brazil to ration energy Businesses received astrict quota of electricity The inventors went to work dreamingup power-saving ideas-hundreds of them Within a few weeksBrasilatas energy consumption was reduced by 35 percent fallingbelow the companys quota and allowing the company to resell itsextra energy

Another unexpected idea was jointly suggested by two employeesEliminate our jobs theyre not necessary anymore The ideawas accepted but the company found a new place for the employeesBrasilata has a no-dismissal policy and also distributes1 5 percent of its net profits to employees Its no surprise thatBrasilata consistently appears on best places to work lists inBrazilLets remember something This inventor identity whichhas fueled business success and employee satisfaction was madeup None of Brasilatas employees were born inventors Theidentity was introduced to them and they liked the sound of itIt seemed to be a mantle worth wearing Being an inventor hasbecome a source of pride and strength

If cultivating an identity sounds daunting take heart A classicstudy in psychology shows that you can start with small steps Inthe 1960s two psychologists from Stanford University JonathanFreedman and Scott Fraser asked a researcher to go door-to-doorin an upscale neighborhood in Palo Alto California

Pg 158

indeed 83 percent of the home ownerspassed on the opportunity ldquo

Two weeks earlier thesame home owners had been approached by a volunteer claimingto represent a different driver-safety organization They wereasked to put a tiny Be a Safe Driver sign-less than half thesize of a postcard-in the window of their car or home The volunteersaid the sign was intended to make citizens more aware ofthe need to drive carefully This seemed such a trivial commitmentthat almost all of the home owners said yes

When the researcherscame back two weeks later and asked the home owners to installthe eyesore billboard 76 percent accepted it

the science of the billboardstudy says something pretty remarkable It shows us that peopleare receptive to developing new identities that identities growfrom small beginnings Once you start seeing yourself as a concernedcitizen youll want to keep acting like one Thats tremendouslygood news for someone leading a change effort It meansfor example that if you can show people why the environment isworth caring about it wont take years for them to think of themselvesas environmentalists It took only a few days for the homeowners to think of themselves as concerned citizens

You need to create the expectationof failure-not the failure of the mission itself but failureen route This notion takes us into a fascinating area of researchthat is likely to change the way you view the world

Main strategy 3 Shape the path3a Tweak the environment

bull TWEAK THE ENVIRONMENT When the situation changes the behavior

bull changes So change the situation [Throwing out the phone system at Rackspace

bull 1-Click ordering simplifying the online time sheet]bull Tweaking the environment is about making the right

behaviors a little bit easier and the wrong behaviors a little bit harder Its that simple

bull ]

Fundamental attribution error ndash we hurrily judge someonesomething from Direct

attributes but forget about situation that may have created those attributes

frequently blind to the power of situations In a famousarticle Stanford psychologist Lee Ross surveyed dozens ofstudies in psychology and noted that people have a systematictendency to ignore the situational forces that shape other peoplesbehavior He called this deep-rooted tendency the FundamentalAttribution Error The error lies in our inclination toattribute peoples behavior to the way they are rather than to thesituation they are in

how a smoother Path can change behavior consider someresearch that studied why college students did (or didnt) donatefood to a canned-food drive for charity The researchers knewsome students would be more charitable and generous thanothers and would be more inclined to donate food Theresearchers wondered Can we alter the situation so that jerks givetoo

Pg 182

Some students received a basicletter announcing the launch of a food drive the following weekand asking them to bring canned food to a booth on TressiderPlaza (a well-known spot on campus) Other students received amore detailed letter which included a map to the precise spot arequest for a can of beans and a suggestion that they think abouta time when theyd ordinarily be near Tressider Plaza so theywouldnt have to go out of their way to get there

Students who received the basic letter were not very generousOnly 8 percent of the saints donated and not a single one ofthe jerks

Students who received the more detailedletter were substantially more charitable 42 percent of thesaints donated and so did 2 5 percent of the jerks

Tweaking the environment is about making the right behaviorsa little bit easier and the wrong behaviors a little bit harder Itsthat simple

3b Build habit

bull When something becomes a habit our rational brain(rider) does not have to exert almost any energy or will power This will power energy is of limited supply and could not work for long stretch of time

bull So if step by step procedure some objective or main task could be turned into a habit it would be easier for human beings to do it

bull BUILD HABITS When behavior is habitual its free-it doesnt tax the Rider

bull Look for ways to encourage habits [Setting action triggers eating two bowls of

bull soup while dieting using checklists

Example or strategy to build habit

bull 21 days repetition method

3b Action trigger

Peter Gollwitzer a psychologist at New York University is thepioneer of work in this area He and colleague Veronika Brandstarterfound that action triggers are quite effective in motivatingaction

By preloading the decisionwe conserve the Riders self-control(it does not have to think about what to do)

In one study they tracked college students who had theoption to earn extra credit in a class by writing a paper about how they spent Christmas Eve But there was a catch To earn the credit they had to submit the paper by December 26 Most studentshad good intentions of writing the paper but only 33 percentof them got around to writing and submitting it Otherstudents in the study were required to set action triggers-tonote in advance exactly when and where they intended to write the report (for example Ill write this report in my dads officeon Christmas morning before everyone gets up) A whopping75 percent of those students wrote the report

3c Rally the herd

bull Social and peer pressure is a very strong force in motivating us to do something

bull So if influential celebrity type people do something the majority follow through Here 8020 rule applies

bull Again if someone could be told that the majority are doing this heshe would like to be the part of the group(here) and comply with Therefore become happy as becoming of a group that fulfills our belonging needs

bull The Elephant constantly looks to the herd for cues about how to behave

bull Other people are getting their work done on time Why wont you

bull RALLY THE HERD Behavior is contagious Help it spread [Fataki in Tanzaniafree spaces in hospitals seeding the tip jar]

By STANDER effect ndash humanbeings take decision after

looking what others doColumbia University students having volunteered for a researchstudy were asked to sit in a room and fill out a surveySome were left alone others were put in rooms with two otherstudents As they filled out their surveys a crisis emergedSmoke began to pour into the room through a wall vent Thesmoke continued to flow in irregular puffs until eventually theroom was filled with haze Of the students sitting in a room bythemselves 75 percent got up and found someone to alert aboutthe smoke But when three students were placed in the roomat the same time only 38 percent of the groups of three ever reportedthe smoke They just sat there inhaling the smoke eachindividuals inaction signaling to the other two people in theroom that this smoke cloud isnt such a big deal

In a similar study individuals or pairs who were completinga survey heard what sounded like a woman falling down loudlyon the other side of a room divider Of the lone bystanders 70percent went to help her but only 40 percent of the pairs helpedEven when the pairs helped they acted more slowly than the individuals

Why do groups fail to respond as well as individualsIn ambiguous situations-smoke pouring into a room theapparent sound of a fall-people look to others for cues abouthow to interpret the event If you see a man suddenly collapse atthe mall your brain races through possible interpretations Its aheart attack Or wait maybe he tripped and fell down Or whatif hes playing a gag on someone Youre reluctant to rush overimmediately because if he simply tripped your alarm-bell behaviorwill leave you both embarrassedIf youre the only person around to react youll probably makeyour best guess-heart attack-and rush over But if theres acrowd youve got two stimuli to process the collapse itself andthe crowds reaction to the collapse You might pause briefly tostudy the crowd Are other people acting like hes had a heart attackYou stand there idling ready to spring into action at thefirst sign of crisis But as you wait other people are looking backat you and when they see you idling your behavior becomes datafor their theory that its not an emergency And thats why threepeople can sit in a room filling with smoke and not make a peep

a group of socialpsychologists persuaded a hotel manager to test out a newsign in the hotel bathrooms The sign didnt mention the environmentat alIi it simply said that the the majority of guests atthe hotel reuse their towels at least once during their stay Itworked-guests who got this sign were 26 percent more likely toreuse their towels They took cues from the herdNote the downside though If the sign had said About 8of our guests decide to reuse their towels new guests would havebeen less likely to reuse theirs

SummaryHOW TO MAKE A SWITCHFor things to change somebody somewhere has to start actingdifferently Maybe its you maybe its your teamPicture that person (or people)Each has an emotional Elephant side and a rational Rider sideYouve got to reach both And youve also got to clear the wayfor them to succeed In short you must do three things

DIRECT the RiderFOLLOW THE BRIGHT SPOTS Investigate whats working and clone it [Jerrysternin in Vietnam solutions-focused therapy]SCRIPT THE CRITICAL MOVES Dont think big picture think in terms of specificbehaviors [1 milk four rules at the Brazilian railroad]POINT TO THE DESTINATION Change is easier when you know where youregoing and why its worth it [You ll be third graders soon No dry holes at BP]

MOTIVATE the ElephantFIND THE FEELING Knowing something isn t enough to cause change Makepeople feel something [Piling gloves on the table the chemotherapy video gameRobyn Waterss demos at Target]SHRINK THE CHANGE Break down the change until it no longer spooks the Elephant[The 5-Minute Room Rescue procurement reform]GROW YOUR PEOPLE Cultivate a sense of identity and instill the growth mindset[Brasilatas inventors junior-high math kids turnaround]

SHAPE the PathTWEAK THE ENVIRONMENT When the situation changes the behaviorchanges So change the situation [Throwing out the phone system at Rackspace1-Click ordering simplifying the online time sheet]BUILD HABITS When behavior is habitual its free-it doesnt tax the RiderLook for ways to encourage habits [Setting action triggers eating two bowls ofsoup while dieting using checklists]RALLY THE HERD Behavior is contagious Help it spread [Fataki in Tanzaniafree spaces in hospitals seeding the tip jar]

Summary Direct the Rider(Head rational thinker)

Heres the good news The Riders strengths are substantialand his flaws can be mitigated When you appeal to the Rider insideyourself or inside others you are trying to influence yourgame plan should be simpleFirst follow the bright spots Think of the Vietnamese childrenwho stayed well nourished against the odds or the Genentechsales reps who racked up sales against the odds AB you analyzeyour situation youre sure to find some things that are workingbetter than others Dont obsess about the failures Instead investigateand clone the successesNext give direction to the Rider-both a start and a finishSend him a destination postcard (Youll be a third grader soon)and script his critical moves (Buy 1 milk) When you do these things youll prepare the Rider to lead aswitch And youll arm him for the ongoing struggles with hisreluctant and formidable partner the Elephant

Summary Motivate the Elephant(Lazy pleasure loving self)

In times of change we need to remind ourselves and others againand again of certain basic truths Our brains and our abilities arelike muscles They can be strengthened with practice Were notborn skateboarders or scientists or nurses we must learn how toskateboard do science or care for sick people And our inspirationto change ourselves comes from our desire to live up to thoseidentitiesIn the story of Molly Howard we see that amazing things canhappen when you combine the aspiration of a new identity withthe persistence of the growth mindset Thats how you grow yourpeople

Over the past few chapters weve seen that the centralchallenge of change is keeping the Elephant moving forwardWhereas the Rider needs direction the Elephant needs motivationAnd weve seen that motivation comes from feelingknowledgeisnt enough to motivate change But motivation alsocomes from confidence The Elephant has to believe that its capableof conquering the change And there are two routes tobuilding peoples confidence so that they feel big relative totheir challenge You can shrink the change or grow your people(or preferably both)

Summary Shaping the pathOur picture of change is still incomplete though because itsclear that in some situations even a reluctant Elephant and a confusedRider will manage to change their behavior For instanceconsider the fact that even a lost angry driver who is hopelesslylate for an appointment will stop dutifully for a red lightThats why to make changes stick weve got to think aboutshaping the Path

First you need to tweak theenvironment to provide a free space for discussion At Alpha therotational teams had a private place to meet and that created afree space where the new identity could grow Do your own reformershave a private place where they can meet and coordinate

Second you should build good habits Recall the idea of actiontriggers-visualizing when and where you are going to dosomething important The interns at Alpha were essentially settingaction triggers They thought about what they would sayand how they would act when 9 pm came and the signoutprocess was triggered They mentally rehearsed how they wouldrespond if an argument flared up with the night resident Havemembers of your team rehearsed how theyll react when theymeet resistance from your organizations old guard

Finally you should rally the herd At Alpha the leaders helpedthe reformers find one another and the reformers began to createa language-as we saw in the examples of the designateddriver and Fataki-that allowed them to talk about their valueswith others As a leader you can help prod them to create this languageto find ways to articulate what is different and better aboutthe change you seek

We started the Path section by discussing the Fundamental AttributionError-the tendency to attribute behavior to peoplescharacter rather than to their environments Look again at theteaching-hospital example At Alpha 42 percent of superiors supportedthe change at Beta 66 percent supported it Almost all ofus would have put our money on Beta Not many of us whenconfronted with that data would have immediately thought Yesbut what about the situational forces

At the two hospitals individual character competed with situationalforces and situational forces won This brings us backfull circle to the food drive study where a jerk with clear instructionswas more charitable than a saint with generic instructionsThe line between saints and jerks wasnt as clear as we mighthave thought Neither was the line between supporters and resistersof hospital reformIf the right Path can turn a jerk into a saint then the rightPath can also turn a change enemy into an ally

ReferenceReference book HOW TO CHANGE THINGS WHEN CH ANGE IS HARD

By CHIP HEATH (a professor at the GraduateSchool of Business at Stanford University) and DAN HEATH(a senior fellow at Duke Universitys Centerfor the Advancement of Social Entrepreneurship(CASE))

• Change Management
• Reference
• Slide 3
• Rider
• Elephant
• Main strategy 1 Direct the Rider 1a Follow the brightspot
• Details of Vietnam example
• Slide 8
• Slide 9
• Main strategy 1 Direct the Rider 1b Script the critical move
• Slide 11
• Slide 12
• Main strategy 1 Direct the Rider 1c POINT TO THE DESTINATION
• Main strategy 2 Motivate the Elephant 2a Find the Feeling
• Slide 15
• Slide 16
• Slide 17
• Slide 18
• Slide 19
• Slide 20
• Slide 21
• Slide 22
• Slide 23
• Main strategy 2 Motivate the Elephant 2b Shrink the Change
• Slide 25
• Slide 26
• Slide 27
• Slide 28
• Slide 29
• Slide 30
• Slide 31
• Slide 32
• Slide 33
• Slide 34
• Slide 35
• Slide 36
• Slide 37
• Slide 38
• Slide 39
• Slide 40
• Main strategy 2 Motivate the Elephant 2c Grow your people(creating sense of identity amp instill growth mindset)
• Slide 42
• Slide 43
• Slide 44
• Slide 45
• Slide 46
• Slide 47
• Slide 48
• Slide 49
• Slide 50
• Slide 51
• Slide 52
• Slide 53
• Slide 54
• Slide 55
• Main strategy 3 Shape the path 3a Tweak the environment
• Fundamental attribution error ndash we hurrily judge someonesomething from Direct attributes but forget about situation that may have created those attributes
• Slide 58
• Slide 59
• 3b Build habit
• Slide 61
• Example or strategy to build habit
• 3b Action trigger
• Slide 64
• 3c Rally the herd
• Slide 66
• By STANDER effect ndash humanbeings take decision after looking what others do
• Slide 68
• Slide 69
• Slide 70
• Summary
• Slide 72
• Slide 73
• Summary Direct the Rider(Head rational thinker)
• Summary Motivate the Elephant(Lazy pleasure loving self)
• Slide 76
• Summary Shaping the path
• Slide 78
• Slide 79
• Slide 80
• Slide 81

being specific about the behavioral change Kelman was directinghis constituents Riders) In his vision anytime employees neededsomething small-computer disks or a replacement hard driveor a carton of office paper-they should be able to march acrossthe street armed with their credit cards and purchase what theyneeded on the spot Kelman asked the agencies to make a formalPledge to embrace the idea The agencies were supportive soKelman pushed further Over the next year he organized fourmore pledgesso here they donrsquot need quotation or tender Government may check later whether it complies fair price policy

The second pledge was a biggie Kelman asked the agencies tobreak with the tradition of ignoring past performance He knewthis would be a tough sell so he decided to push for it publiclyonly when he was sure he had at least eight agencies onboard Hehit the phones and his employees and advisers rallied the peoplein their networks Eventually his team had eight agencies signedup but he wasnt finished After we got to nine agencies participationstarted snowballing and soon we could say to the holdoutsAlmost everyone but you is participating (This outcomeforeshadows a point that we make in Chapter 1 0 about behaviorbeing contagious Kelman managed to address all three parts ofthe framework-directing the Rider motivating the Elephantand shaping the Path)

When you engineer early successes what youre really doing isengineering hope Hope is precious to a change effort Its Elephantfuel

Main strategy 2 Motivate the Elephant2c Grow your people(creating sense of

identity amp instill growth mindset)bull Be noted identity may be created it is not always

inherited thing For example creating identity like Iutians are hard working gives a boost to the elephant to do something

bull So this identity to be created in positive way bull Identity may be achieved by birth and or individual

endeavour For example citizen of a country(by birth) is an identity received by birth while lsquoEngineerrsquo identity that is earned through hard study

bull Growth mindset to be instilled by removing limiting belief that things could not be changed by trying The new belief system should be that anything could be learnt and anything is possible

bull Example Brasilatas inventors

The St Lucia Parrot exists only o n the Caribbean island o f StLucia Its gorgeous with a vivid turquoise blue face lime greenwings and a striking red shield on its chest In 1977 only onehundred St Lucia Parrots were left on the island The populationhad been decimated by habitat destruction hunters andpeople who trapped them to use as pets The St Lucia Parrotseemed doomed in the words of one biologist the species couldnot escape oblivion by the year 2000Enter an unlikely savior college student Paul Butler In 1977Butler was finishing his last year of studies at North-East LondonPolytechnic Butlers passion was conservation and hed previouslyspent five weeks completing a field research expedition inSt Lucia where hed studied the parrot and submitted recommendationsfor preserving the species

Pg 149

Weve seen that one way to motivate a switch is to shrink thechange which makes people feel big relative to the challengeBut here were seeing something different Paul Butler didntshrink the change Instead he grew the people He made the StLucians swell with pride over their parrot-a species that existsnowhere else He inspired them to feel more determined moreready more motivated And when you build people up in thisway they dtvelop the strength to act

In essence Butlers goal was to convince St Lucians that theywere the kind of people who protected their own In public eventsButler stressed This parrot is ours Nobody has this but us Weneed to cherish it and look after it He did everything in hispower to make the public more familiar with the bird He hostedSt Lucia Parrot puppet shows distributed T-shirts cajoled a localband to record songs about the bird convinced local hotels toprint up bumper stickers recruited volunteers to dress up in parrotcostumes and visit local schools and asked local ministers tocite relevant Bible verses (for instance verses that instructed believersto be good stewards of the things that were in their trust)

James March a professor of politicalscience at Stanford University March says that when peoplemake choices they tend to rely on one of two basic models ofdecision making the consequences model or the identity modelThe consequences model is familiar to students of economicsIt assumes that when we have a decision to make we weigh thecosts and benefits of our options and make the choice thatmaximizes our satisfaction Its a rational analytical approachThis is the approach that Paul Buder knew would fail withSt Lucians because there simply wasnt a strong costbenefitcase for the parrot

In the identity model of decision making we essentially askourselves three questions when we have a decision to make Whoam l What kind of situation is this What would someone like medo in this situation Notice whats missing any calculation of costsand benefits The identity model explains the way most peoplevote which contradicts our notion of the self-interested voterIt helps to shed light on why an auto mechanic in Oklahomawould vote against a Democrat whod give him health insuranceand why a Silicon Valley millionaire would vote against a Republicanwhod cut her taxes

Generally when we use the word identity were talking aboutan immutable trait of some kind-such as a racial ethic orregional identity But thats a relatively narrow use of the termWere not just born with an identity we adopt identities throughoutour lives We aspire to be good mothers or fathers devoutCatholics or Muslims patriotic citizens and so on

Or consider a professional identity such as being a scientistClearly youre not born a scientist Its an identity you seek outand one that others such as your professors and mentors consciouslycultivate in you As you develop and grow in that identityit becomes an increasingly important part of your self-imageand triggers the kind of decision making that March describes

Its critical to realize that these identity stories arent just specialcase situations confined to scientists or nurses or St LuciansIdentity is going to play a role in nearly every change situationEven yours When you think about the people whose behaviorneeds to change ask yourself whether they would agree with thisstatement I aspire to be the kind of person who would makethis change If their answer is yes thats an enormous factor in your favor If their answer is no then youll have to work hard toshow them that they should aspire to a different self-image Andthats exactly what Paul Butler did in St Lucia He convinced theislands citizens to think This is our bird-if we want to be goodSt Lucians wed better protect it

in a business context consider a firmthat invented an identity that subsequently became the engine ofits success The firm is Brasilata-its a US$ 1 70 million manufacturingfirm in Brazil that produces various kinds of steel cansAs youd imagine the can manufacturing industry is relativelymature-not much growth not much excitement But Brasilatadefies the stereotype of a boring stuck-in-its ways manufacturerIn fact it has one of the best reputations for innovation of anycompany in Latin America

How does a manufacturer of cans become known as an innovatorBrasilatas founders were inspired by the philosophy ofJapanese car manufacturers like Honda and Toyota which empoweredtheir frontline employees to take ownership of theirwork For instance at Toyota any employee who spotted a defectcould stop the assembly line (this would have been unthinkablein Detroit at the time) Toyota and Honda also actively solicited

ideas for innovation from their employees In 1 987 the foundersof Brasilata launched an employee-innovation program modeledon the Japanese forerunnersA new identity was the core of the program Employees ofBrasilata hecame known as inventors and when new employeesjoined the firm they were asked to sign an innovation contractThis wasnt simply feel-good language Top management challengedemployees to be on the lookout for potential innovationsideasfor how to create better products improve productionprocesses and squeeze costs out of the system Procedures developedwithin the factory made it easy for inventors to submit theirideas

The program succeeded beyond any reasonable expectationsIn 2008 employees submitted 1 34846 ideas-an averageof 1452 ideas per inventor This figure puts Brasilata on par withthe Japanese trendsetters that had inspired the programMany of the suggestions led to the development of new productsFor instance in late 2008 Brasilata came up with a new approachfor steel cans designed to carry dangerous or flammableliquids To meet United Nations standards such cans must beable to withstand a drop from 1 2 meters (roughly 4 feet) Traditionallymost manufacturers had reached this standard by thickeningthe metal layers which used up more raw material andrequired new production processes And the reinforced designswerent foolproof-the metal seams were prone to split if a canlanded on an edgeBrasilatas inventors

suggested a new design inspired by carbumpers that collapse on impact Their new steel can deformedslightly on impact reducing stress on the critical seam The newdesign resisted impact better while also reducing the amount ofsteel in the canThe inventors have led Brasilata through emergencies In200 1 a severe energy crisis-the blackout syndrome ndashforced

the government of Brazil to ration energy Businesses received astrict quota of electricity The inventors went to work dreamingup power-saving ideas-hundreds of them Within a few weeksBrasilatas energy consumption was reduced by 35 percent fallingbelow the companys quota and allowing the company to resell itsextra energy

Another unexpected idea was jointly suggested by two employeesEliminate our jobs theyre not necessary anymore The ideawas accepted but the company found a new place for the employeesBrasilata has a no-dismissal policy and also distributes1 5 percent of its net profits to employees Its no surprise thatBrasilata consistently appears on best places to work lists inBrazilLets remember something This inventor identity whichhas fueled business success and employee satisfaction was madeup None of Brasilatas employees were born inventors Theidentity was introduced to them and they liked the sound of itIt seemed to be a mantle worth wearing Being an inventor hasbecome a source of pride and strength

If cultivating an identity sounds daunting take heart A classicstudy in psychology shows that you can start with small steps Inthe 1960s two psychologists from Stanford University JonathanFreedman and Scott Fraser asked a researcher to go door-to-doorin an upscale neighborhood in Palo Alto California

Pg 158

indeed 83 percent of the home ownerspassed on the opportunity ldquo

Two weeks earlier thesame home owners had been approached by a volunteer claimingto represent a different driver-safety organization They wereasked to put a tiny Be a Safe Driver sign-less than half thesize of a postcard-in the window of their car or home The volunteersaid the sign was intended to make citizens more aware ofthe need to drive carefully This seemed such a trivial commitmentthat almost all of the home owners said yes

When the researcherscame back two weeks later and asked the home owners to installthe eyesore billboard 76 percent accepted it

the science of the billboardstudy says something pretty remarkable It shows us that peopleare receptive to developing new identities that identities growfrom small beginnings Once you start seeing yourself as a concernedcitizen youll want to keep acting like one Thats tremendouslygood news for someone leading a change effort It meansfor example that if you can show people why the environment isworth caring about it wont take years for them to think of themselvesas environmentalists It took only a few days for the homeowners to think of themselves as concerned citizens

You need to create the expectationof failure-not the failure of the mission itself but failureen route This notion takes us into a fascinating area of researchthat is likely to change the way you view the world

Main strategy 3 Shape the path3a Tweak the environment

bull TWEAK THE ENVIRONMENT When the situation changes the behavior

bull changes So change the situation [Throwing out the phone system at Rackspace

bull 1-Click ordering simplifying the online time sheet]bull Tweaking the environment is about making the right

behaviors a little bit easier and the wrong behaviors a little bit harder Its that simple

bull ]

Fundamental attribution error ndash we hurrily judge someonesomething from Direct

attributes but forget about situation that may have created those attributes

frequently blind to the power of situations In a famousarticle Stanford psychologist Lee Ross surveyed dozens ofstudies in psychology and noted that people have a systematictendency to ignore the situational forces that shape other peoplesbehavior He called this deep-rooted tendency the FundamentalAttribution Error The error lies in our inclination toattribute peoples behavior to the way they are rather than to thesituation they are in

how a smoother Path can change behavior consider someresearch that studied why college students did (or didnt) donatefood to a canned-food drive for charity The researchers knewsome students would be more charitable and generous thanothers and would be more inclined to donate food Theresearchers wondered Can we alter the situation so that jerks givetoo

Pg 182

Some students received a basicletter announcing the launch of a food drive the following weekand asking them to bring canned food to a booth on TressiderPlaza (a well-known spot on campus) Other students received amore detailed letter which included a map to the precise spot arequest for a can of beans and a suggestion that they think abouta time when theyd ordinarily be near Tressider Plaza so theywouldnt have to go out of their way to get there

Students who received the basic letter were not very generousOnly 8 percent of the saints donated and not a single one ofthe jerks

Students who received the more detailedletter were substantially more charitable 42 percent of thesaints donated and so did 2 5 percent of the jerks

Tweaking the environment is about making the right behaviorsa little bit easier and the wrong behaviors a little bit harder Itsthat simple

3b Build habit

bull When something becomes a habit our rational brain(rider) does not have to exert almost any energy or will power This will power energy is of limited supply and could not work for long stretch of time

bull So if step by step procedure some objective or main task could be turned into a habit it would be easier for human beings to do it

bull BUILD HABITS When behavior is habitual its free-it doesnt tax the Rider

bull Look for ways to encourage habits [Setting action triggers eating two bowls of

bull soup while dieting using checklists

Example or strategy to build habit

bull 21 days repetition method

3b Action trigger

Peter Gollwitzer a psychologist at New York University is thepioneer of work in this area He and colleague Veronika Brandstarterfound that action triggers are quite effective in motivatingaction

By preloading the decisionwe conserve the Riders self-control(it does not have to think about what to do)

In one study they tracked college students who had theoption to earn extra credit in a class by writing a paper about how they spent Christmas Eve But there was a catch To earn the credit they had to submit the paper by December 26 Most studentshad good intentions of writing the paper but only 33 percentof them got around to writing and submitting it Otherstudents in the study were required to set action triggers-tonote in advance exactly when and where they intended to write the report (for example Ill write this report in my dads officeon Christmas morning before everyone gets up) A whopping75 percent of those students wrote the report

3c Rally the herd

bull Social and peer pressure is a very strong force in motivating us to do something

bull So if influential celebrity type people do something the majority follow through Here 8020 rule applies

bull Again if someone could be told that the majority are doing this heshe would like to be the part of the group(here) and comply with Therefore become happy as becoming of a group that fulfills our belonging needs

bull The Elephant constantly looks to the herd for cues about how to behave

bull Other people are getting their work done on time Why wont you

bull RALLY THE HERD Behavior is contagious Help it spread [Fataki in Tanzaniafree spaces in hospitals seeding the tip jar]

By STANDER effect ndash humanbeings take decision after

looking what others doColumbia University students having volunteered for a researchstudy were asked to sit in a room and fill out a surveySome were left alone others were put in rooms with two otherstudents As they filled out their surveys a crisis emergedSmoke began to pour into the room through a wall vent Thesmoke continued to flow in irregular puffs until eventually theroom was filled with haze Of the students sitting in a room bythemselves 75 percent got up and found someone to alert aboutthe smoke But when three students were placed in the roomat the same time only 38 percent of the groups of three ever reportedthe smoke They just sat there inhaling the smoke eachindividuals inaction signaling to the other two people in theroom that this smoke cloud isnt such a big deal

In a similar study individuals or pairs who were completinga survey heard what sounded like a woman falling down loudlyon the other side of a room divider Of the lone bystanders 70percent went to help her but only 40 percent of the pairs helpedEven when the pairs helped they acted more slowly than the individuals

Why do groups fail to respond as well as individualsIn ambiguous situations-smoke pouring into a room theapparent sound of a fall-people look to others for cues abouthow to interpret the event If you see a man suddenly collapse atthe mall your brain races through possible interpretations Its aheart attack Or wait maybe he tripped and fell down Or whatif hes playing a gag on someone Youre reluctant to rush overimmediately because if he simply tripped your alarm-bell behaviorwill leave you both embarrassedIf youre the only person around to react youll probably makeyour best guess-heart attack-and rush over But if theres acrowd youve got two stimuli to process the collapse itself andthe crowds reaction to the collapse You might pause briefly tostudy the crowd Are other people acting like hes had a heart attackYou stand there idling ready to spring into action at thefirst sign of crisis But as you wait other people are looking backat you and when they see you idling your behavior becomes datafor their theory that its not an emergency And thats why threepeople can sit in a room filling with smoke and not make a peep

a group of socialpsychologists persuaded a hotel manager to test out a newsign in the hotel bathrooms The sign didnt mention the environmentat alIi it simply said that the the majority of guests atthe hotel reuse their towels at least once during their stay Itworked-guests who got this sign were 26 percent more likely toreuse their towels They took cues from the herdNote the downside though If the sign had said About 8of our guests decide to reuse their towels new guests would havebeen less likely to reuse theirs

SummaryHOW TO MAKE A SWITCHFor things to change somebody somewhere has to start actingdifferently Maybe its you maybe its your teamPicture that person (or people)Each has an emotional Elephant side and a rational Rider sideYouve got to reach both And youve also got to clear the wayfor them to succeed In short you must do three things

DIRECT the RiderFOLLOW THE BRIGHT SPOTS Investigate whats working and clone it [Jerrysternin in Vietnam solutions-focused therapy]SCRIPT THE CRITICAL MOVES Dont think big picture think in terms of specificbehaviors [1 milk four rules at the Brazilian railroad]POINT TO THE DESTINATION Change is easier when you know where youregoing and why its worth it [You ll be third graders soon No dry holes at BP]

MOTIVATE the ElephantFIND THE FEELING Knowing something isn t enough to cause change Makepeople feel something [Piling gloves on the table the chemotherapy video gameRobyn Waterss demos at Target]SHRINK THE CHANGE Break down the change until it no longer spooks the Elephant[The 5-Minute Room Rescue procurement reform]GROW YOUR PEOPLE Cultivate a sense of identity and instill the growth mindset[Brasilatas inventors junior-high math kids turnaround]

SHAPE the PathTWEAK THE ENVIRONMENT When the situation changes the behaviorchanges So change the situation [Throwing out the phone system at Rackspace1-Click ordering simplifying the online time sheet]BUILD HABITS When behavior is habitual its free-it doesnt tax the RiderLook for ways to encourage habits [Setting action triggers eating two bowls ofsoup while dieting using checklists]RALLY THE HERD Behavior is contagious Help it spread [Fataki in Tanzaniafree spaces in hospitals seeding the tip jar]

Summary Direct the Rider(Head rational thinker)

Heres the good news The Riders strengths are substantialand his flaws can be mitigated When you appeal to the Rider insideyourself or inside others you are trying to influence yourgame plan should be simpleFirst follow the bright spots Think of the Vietnamese childrenwho stayed well nourished against the odds or the Genentechsales reps who racked up sales against the odds AB you analyzeyour situation youre sure to find some things that are workingbetter than others Dont obsess about the failures Instead investigateand clone the successesNext give direction to the Rider-both a start and a finishSend him a destination postcard (Youll be a third grader soon)and script his critical moves (Buy 1 milk) When you do these things youll prepare the Rider to lead aswitch And youll arm him for the ongoing struggles with hisreluctant and formidable partner the Elephant

Summary Motivate the Elephant(Lazy pleasure loving self)

In times of change we need to remind ourselves and others againand again of certain basic truths Our brains and our abilities arelike muscles They can be strengthened with practice Were notborn skateboarders or scientists or nurses we must learn how toskateboard do science or care for sick people And our inspirationto change ourselves comes from our desire to live up to thoseidentitiesIn the story of Molly Howard we see that amazing things canhappen when you combine the aspiration of a new identity withthe persistence of the growth mindset Thats how you grow yourpeople

Over the past few chapters weve seen that the centralchallenge of change is keeping the Elephant moving forwardWhereas the Rider needs direction the Elephant needs motivationAnd weve seen that motivation comes from feelingknowledgeisnt enough to motivate change But motivation alsocomes from confidence The Elephant has to believe that its capableof conquering the change And there are two routes tobuilding peoples confidence so that they feel big relative totheir challenge You can shrink the change or grow your people(or preferably both)

Summary Shaping the pathOur picture of change is still incomplete though because itsclear that in some situations even a reluctant Elephant and a confusedRider will manage to change their behavior For instanceconsider the fact that even a lost angry driver who is hopelesslylate for an appointment will stop dutifully for a red lightThats why to make changes stick weve got to think aboutshaping the Path

First you need to tweak theenvironment to provide a free space for discussion At Alpha therotational teams had a private place to meet and that created afree space where the new identity could grow Do your own reformershave a private place where they can meet and coordinate

Second you should build good habits Recall the idea of actiontriggers-visualizing when and where you are going to dosomething important The interns at Alpha were essentially settingaction triggers They thought about what they would sayand how they would act when 9 pm came and the signoutprocess was triggered They mentally rehearsed how they wouldrespond if an argument flared up with the night resident Havemembers of your team rehearsed how theyll react when theymeet resistance from your organizations old guard

Finally you should rally the herd At Alpha the leaders helpedthe reformers find one another and the reformers began to createa language-as we saw in the examples of the designateddriver and Fataki-that allowed them to talk about their valueswith others As a leader you can help prod them to create this languageto find ways to articulate what is different and better aboutthe change you seek

We started the Path section by discussing the Fundamental AttributionError-the tendency to attribute behavior to peoplescharacter rather than to their environments Look again at theteaching-hospital example At Alpha 42 percent of superiors supportedthe change at Beta 66 percent supported it Almost all ofus would have put our money on Beta Not many of us whenconfronted with that data would have immediately thought Yesbut what about the situational forces

At the two hospitals individual character competed with situationalforces and situational forces won This brings us backfull circle to the food drive study where a jerk with clear instructionswas more charitable than a saint with generic instructionsThe line between saints and jerks wasnt as clear as we mighthave thought Neither was the line between supporters and resistersof hospital reformIf the right Path can turn a jerk into a saint then the rightPath can also turn a change enemy into an ally

ReferenceReference book HOW TO CHANGE THINGS WHEN CH ANGE IS HARD

By CHIP HEATH (a professor at the GraduateSchool of Business at Stanford University) and DAN HEATH(a senior fellow at Duke Universitys Centerfor the Advancement of Social Entrepreneurship(CASE))

• Change Management
• Reference
• Slide 3
• Rider
• Elephant
• Main strategy 1 Direct the Rider 1a Follow the brightspot
• Details of Vietnam example
• Slide 8
• Slide 9
• Main strategy 1 Direct the Rider 1b Script the critical move
• Slide 11
• Slide 12
• Main strategy 1 Direct the Rider 1c POINT TO THE DESTINATION
• Main strategy 2 Motivate the Elephant 2a Find the Feeling
• Slide 15
• Slide 16
• Slide 17
• Slide 18
• Slide 19
• Slide 20
• Slide 21
• Slide 22
• Slide 23
• Main strategy 2 Motivate the Elephant 2b Shrink the Change
• Slide 25
• Slide 26
• Slide 27
• Slide 28
• Slide 29
• Slide 30
• Slide 31
• Slide 32
• Slide 33
• Slide 34
• Slide 35
• Slide 36
• Slide 37
• Slide 38
• Slide 39
• Slide 40
• Main strategy 2 Motivate the Elephant 2c Grow your people(creating sense of identity amp instill growth mindset)
• Slide 42
• Slide 43
• Slide 44
• Slide 45
• Slide 46
• Slide 47
• Slide 48
• Slide 49
• Slide 50
• Slide 51
• Slide 52
• Slide 53
• Slide 54
• Slide 55
• Main strategy 3 Shape the path 3a Tweak the environment
• Fundamental attribution error ndash we hurrily judge someonesomething from Direct attributes but forget about situation that may have created those attributes
• Slide 58
• Slide 59
• 3b Build habit
• Slide 61
• Example or strategy to build habit
• 3b Action trigger
• Slide 64
• 3c Rally the herd
• Slide 66
• By STANDER effect ndash humanbeings take decision after looking what others do
• Slide 68
• Slide 69
• Slide 70
• Summary
• Slide 72
• Slide 73
• Summary Direct the Rider(Head rational thinker)
• Summary Motivate the Elephant(Lazy pleasure loving self)
• Slide 76
• Summary Shaping the path
• Slide 78
• Slide 79
• Slide 80
• Slide 81

The second pledge was a biggie Kelman asked the agencies tobreak with the tradition of ignoring past performance He knewthis would be a tough sell so he decided to push for it publiclyonly when he was sure he had at least eight agencies onboard Hehit the phones and his employees and advisers rallied the peoplein their networks Eventually his team had eight agencies signedup but he wasnt finished After we got to nine agencies participationstarted snowballing and soon we could say to the holdoutsAlmost everyone but you is participating (This outcomeforeshadows a point that we make in Chapter 1 0 about behaviorbeing contagious Kelman managed to address all three parts ofthe framework-directing the Rider motivating the Elephantand shaping the Path)

When you engineer early successes what youre really doing isengineering hope Hope is precious to a change effort Its Elephantfuel

Main strategy 2 Motivate the Elephant2c Grow your people(creating sense of

identity amp instill growth mindset)bull Be noted identity may be created it is not always

inherited thing For example creating identity like Iutians are hard working gives a boost to the elephant to do something

bull So this identity to be created in positive way bull Identity may be achieved by birth and or individual

endeavour For example citizen of a country(by birth) is an identity received by birth while lsquoEngineerrsquo identity that is earned through hard study

bull Growth mindset to be instilled by removing limiting belief that things could not be changed by trying The new belief system should be that anything could be learnt and anything is possible

bull Example Brasilatas inventors

The St Lucia Parrot exists only o n the Caribbean island o f StLucia Its gorgeous with a vivid turquoise blue face lime greenwings and a striking red shield on its chest In 1977 only onehundred St Lucia Parrots were left on the island The populationhad been decimated by habitat destruction hunters andpeople who trapped them to use as pets The St Lucia Parrotseemed doomed in the words of one biologist the species couldnot escape oblivion by the year 2000Enter an unlikely savior college student Paul Butler In 1977Butler was finishing his last year of studies at North-East LondonPolytechnic Butlers passion was conservation and hed previouslyspent five weeks completing a field research expedition inSt Lucia where hed studied the parrot and submitted recommendationsfor preserving the species

Pg 149

Weve seen that one way to motivate a switch is to shrink thechange which makes people feel big relative to the challengeBut here were seeing something different Paul Butler didntshrink the change Instead he grew the people He made the StLucians swell with pride over their parrot-a species that existsnowhere else He inspired them to feel more determined moreready more motivated And when you build people up in thisway they dtvelop the strength to act

In essence Butlers goal was to convince St Lucians that theywere the kind of people who protected their own In public eventsButler stressed This parrot is ours Nobody has this but us Weneed to cherish it and look after it He did everything in hispower to make the public more familiar with the bird He hostedSt Lucia Parrot puppet shows distributed T-shirts cajoled a localband to record songs about the bird convinced local hotels toprint up bumper stickers recruited volunteers to dress up in parrotcostumes and visit local schools and asked local ministers tocite relevant Bible verses (for instance verses that instructed believersto be good stewards of the things that were in their trust)

James March a professor of politicalscience at Stanford University March says that when peoplemake choices they tend to rely on one of two basic models ofdecision making the consequences model or the identity modelThe consequences model is familiar to students of economicsIt assumes that when we have a decision to make we weigh thecosts and benefits of our options and make the choice thatmaximizes our satisfaction Its a rational analytical approachThis is the approach that Paul Buder knew would fail withSt Lucians because there simply wasnt a strong costbenefitcase for the parrot

In the identity model of decision making we essentially askourselves three questions when we have a decision to make Whoam l What kind of situation is this What would someone like medo in this situation Notice whats missing any calculation of costsand benefits The identity model explains the way most peoplevote which contradicts our notion of the self-interested voterIt helps to shed light on why an auto mechanic in Oklahomawould vote against a Democrat whod give him health insuranceand why a Silicon Valley millionaire would vote against a Republicanwhod cut her taxes

Generally when we use the word identity were talking aboutan immutable trait of some kind-such as a racial ethic orregional identity But thats a relatively narrow use of the termWere not just born with an identity we adopt identities throughoutour lives We aspire to be good mothers or fathers devoutCatholics or Muslims patriotic citizens and so on

Or consider a professional identity such as being a scientistClearly youre not born a scientist Its an identity you seek outand one that others such as your professors and mentors consciouslycultivate in you As you develop and grow in that identityit becomes an increasingly important part of your self-imageand triggers the kind of decision making that March describes

Its critical to realize that these identity stories arent just specialcase situations confined to scientists or nurses or St LuciansIdentity is going to play a role in nearly every change situationEven yours When you think about the people whose behaviorneeds to change ask yourself whether they would agree with thisstatement I aspire to be the kind of person who would makethis change If their answer is yes thats an enormous factor in your favor If their answer is no then youll have to work hard toshow them that they should aspire to a different self-image Andthats exactly what Paul Butler did in St Lucia He convinced theislands citizens to think This is our bird-if we want to be goodSt Lucians wed better protect it

in a business context consider a firmthat invented an identity that subsequently became the engine ofits success The firm is Brasilata-its a US$ 1 70 million manufacturingfirm in Brazil that produces various kinds of steel cansAs youd imagine the can manufacturing industry is relativelymature-not much growth not much excitement But Brasilatadefies the stereotype of a boring stuck-in-its ways manufacturerIn fact it has one of the best reputations for innovation of anycompany in Latin America

How does a manufacturer of cans become known as an innovatorBrasilatas founders were inspired by the philosophy ofJapanese car manufacturers like Honda and Toyota which empoweredtheir frontline employees to take ownership of theirwork For instance at Toyota any employee who spotted a defectcould stop the assembly line (this would have been unthinkablein Detroit at the time) Toyota and Honda also actively solicited

ideas for innovation from their employees In 1 987 the foundersof Brasilata launched an employee-innovation program modeledon the Japanese forerunnersA new identity was the core of the program Employees ofBrasilata hecame known as inventors and when new employeesjoined the firm they were asked to sign an innovation contractThis wasnt simply feel-good language Top management challengedemployees to be on the lookout for potential innovationsideasfor how to create better products improve productionprocesses and squeeze costs out of the system Procedures developedwithin the factory made it easy for inventors to submit theirideas

The program succeeded beyond any reasonable expectationsIn 2008 employees submitted 1 34846 ideas-an averageof 1452 ideas per inventor This figure puts Brasilata on par withthe Japanese trendsetters that had inspired the programMany of the suggestions led to the development of new productsFor instance in late 2008 Brasilata came up with a new approachfor steel cans designed to carry dangerous or flammableliquids To meet United Nations standards such cans must beable to withstand a drop from 1 2 meters (roughly 4 feet) Traditionallymost manufacturers had reached this standard by thickeningthe metal layers which used up more raw material andrequired new production processes And the reinforced designswerent foolproof-the metal seams were prone to split if a canlanded on an edgeBrasilatas inventors

suggested a new design inspired by carbumpers that collapse on impact Their new steel can deformedslightly on impact reducing stress on the critical seam The newdesign resisted impact better while also reducing the amount ofsteel in the canThe inventors have led Brasilata through emergencies In200 1 a severe energy crisis-the blackout syndrome ndashforced

the government of Brazil to ration energy Businesses received astrict quota of electricity The inventors went to work dreamingup power-saving ideas-hundreds of them Within a few weeksBrasilatas energy consumption was reduced by 35 percent fallingbelow the companys quota and allowing the company to resell itsextra energy

Another unexpected idea was jointly suggested by two employeesEliminate our jobs theyre not necessary anymore The ideawas accepted but the company found a new place for the employeesBrasilata has a no-dismissal policy and also distributes1 5 percent of its net profits to employees Its no surprise thatBrasilata consistently appears on best places to work lists inBrazilLets remember something This inventor identity whichhas fueled business success and employee satisfaction was madeup None of Brasilatas employees were born inventors Theidentity was introduced to them and they liked the sound of itIt seemed to be a mantle worth wearing Being an inventor hasbecome a source of pride and strength

If cultivating an identity sounds daunting take heart A classicstudy in psychology shows that you can start with small steps Inthe 1960s two psychologists from Stanford University JonathanFreedman and Scott Fraser asked a researcher to go door-to-doorin an upscale neighborhood in Palo Alto California

Pg 158

indeed 83 percent of the home ownerspassed on the opportunity ldquo

Two weeks earlier thesame home owners had been approached by a volunteer claimingto represent a different driver-safety organization They wereasked to put a tiny Be a Safe Driver sign-less than half thesize of a postcard-in the window of their car or home The volunteersaid the sign was intended to make citizens more aware ofthe need to drive carefully This seemed such a trivial commitmentthat almost all of the home owners said yes

When the researcherscame back two weeks later and asked the home owners to installthe eyesore billboard 76 percent accepted it

the science of the billboardstudy says something pretty remarkable It shows us that peopleare receptive to developing new identities that identities growfrom small beginnings Once you start seeing yourself as a concernedcitizen youll want to keep acting like one Thats tremendouslygood news for someone leading a change effort It meansfor example that if you can show people why the environment isworth caring about it wont take years for them to think of themselvesas environmentalists It took only a few days for the homeowners to think of themselves as concerned citizens

You need to create the expectationof failure-not the failure of the mission itself but failureen route This notion takes us into a fascinating area of researchthat is likely to change the way you view the world

Main strategy 3 Shape the path3a Tweak the environment

bull TWEAK THE ENVIRONMENT When the situation changes the behavior

bull changes So change the situation [Throwing out the phone system at Rackspace

bull 1-Click ordering simplifying the online time sheet]bull Tweaking the environment is about making the right

behaviors a little bit easier and the wrong behaviors a little bit harder Its that simple

bull ]

Fundamental attribution error ndash we hurrily judge someonesomething from Direct

attributes but forget about situation that may have created those attributes

frequently blind to the power of situations In a famousarticle Stanford psychologist Lee Ross surveyed dozens ofstudies in psychology and noted that people have a systematictendency to ignore the situational forces that shape other peoplesbehavior He called this deep-rooted tendency the FundamentalAttribution Error The error lies in our inclination toattribute peoples behavior to the way they are rather than to thesituation they are in

how a smoother Path can change behavior consider someresearch that studied why college students did (or didnt) donatefood to a canned-food drive for charity The researchers knewsome students would be more charitable and generous thanothers and would be more inclined to donate food Theresearchers wondered Can we alter the situation so that jerks givetoo

Pg 182

Some students received a basicletter announcing the launch of a food drive the following weekand asking them to bring canned food to a booth on TressiderPlaza (a well-known spot on campus) Other students received amore detailed letter which included a map to the precise spot arequest for a can of beans and a suggestion that they think abouta time when theyd ordinarily be near Tressider Plaza so theywouldnt have to go out of their way to get there

Students who received the basic letter were not very generousOnly 8 percent of the saints donated and not a single one ofthe jerks

Students who received the more detailedletter were substantially more charitable 42 percent of thesaints donated and so did 2 5 percent of the jerks

Tweaking the environment is about making the right behaviorsa little bit easier and the wrong behaviors a little bit harder Itsthat simple

3b Build habit

bull When something becomes a habit our rational brain(rider) does not have to exert almost any energy or will power This will power energy is of limited supply and could not work for long stretch of time

bull So if step by step procedure some objective or main task could be turned into a habit it would be easier for human beings to do it

bull BUILD HABITS When behavior is habitual its free-it doesnt tax the Rider

bull Look for ways to encourage habits [Setting action triggers eating two bowls of

bull soup while dieting using checklists

Example or strategy to build habit

bull 21 days repetition method

3b Action trigger

Peter Gollwitzer a psychologist at New York University is thepioneer of work in this area He and colleague Veronika Brandstarterfound that action triggers are quite effective in motivatingaction

By preloading the decisionwe conserve the Riders self-control(it does not have to think about what to do)

In one study they tracked college students who had theoption to earn extra credit in a class by writing a paper about how they spent Christmas Eve But there was a catch To earn the credit they had to submit the paper by December 26 Most studentshad good intentions of writing the paper but only 33 percentof them got around to writing and submitting it Otherstudents in the study were required to set action triggers-tonote in advance exactly when and where they intended to write the report (for example Ill write this report in my dads officeon Christmas morning before everyone gets up) A whopping75 percent of those students wrote the report

3c Rally the herd

bull Social and peer pressure is a very strong force in motivating us to do something

bull So if influential celebrity type people do something the majority follow through Here 8020 rule applies

bull Again if someone could be told that the majority are doing this heshe would like to be the part of the group(here) and comply with Therefore become happy as becoming of a group that fulfills our belonging needs

bull The Elephant constantly looks to the herd for cues about how to behave

bull Other people are getting their work done on time Why wont you

bull RALLY THE HERD Behavior is contagious Help it spread [Fataki in Tanzaniafree spaces in hospitals seeding the tip jar]

By STANDER effect ndash humanbeings take decision after

looking what others doColumbia University students having volunteered for a researchstudy were asked to sit in a room and fill out a surveySome were left alone others were put in rooms with two otherstudents As they filled out their surveys a crisis emergedSmoke began to pour into the room through a wall vent Thesmoke continued to flow in irregular puffs until eventually theroom was filled with haze Of the students sitting in a room bythemselves 75 percent got up and found someone to alert aboutthe smoke But when three students were placed in the roomat the same time only 38 percent of the groups of three ever reportedthe smoke They just sat there inhaling the smoke eachindividuals inaction signaling to the other two people in theroom that this smoke cloud isnt such a big deal

In a similar study individuals or pairs who were completinga survey heard what sounded like a woman falling down loudlyon the other side of a room divider Of the lone bystanders 70percent went to help her but only 40 percent of the pairs helpedEven when the pairs helped they acted more slowly than the individuals

Why do groups fail to respond as well as individualsIn ambiguous situations-smoke pouring into a room theapparent sound of a fall-people look to others for cues abouthow to interpret the event If you see a man suddenly collapse atthe mall your brain races through possible interpretations Its aheart attack Or wait maybe he tripped and fell down Or whatif hes playing a gag on someone Youre reluctant to rush overimmediately because if he simply tripped your alarm-bell behaviorwill leave you both embarrassedIf youre the only person around to react youll probably makeyour best guess-heart attack-and rush over But if theres acrowd youve got two stimuli to process the collapse itself andthe crowds reaction to the collapse You might pause briefly tostudy the crowd Are other people acting like hes had a heart attackYou stand there idling ready to spring into action at thefirst sign of crisis But as you wait other people are looking backat you and when they see you idling your behavior becomes datafor their theory that its not an emergency And thats why threepeople can sit in a room filling with smoke and not make a peep

a group of socialpsychologists persuaded a hotel manager to test out a newsign in the hotel bathrooms The sign didnt mention the environmentat alIi it simply said that the the majority of guests atthe hotel reuse their towels at least once during their stay Itworked-guests who got this sign were 26 percent more likely toreuse their towels They took cues from the herdNote the downside though If the sign had said About 8of our guests decide to reuse their towels new guests would havebeen less likely to reuse theirs

SummaryHOW TO MAKE A SWITCHFor things to change somebody somewhere has to start actingdifferently Maybe its you maybe its your teamPicture that person (or people)Each has an emotional Elephant side and a rational Rider sideYouve got to reach both And youve also got to clear the wayfor them to succeed In short you must do three things

DIRECT the RiderFOLLOW THE BRIGHT SPOTS Investigate whats working and clone it [Jerrysternin in Vietnam solutions-focused therapy]SCRIPT THE CRITICAL MOVES Dont think big picture think in terms of specificbehaviors [1 milk four rules at the Brazilian railroad]POINT TO THE DESTINATION Change is easier when you know where youregoing and why its worth it [You ll be third graders soon No dry holes at BP]

MOTIVATE the ElephantFIND THE FEELING Knowing something isn t enough to cause change Makepeople feel something [Piling gloves on the table the chemotherapy video gameRobyn Waterss demos at Target]SHRINK THE CHANGE Break down the change until it no longer spooks the Elephant[The 5-Minute Room Rescue procurement reform]GROW YOUR PEOPLE Cultivate a sense of identity and instill the growth mindset[Brasilatas inventors junior-high math kids turnaround]

SHAPE the PathTWEAK THE ENVIRONMENT When the situation changes the behaviorchanges So change the situation [Throwing out the phone system at Rackspace1-Click ordering simplifying the online time sheet]BUILD HABITS When behavior is habitual its free-it doesnt tax the RiderLook for ways to encourage habits [Setting action triggers eating two bowls ofsoup while dieting using checklists]RALLY THE HERD Behavior is contagious Help it spread [Fataki in Tanzaniafree spaces in hospitals seeding the tip jar]

Summary Direct the Rider(Head rational thinker)

Heres the good news The Riders strengths are substantialand his flaws can be mitigated When you appeal to the Rider insideyourself or inside others you are trying to influence yourgame plan should be simpleFirst follow the bright spots Think of the Vietnamese childrenwho stayed well nourished against the odds or the Genentechsales reps who racked up sales against the odds AB you analyzeyour situation youre sure to find some things that are workingbetter than others Dont obsess about the failures Instead investigateand clone the successesNext give direction to the Rider-both a start and a finishSend him a destination postcard (Youll be a third grader soon)and script his critical moves (Buy 1 milk) When you do these things youll prepare the Rider to lead aswitch And youll arm him for the ongoing struggles with hisreluctant and formidable partner the Elephant

Summary Motivate the Elephant(Lazy pleasure loving self)

In times of change we need to remind ourselves and others againand again of certain basic truths Our brains and our abilities arelike muscles They can be strengthened with practice Were notborn skateboarders or scientists or nurses we must learn how toskateboard do science or care for sick people And our inspirationto change ourselves comes from our desire to live up to thoseidentitiesIn the story of Molly Howard we see that amazing things canhappen when you combine the aspiration of a new identity withthe persistence of the growth mindset Thats how you grow yourpeople

Over the past few chapters weve seen that the centralchallenge of change is keeping the Elephant moving forwardWhereas the Rider needs direction the Elephant needs motivationAnd weve seen that motivation comes from feelingknowledgeisnt enough to motivate change But motivation alsocomes from confidence The Elephant has to believe that its capableof conquering the change And there are two routes tobuilding peoples confidence so that they feel big relative totheir challenge You can shrink the change or grow your people(or preferably both)

Summary Shaping the pathOur picture of change is still incomplete though because itsclear that in some situations even a reluctant Elephant and a confusedRider will manage to change their behavior For instanceconsider the fact that even a lost angry driver who is hopelesslylate for an appointment will stop dutifully for a red lightThats why to make changes stick weve got to think aboutshaping the Path

First you need to tweak theenvironment to provide a free space for discussion At Alpha therotational teams had a private place to meet and that created afree space where the new identity could grow Do your own reformershave a private place where they can meet and coordinate

Second you should build good habits Recall the idea of actiontriggers-visualizing when and where you are going to dosomething important The interns at Alpha were essentially settingaction triggers They thought about what they would sayand how they would act when 9 pm came and the signoutprocess was triggered They mentally rehearsed how they wouldrespond if an argument flared up with the night resident Havemembers of your team rehearsed how theyll react when theymeet resistance from your organizations old guard

Finally you should rally the herd At Alpha the leaders helpedthe reformers find one another and the reformers began to createa language-as we saw in the examples of the designateddriver and Fataki-that allowed them to talk about their valueswith others As a leader you can help prod them to create this languageto find ways to articulate what is different and better aboutthe change you seek

We started the Path section by discussing the Fundamental AttributionError-the tendency to attribute behavior to peoplescharacter rather than to their environments Look again at theteaching-hospital example At Alpha 42 percent of superiors supportedthe change at Beta 66 percent supported it Almost all ofus would have put our money on Beta Not many of us whenconfronted with that data would have immediately thought Yesbut what about the situational forces

At the two hospitals individual character competed with situationalforces and situational forces won This brings us backfull circle to the food drive study where a jerk with clear instructionswas more charitable than a saint with generic instructionsThe line between saints and jerks wasnt as clear as we mighthave thought Neither was the line between supporters and resistersof hospital reformIf the right Path can turn a jerk into a saint then the rightPath can also turn a change enemy into an ally

ReferenceReference book HOW TO CHANGE THINGS WHEN CH ANGE IS HARD

By CHIP HEATH (a professor at the GraduateSchool of Business at Stanford University) and DAN HEATH(a senior fellow at Duke Universitys Centerfor the Advancement of Social Entrepreneurship(CASE))

• Change Management
• Reference
• Slide 3
• Rider
• Elephant
• Main strategy 1 Direct the Rider 1a Follow the brightspot
• Details of Vietnam example
• Slide 8
• Slide 9
• Main strategy 1 Direct the Rider 1b Script the critical move
• Slide 11
• Slide 12
• Main strategy 1 Direct the Rider 1c POINT TO THE DESTINATION
• Main strategy 2 Motivate the Elephant 2a Find the Feeling
• Slide 15
• Slide 16
• Slide 17
• Slide 18
• Slide 19
• Slide 20
• Slide 21
• Slide 22
• Slide 23
• Main strategy 2 Motivate the Elephant 2b Shrink the Change
• Slide 25
• Slide 26
• Slide 27
• Slide 28
• Slide 29
• Slide 30
• Slide 31
• Slide 32
• Slide 33
• Slide 34
• Slide 35
• Slide 36
• Slide 37
• Slide 38
• Slide 39
• Slide 40
• Main strategy 2 Motivate the Elephant 2c Grow your people(creating sense of identity amp instill growth mindset)
• Slide 42
• Slide 43
• Slide 44
• Slide 45
• Slide 46
• Slide 47
• Slide 48
• Slide 49
• Slide 50
• Slide 51
• Slide 52
• Slide 53
• Slide 54
• Slide 55
• Main strategy 3 Shape the path 3a Tweak the environment
• Fundamental attribution error ndash we hurrily judge someonesomething from Direct attributes but forget about situation that may have created those attributes
• Slide 58
• Slide 59
• 3b Build habit
• Slide 61
• Example or strategy to build habit
• 3b Action trigger
• Slide 64
• 3c Rally the herd
• Slide 66
• By STANDER effect ndash humanbeings take decision after looking what others do
• Slide 68
• Slide 69
• Slide 70
• Summary
• Slide 72
• Slide 73
• Summary Direct the Rider(Head rational thinker)
• Summary Motivate the Elephant(Lazy pleasure loving self)
• Slide 76
• Summary Shaping the path
• Slide 78
• Slide 79
• Slide 80
• Slide 81

Main strategy 2 Motivate the Elephant2c Grow your people(creating sense of

identity amp instill growth mindset)bull Be noted identity may be created it is not always

inherited thing For example creating identity like Iutians are hard working gives a boost to the elephant to do something

bull So this identity to be created in positive way bull Identity may be achieved by birth and or individual

endeavour For example citizen of a country(by birth) is an identity received by birth while lsquoEngineerrsquo identity that is earned through hard study

bull Growth mindset to be instilled by removing limiting belief that things could not be changed by trying The new belief system should be that anything could be learnt and anything is possible

bull Example Brasilatas inventors

The St Lucia Parrot exists only o n the Caribbean island o f StLucia Its gorgeous with a vivid turquoise blue face lime greenwings and a striking red shield on its chest In 1977 only onehundred St Lucia Parrots were left on the island The populationhad been decimated by habitat destruction hunters andpeople who trapped them to use as pets The St Lucia Parrotseemed doomed in the words of one biologist the species couldnot escape oblivion by the year 2000Enter an unlikely savior college student Paul Butler In 1977Butler was finishing his last year of studies at North-East LondonPolytechnic Butlers passion was conservation and hed previouslyspent five weeks completing a field research expedition inSt Lucia where hed studied the parrot and submitted recommendationsfor preserving the species

Pg 149

Weve seen that one way to motivate a switch is to shrink thechange which makes people feel big relative to the challengeBut here were seeing something different Paul Butler didntshrink the change Instead he grew the people He made the StLucians swell with pride over their parrot-a species that existsnowhere else He inspired them to feel more determined moreready more motivated And when you build people up in thisway they dtvelop the strength to act

In essence Butlers goal was to convince St Lucians that theywere the kind of people who protected their own In public eventsButler stressed This parrot is ours Nobody has this but us Weneed to cherish it and look after it He did everything in hispower to make the public more familiar with the bird He hostedSt Lucia Parrot puppet shows distributed T-shirts cajoled a localband to record songs about the bird convinced local hotels toprint up bumper stickers recruited volunteers to dress up in parrotcostumes and visit local schools and asked local ministers tocite relevant Bible verses (for instance verses that instructed believersto be good stewards of the things that were in their trust)

James March a professor of politicalscience at Stanford University March says that when peoplemake choices they tend to rely on one of two basic models ofdecision making the consequences model or the identity modelThe consequences model is familiar to students of economicsIt assumes that when we have a decision to make we weigh thecosts and benefits of our options and make the choice thatmaximizes our satisfaction Its a rational analytical approachThis is the approach that Paul Buder knew would fail withSt Lucians because there simply wasnt a strong costbenefitcase for the parrot

In the identity model of decision making we essentially askourselves three questions when we have a decision to make Whoam l What kind of situation is this What would someone like medo in this situation Notice whats missing any calculation of costsand benefits The identity model explains the way most peoplevote which contradicts our notion of the self-interested voterIt helps to shed light on why an auto mechanic in Oklahomawould vote against a Democrat whod give him health insuranceand why a Silicon Valley millionaire would vote against a Republicanwhod cut her taxes

Generally when we use the word identity were talking aboutan immutable trait of some kind-such as a racial ethic orregional identity But thats a relatively narrow use of the termWere not just born with an identity we adopt identities throughoutour lives We aspire to be good mothers or fathers devoutCatholics or Muslims patriotic citizens and so on

Or consider a professional identity such as being a scientistClearly youre not born a scientist Its an identity you seek outand one that others such as your professors and mentors consciouslycultivate in you As you develop and grow in that identityit becomes an increasingly important part of your self-imageand triggers the kind of decision making that March describes

Its critical to realize that these identity stories arent just specialcase situations confined to scientists or nurses or St LuciansIdentity is going to play a role in nearly every change situationEven yours When you think about the people whose behaviorneeds to change ask yourself whether they would agree with thisstatement I aspire to be the kind of person who would makethis change If their answer is yes thats an enormous factor in your favor If their answer is no then youll have to work hard toshow them that they should aspire to a different self-image Andthats exactly what Paul Butler did in St Lucia He convinced theislands citizens to think This is our bird-if we want to be goodSt Lucians wed better protect it

in a business context consider a firmthat invented an identity that subsequently became the engine ofits success The firm is Brasilata-its a US$ 1 70 million manufacturingfirm in Brazil that produces various kinds of steel cansAs youd imagine the can manufacturing industry is relativelymature-not much growth not much excitement But Brasilatadefies the stereotype of a boring stuck-in-its ways manufacturerIn fact it has one of the best reputations for innovation of anycompany in Latin America

How does a manufacturer of cans become known as an innovatorBrasilatas founders were inspired by the philosophy ofJapanese car manufacturers like Honda and Toyota which empoweredtheir frontline employees to take ownership of theirwork For instance at Toyota any employee who spotted a defectcould stop the assembly line (this would have been unthinkablein Detroit at the time) Toyota and Honda also actively solicited

ideas for innovation from their employees In 1 987 the foundersof Brasilata launched an employee-innovation program modeledon the Japanese forerunnersA new identity was the core of the program Employees ofBrasilata hecame known as inventors and when new employeesjoined the firm they were asked to sign an innovation contractThis wasnt simply feel-good language Top management challengedemployees to be on the lookout for potential innovationsideasfor how to create better products improve productionprocesses and squeeze costs out of the system Procedures developedwithin the factory made it easy for inventors to submit theirideas

The program succeeded beyond any reasonable expectationsIn 2008 employees submitted 1 34846 ideas-an averageof 1452 ideas per inventor This figure puts Brasilata on par withthe Japanese trendsetters that had inspired the programMany of the suggestions led to the development of new productsFor instance in late 2008 Brasilata came up with a new approachfor steel cans designed to carry dangerous or flammableliquids To meet United Nations standards such cans must beable to withstand a drop from 1 2 meters (roughly 4 feet) Traditionallymost manufacturers had reached this standard by thickeningthe metal layers which used up more raw material andrequired new production processes And the reinforced designswerent foolproof-the metal seams were prone to split if a canlanded on an edgeBrasilatas inventors

suggested a new design inspired by carbumpers that collapse on impact Their new steel can deformedslightly on impact reducing stress on the critical seam The newdesign resisted impact better while also reducing the amount ofsteel in the canThe inventors have led Brasilata through emergencies In200 1 a severe energy crisis-the blackout syndrome ndashforced

the government of Brazil to ration energy Businesses received astrict quota of electricity The inventors went to work dreamingup power-saving ideas-hundreds of them Within a few weeksBrasilatas energy consumption was reduced by 35 percent fallingbelow the companys quota and allowing the company to resell itsextra energy

Another unexpected idea was jointly suggested by two employeesEliminate our jobs theyre not necessary anymore The ideawas accepted but the company found a new place for the employeesBrasilata has a no-dismissal policy and also distributes1 5 percent of its net profits to employees Its no surprise thatBrasilata consistently appears on best places to work lists inBrazilLets remember something This inventor identity whichhas fueled business success and employee satisfaction was madeup None of Brasilatas employees were born inventors Theidentity was introduced to them and they liked the sound of itIt seemed to be a mantle worth wearing Being an inventor hasbecome a source of pride and strength

If cultivating an identity sounds daunting take heart A classicstudy in psychology shows that you can start with small steps Inthe 1960s two psychologists from Stanford University JonathanFreedman and Scott Fraser asked a researcher to go door-to-doorin an upscale neighborhood in Palo Alto California

Pg 158

indeed 83 percent of the home ownerspassed on the opportunity ldquo

Two weeks earlier thesame home owners had been approached by a volunteer claimingto represent a different driver-safety organization They wereasked to put a tiny Be a Safe Driver sign-less than half thesize of a postcard-in the window of their car or home The volunteersaid the sign was intended to make citizens more aware ofthe need to drive carefully This seemed such a trivial commitmentthat almost all of the home owners said yes

When the researcherscame back two weeks later and asked the home owners to installthe eyesore billboard 76 percent accepted it

the science of the billboardstudy says something pretty remarkable It shows us that peopleare receptive to developing new identities that identities growfrom small beginnings Once you start seeing yourself as a concernedcitizen youll want to keep acting like one Thats tremendouslygood news for someone leading a change effort It meansfor example that if you can show people why the environment isworth caring about it wont take years for them to think of themselvesas environmentalists It took only a few days for the homeowners to think of themselves as concerned citizens

You need to create the expectationof failure-not the failure of the mission itself but failureen route This notion takes us into a fascinating area of researchthat is likely to change the way you view the world

Main strategy 3 Shape the path3a Tweak the environment

bull TWEAK THE ENVIRONMENT When the situation changes the behavior

bull changes So change the situation [Throwing out the phone system at Rackspace

bull 1-Click ordering simplifying the online time sheet]bull Tweaking the environment is about making the right

behaviors a little bit easier and the wrong behaviors a little bit harder Its that simple

bull ]

Fundamental attribution error ndash we hurrily judge someonesomething from Direct

attributes but forget about situation that may have created those attributes

frequently blind to the power of situations In a famousarticle Stanford psychologist Lee Ross surveyed dozens ofstudies in psychology and noted that people have a systematictendency to ignore the situational forces that shape other peoplesbehavior He called this deep-rooted tendency the FundamentalAttribution Error The error lies in our inclination toattribute peoples behavior to the way they are rather than to thesituation they are in

how a smoother Path can change behavior consider someresearch that studied why college students did (or didnt) donatefood to a canned-food drive for charity The researchers knewsome students would be more charitable and generous thanothers and would be more inclined to donate food Theresearchers wondered Can we alter the situation so that jerks givetoo

Pg 182

Some students received a basicletter announcing the launch of a food drive the following weekand asking them to bring canned food to a booth on TressiderPlaza (a well-known spot on campus) Other students received amore detailed letter which included a map to the precise spot arequest for a can of beans and a suggestion that they think abouta time when theyd ordinarily be near Tressider Plaza so theywouldnt have to go out of their way to get there

Students who received the basic letter were not very generousOnly 8 percent of the saints donated and not a single one ofthe jerks

Students who received the more detailedletter were substantially more charitable 42 percent of thesaints donated and so did 2 5 percent of the jerks

Tweaking the environment is about making the right behaviorsa little bit easier and the wrong behaviors a little bit harder Itsthat simple

3b Build habit

bull When something becomes a habit our rational brain(rider) does not have to exert almost any energy or will power This will power energy is of limited supply and could not work for long stretch of time

bull So if step by step procedure some objective or main task could be turned into a habit it would be easier for human beings to do it

bull BUILD HABITS When behavior is habitual its free-it doesnt tax the Rider

bull Look for ways to encourage habits [Setting action triggers eating two bowls of

bull soup while dieting using checklists

Example or strategy to build habit

bull 21 days repetition method

3b Action trigger

Peter Gollwitzer a psychologist at New York University is thepioneer of work in this area He and colleague Veronika Brandstarterfound that action triggers are quite effective in motivatingaction

By preloading the decisionwe conserve the Riders self-control(it does not have to think about what to do)

In one study they tracked college students who had theoption to earn extra credit in a class by writing a paper about how they spent Christmas Eve But there was a catch To earn the credit they had to submit the paper by December 26 Most studentshad good intentions of writing the paper but only 33 percentof them got around to writing and submitting it Otherstudents in the study were required to set action triggers-tonote in advance exactly when and where they intended to write the report (for example Ill write this report in my dads officeon Christmas morning before everyone gets up) A whopping75 percent of those students wrote the report

3c Rally the herd

bull Social and peer pressure is a very strong force in motivating us to do something

bull So if influential celebrity type people do something the majority follow through Here 8020 rule applies

bull Again if someone could be told that the majority are doing this heshe would like to be the part of the group(here) and comply with Therefore become happy as becoming of a group that fulfills our belonging needs

bull The Elephant constantly looks to the herd for cues about how to behave

bull Other people are getting their work done on time Why wont you

bull RALLY THE HERD Behavior is contagious Help it spread [Fataki in Tanzaniafree spaces in hospitals seeding the tip jar]

By STANDER effect ndash humanbeings take decision after

looking what others doColumbia University students having volunteered for a researchstudy were asked to sit in a room and fill out a surveySome were left alone others were put in rooms with two otherstudents As they filled out their surveys a crisis emergedSmoke began to pour into the room through a wall vent Thesmoke continued to flow in irregular puffs until eventually theroom was filled with haze Of the students sitting in a room bythemselves 75 percent got up and found someone to alert aboutthe smoke But when three students were placed in the roomat the same time only 38 percent of the groups of three ever reportedthe smoke They just sat there inhaling the smoke eachindividuals inaction signaling to the other two people in theroom that this smoke cloud isnt such a big deal

In a similar study individuals or pairs who were completinga survey heard what sounded like a woman falling down loudlyon the other side of a room divider Of the lone bystanders 70percent went to help her but only 40 percent of the pairs helpedEven when the pairs helped they acted more slowly than the individuals

Why do groups fail to respond as well as individualsIn ambiguous situations-smoke pouring into a room theapparent sound of a fall-people look to others for cues abouthow to interpret the event If you see a man suddenly collapse atthe mall your brain races through possible interpretations Its aheart attack Or wait maybe he tripped and fell down Or whatif hes playing a gag on someone Youre reluctant to rush overimmediately because if he simply tripped your alarm-bell behaviorwill leave you both embarrassedIf youre the only person around to react youll probably makeyour best guess-heart attack-and rush over But if theres acrowd youve got two stimuli to process the collapse itself andthe crowds reaction to the collapse You might pause briefly tostudy the crowd Are other people acting like hes had a heart attackYou stand there idling ready to spring into action at thefirst sign of crisis But as you wait other people are looking backat you and when they see you idling your behavior becomes datafor their theory that its not an emergency And thats why threepeople can sit in a room filling with smoke and not make a peep

a group of socialpsychologists persuaded a hotel manager to test out a newsign in the hotel bathrooms The sign didnt mention the environmentat alIi it simply said that the the majority of guests atthe hotel reuse their towels at least once during their stay Itworked-guests who got this sign were 26 percent more likely toreuse their towels They took cues from the herdNote the downside though If the sign had said About 8of our guests decide to reuse their towels new guests would havebeen less likely to reuse theirs

SummaryHOW TO MAKE A SWITCHFor things to change somebody somewhere has to start actingdifferently Maybe its you maybe its your teamPicture that person (or people)Each has an emotional Elephant side and a rational Rider sideYouve got to reach both And youve also got to clear the wayfor them to succeed In short you must do three things

DIRECT the RiderFOLLOW THE BRIGHT SPOTS Investigate whats working and clone it [Jerrysternin in Vietnam solutions-focused therapy]SCRIPT THE CRITICAL MOVES Dont think big picture think in terms of specificbehaviors [1 milk four rules at the Brazilian railroad]POINT TO THE DESTINATION Change is easier when you know where youregoing and why its worth it [You ll be third graders soon No dry holes at BP]

MOTIVATE the ElephantFIND THE FEELING Knowing something isn t enough to cause change Makepeople feel something [Piling gloves on the table the chemotherapy video gameRobyn Waterss demos at Target]SHRINK THE CHANGE Break down the change until it no longer spooks the Elephant[The 5-Minute Room Rescue procurement reform]GROW YOUR PEOPLE Cultivate a sense of identity and instill the growth mindset[Brasilatas inventors junior-high math kids turnaround]

SHAPE the PathTWEAK THE ENVIRONMENT When the situation changes the behaviorchanges So change the situation [Throwing out the phone system at Rackspace1-Click ordering simplifying the online time sheet]BUILD HABITS When behavior is habitual its free-it doesnt tax the RiderLook for ways to encourage habits [Setting action triggers eating two bowls ofsoup while dieting using checklists]RALLY THE HERD Behavior is contagious Help it spread [Fataki in Tanzaniafree spaces in hospitals seeding the tip jar]

Summary Direct the Rider(Head rational thinker)

Heres the good news The Riders strengths are substantialand his flaws can be mitigated When you appeal to the Rider insideyourself or inside others you are trying to influence yourgame plan should be simpleFirst follow the bright spots Think of the Vietnamese childrenwho stayed well nourished against the odds or the Genentechsales reps who racked up sales against the odds AB you analyzeyour situation youre sure to find some things that are workingbetter than others Dont obsess about the failures Instead investigateand clone the successesNext give direction to the Rider-both a start and a finishSend him a destination postcard (Youll be a third grader soon)and script his critical moves (Buy 1 milk) When you do these things youll prepare the Rider to lead aswitch And youll arm him for the ongoing struggles with hisreluctant and formidable partner the Elephant

Summary Motivate the Elephant(Lazy pleasure loving self)

In times of change we need to remind ourselves and others againand again of certain basic truths Our brains and our abilities arelike muscles They can be strengthened with practice Were notborn skateboarders or scientists or nurses we must learn how toskateboard do science or care for sick people And our inspirationto change ourselves comes from our desire to live up to thoseidentitiesIn the story of Molly Howard we see that amazing things canhappen when you combine the aspiration of a new identity withthe persistence of the growth mindset Thats how you grow yourpeople

Over the past few chapters weve seen that the centralchallenge of change is keeping the Elephant moving forwardWhereas the Rider needs direction the Elephant needs motivationAnd weve seen that motivation comes from feelingknowledgeisnt enough to motivate change But motivation alsocomes from confidence The Elephant has to believe that its capableof conquering the change And there are two routes tobuilding peoples confidence so that they feel big relative totheir challenge You can shrink the change or grow your people(or preferably both)

Summary Shaping the pathOur picture of change is still incomplete though because itsclear that in some situations even a reluctant Elephant and a confusedRider will manage to change their behavior For instanceconsider the fact that even a lost angry driver who is hopelesslylate for an appointment will stop dutifully for a red lightThats why to make changes stick weve got to think aboutshaping the Path

First you need to tweak theenvironment to provide a free space for discussion At Alpha therotational teams had a private place to meet and that created afree space where the new identity could grow Do your own reformershave a private place where they can meet and coordinate

Second you should build good habits Recall the idea of actiontriggers-visualizing when and where you are going to dosomething important The interns at Alpha were essentially settingaction triggers They thought about what they would sayand how they would act when 9 pm came and the signoutprocess was triggered They mentally rehearsed how they wouldrespond if an argument flared up with the night resident Havemembers of your team rehearsed how theyll react when theymeet resistance from your organizations old guard

Finally you should rally the herd At Alpha the leaders helpedthe reformers find one another and the reformers began to createa language-as we saw in the examples of the designateddriver and Fataki-that allowed them to talk about their valueswith others As a leader you can help prod them to create this languageto find ways to articulate what is different and better aboutthe change you seek

We started the Path section by discussing the Fundamental AttributionError-the tendency to attribute behavior to peoplescharacter rather than to their environments Look again at theteaching-hospital example At Alpha 42 percent of superiors supportedthe change at Beta 66 percent supported it Almost all ofus would have put our money on Beta Not many of us whenconfronted with that data would have immediately thought Yesbut what about the situational forces

At the two hospitals individual character competed with situationalforces and situational forces won This brings us backfull circle to the food drive study where a jerk with clear instructionswas more charitable than a saint with generic instructionsThe line between saints and jerks wasnt as clear as we mighthave thought Neither was the line between supporters and resistersof hospital reformIf the right Path can turn a jerk into a saint then the rightPath can also turn a change enemy into an ally

ReferenceReference book HOW TO CHANGE THINGS WHEN CH ANGE IS HARD

By CHIP HEATH (a professor at the GraduateSchool of Business at Stanford University) and DAN HEATH(a senior fellow at Duke Universitys Centerfor the Advancement of Social Entrepreneurship(CASE))

• Change Management
• Reference
• Slide 3
• Rider
• Elephant
• Main strategy 1 Direct the Rider 1a Follow the brightspot
• Details of Vietnam example
• Slide 8
• Slide 9
• Main strategy 1 Direct the Rider 1b Script the critical move
• Slide 11
• Slide 12
• Main strategy 1 Direct the Rider 1c POINT TO THE DESTINATION
• Main strategy 2 Motivate the Elephant 2a Find the Feeling
• Slide 15
• Slide 16
• Slide 17
• Slide 18
• Slide 19
• Slide 20
• Slide 21
• Slide 22
• Slide 23
• Main strategy 2 Motivate the Elephant 2b Shrink the Change
• Slide 25
• Slide 26
• Slide 27
• Slide 28
• Slide 29
• Slide 30
• Slide 31
• Slide 32
• Slide 33
• Slide 34
• Slide 35
• Slide 36
• Slide 37
• Slide 38
• Slide 39
• Slide 40
• Main strategy 2 Motivate the Elephant 2c Grow your people(creating sense of identity amp instill growth mindset)
• Slide 42
• Slide 43
• Slide 44
• Slide 45
• Slide 46
• Slide 47
• Slide 48
• Slide 49
• Slide 50
• Slide 51
• Slide 52
• Slide 53
• Slide 54
• Slide 55
• Main strategy 3 Shape the path 3a Tweak the environment
• Fundamental attribution error ndash we hurrily judge someonesomething from Direct attributes but forget about situation that may have created those attributes
• Slide 58
• Slide 59
• 3b Build habit
• Slide 61
• Example or strategy to build habit
• 3b Action trigger
• Slide 64
• 3c Rally the herd
• Slide 66
• By STANDER effect ndash humanbeings take decision after looking what others do
• Slide 68
• Slide 69
• Slide 70
• Summary
• Slide 72
• Slide 73
• Summary Direct the Rider(Head rational thinker)
• Summary Motivate the Elephant(Lazy pleasure loving self)
• Slide 76
• Summary Shaping the path
• Slide 78
• Slide 79
• Slide 80
• Slide 81

The St Lucia Parrot exists only o n the Caribbean island o f StLucia Its gorgeous with a vivid turquoise blue face lime greenwings and a striking red shield on its chest In 1977 only onehundred St Lucia Parrots were left on the island The populationhad been decimated by habitat destruction hunters andpeople who trapped them to use as pets The St Lucia Parrotseemed doomed in the words of one biologist the species couldnot escape oblivion by the year 2000Enter an unlikely savior college student Paul Butler In 1977Butler was finishing his last year of studies at North-East LondonPolytechnic Butlers passion was conservation and hed previouslyspent five weeks completing a field research expedition inSt Lucia where hed studied the parrot and submitted recommendationsfor preserving the species

Pg 149

Weve seen that one way to motivate a switch is to shrink thechange which makes people feel big relative to the challengeBut here were seeing something different Paul Butler didntshrink the change Instead he grew the people He made the StLucians swell with pride over their parrot-a species that existsnowhere else He inspired them to feel more determined moreready more motivated And when you build people up in thisway they dtvelop the strength to act

In essence Butlers goal was to convince St Lucians that theywere the kind of people who protected their own In public eventsButler stressed This parrot is ours Nobody has this but us Weneed to cherish it and look after it He did everything in hispower to make the public more familiar with the bird He hostedSt Lucia Parrot puppet shows distributed T-shirts cajoled a localband to record songs about the bird convinced local hotels toprint up bumper stickers recruited volunteers to dress up in parrotcostumes and visit local schools and asked local ministers tocite relevant Bible verses (for instance verses that instructed believersto be good stewards of the things that were in their trust)

James March a professor of politicalscience at Stanford University March says that when peoplemake choices they tend to rely on one of two basic models ofdecision making the consequences model or the identity modelThe consequences model is familiar to students of economicsIt assumes that when we have a decision to make we weigh thecosts and benefits of our options and make the choice thatmaximizes our satisfaction Its a rational analytical approachThis is the approach that Paul Buder knew would fail withSt Lucians because there simply wasnt a strong costbenefitcase for the parrot

In the identity model of decision making we essentially askourselves three questions when we have a decision to make Whoam l What kind of situation is this What would someone like medo in this situation Notice whats missing any calculation of costsand benefits The identity model explains the way most peoplevote which contradicts our notion of the self-interested voterIt helps to shed light on why an auto mechanic in Oklahomawould vote against a Democrat whod give him health insuranceand why a Silicon Valley millionaire would vote against a Republicanwhod cut her taxes

Generally when we use the word identity were talking aboutan immutable trait of some kind-such as a racial ethic orregional identity But thats a relatively narrow use of the termWere not just born with an identity we adopt identities throughoutour lives We aspire to be good mothers or fathers devoutCatholics or Muslims patriotic citizens and so on

Or consider a professional identity such as being a scientistClearly youre not born a scientist Its an identity you seek outand one that others such as your professors and mentors consciouslycultivate in you As you develop and grow in that identityit becomes an increasingly important part of your self-imageand triggers the kind of decision making that March describes

Its critical to realize that these identity stories arent just specialcase situations confined to scientists or nurses or St LuciansIdentity is going to play a role in nearly every change situationEven yours When you think about the people whose behaviorneeds to change ask yourself whether they would agree with thisstatement I aspire to be the kind of person who would makethis change If their answer is yes thats an enormous factor in your favor If their answer is no then youll have to work hard toshow them that they should aspire to a different self-image Andthats exactly what Paul Butler did in St Lucia He convinced theislands citizens to think This is our bird-if we want to be goodSt Lucians wed better protect it

in a business context consider a firmthat invented an identity that subsequently became the engine ofits success The firm is Brasilata-its a US$ 1 70 million manufacturingfirm in Brazil that produces various kinds of steel cansAs youd imagine the can manufacturing industry is relativelymature-not much growth not much excitement But Brasilatadefies the stereotype of a boring stuck-in-its ways manufacturerIn fact it has one of the best reputations for innovation of anycompany in Latin America

How does a manufacturer of cans become known as an innovatorBrasilatas founders were inspired by the philosophy ofJapanese car manufacturers like Honda and Toyota which empoweredtheir frontline employees to take ownership of theirwork For instance at Toyota any employee who spotted a defectcould stop the assembly line (this would have been unthinkablein Detroit at the time) Toyota and Honda also actively solicited

ideas for innovation from their employees In 1 987 the foundersof Brasilata launched an employee-innovation program modeledon the Japanese forerunnersA new identity was the core of the program Employees ofBrasilata hecame known as inventors and when new employeesjoined the firm they were asked to sign an innovation contractThis wasnt simply feel-good language Top management challengedemployees to be on the lookout for potential innovationsideasfor how to create better products improve productionprocesses and squeeze costs out of the system Procedures developedwithin the factory made it easy for inventors to submit theirideas

The program succeeded beyond any reasonable expectationsIn 2008 employees submitted 1 34846 ideas-an averageof 1452 ideas per inventor This figure puts Brasilata on par withthe Japanese trendsetters that had inspired the programMany of the suggestions led to the development of new productsFor instance in late 2008 Brasilata came up with a new approachfor steel cans designed to carry dangerous or flammableliquids To meet United Nations standards such cans must beable to withstand a drop from 1 2 meters (roughly 4 feet) Traditionallymost manufacturers had reached this standard by thickeningthe metal layers which used up more raw material andrequired new production processes And the reinforced designswerent foolproof-the metal seams were prone to split if a canlanded on an edgeBrasilatas inventors

suggested a new design inspired by carbumpers that collapse on impact Their new steel can deformedslightly on impact reducing stress on the critical seam The newdesign resisted impact better while also reducing the amount ofsteel in the canThe inventors have led Brasilata through emergencies In200 1 a severe energy crisis-the blackout syndrome ndashforced

the government of Brazil to ration energy Businesses received astrict quota of electricity The inventors went to work dreamingup power-saving ideas-hundreds of them Within a few weeksBrasilatas energy consumption was reduced by 35 percent fallingbelow the companys quota and allowing the company to resell itsextra energy

Another unexpected idea was jointly suggested by two employeesEliminate our jobs theyre not necessary anymore The ideawas accepted but the company found a new place for the employeesBrasilata has a no-dismissal policy and also distributes1 5 percent of its net profits to employees Its no surprise thatBrasilata consistently appears on best places to work lists inBrazilLets remember something This inventor identity whichhas fueled business success and employee satisfaction was madeup None of Brasilatas employees were born inventors Theidentity was introduced to them and they liked the sound of itIt seemed to be a mantle worth wearing Being an inventor hasbecome a source of pride and strength

If cultivating an identity sounds daunting take heart A classicstudy in psychology shows that you can start with small steps Inthe 1960s two psychologists from Stanford University JonathanFreedman and Scott Fraser asked a researcher to go door-to-doorin an upscale neighborhood in Palo Alto California

Pg 158

indeed 83 percent of the home ownerspassed on the opportunity ldquo

Two weeks earlier thesame home owners had been approached by a volunteer claimingto represent a different driver-safety organization They wereasked to put a tiny Be a Safe Driver sign-less than half thesize of a postcard-in the window of their car or home The volunteersaid the sign was intended to make citizens more aware ofthe need to drive carefully This seemed such a trivial commitmentthat almost all of the home owners said yes

When the researcherscame back two weeks later and asked the home owners to installthe eyesore billboard 76 percent accepted it

the science of the billboardstudy says something pretty remarkable It shows us that peopleare receptive to developing new identities that identities growfrom small beginnings Once you start seeing yourself as a concernedcitizen youll want to keep acting like one Thats tremendouslygood news for someone leading a change effort It meansfor example that if you can show people why the environment isworth caring about it wont take years for them to think of themselvesas environmentalists It took only a few days for the homeowners to think of themselves as concerned citizens

You need to create the expectationof failure-not the failure of the mission itself but failureen route This notion takes us into a fascinating area of researchthat is likely to change the way you view the world

Main strategy 3 Shape the path3a Tweak the environment

bull TWEAK THE ENVIRONMENT When the situation changes the behavior

bull changes So change the situation [Throwing out the phone system at Rackspace

bull 1-Click ordering simplifying the online time sheet]bull Tweaking the environment is about making the right

behaviors a little bit easier and the wrong behaviors a little bit harder Its that simple

bull ]

Fundamental attribution error ndash we hurrily judge someonesomething from Direct

attributes but forget about situation that may have created those attributes

frequently blind to the power of situations In a famousarticle Stanford psychologist Lee Ross surveyed dozens ofstudies in psychology and noted that people have a systematictendency to ignore the situational forces that shape other peoplesbehavior He called this deep-rooted tendency the FundamentalAttribution Error The error lies in our inclination toattribute peoples behavior to the way they are rather than to thesituation they are in

how a smoother Path can change behavior consider someresearch that studied why college students did (or didnt) donatefood to a canned-food drive for charity The researchers knewsome students would be more charitable and generous thanothers and would be more inclined to donate food Theresearchers wondered Can we alter the situation so that jerks givetoo

Pg 182

Some students received a basicletter announcing the launch of a food drive the following weekand asking them to bring canned food to a booth on TressiderPlaza (a well-known spot on campus) Other students received amore detailed letter which included a map to the precise spot arequest for a can of beans and a suggestion that they think abouta time when theyd ordinarily be near Tressider Plaza so theywouldnt have to go out of their way to get there

Students who received the basic letter were not very generousOnly 8 percent of the saints donated and not a single one ofthe jerks

Students who received the more detailedletter were substantially more charitable 42 percent of thesaints donated and so did 2 5 percent of the jerks

Tweaking the environment is about making the right behaviorsa little bit easier and the wrong behaviors a little bit harder Itsthat simple

3b Build habit

bull When something becomes a habit our rational brain(rider) does not have to exert almost any energy or will power This will power energy is of limited supply and could not work for long stretch of time

bull So if step by step procedure some objective or main task could be turned into a habit it would be easier for human beings to do it

bull BUILD HABITS When behavior is habitual its free-it doesnt tax the Rider

bull Look for ways to encourage habits [Setting action triggers eating two bowls of

bull soup while dieting using checklists

Example or strategy to build habit

bull 21 days repetition method

3b Action trigger

Peter Gollwitzer a psychologist at New York University is thepioneer of work in this area He and colleague Veronika Brandstarterfound that action triggers are quite effective in motivatingaction

By preloading the decisionwe conserve the Riders self-control(it does not have to think about what to do)

In one study they tracked college students who had theoption to earn extra credit in a class by writing a paper about how they spent Christmas Eve But there was a catch To earn the credit they had to submit the paper by December 26 Most studentshad good intentions of writing the paper but only 33 percentof them got around to writing and submitting it Otherstudents in the study were required to set action triggers-tonote in advance exactly when and where they intended to write the report (for example Ill write this report in my dads officeon Christmas morning before everyone gets up) A whopping75 percent of those students wrote the report

3c Rally the herd

bull Social and peer pressure is a very strong force in motivating us to do something

bull So if influential celebrity type people do something the majority follow through Here 8020 rule applies

bull Again if someone could be told that the majority are doing this heshe would like to be the part of the group(here) and comply with Therefore become happy as becoming of a group that fulfills our belonging needs

bull The Elephant constantly looks to the herd for cues about how to behave

bull Other people are getting their work done on time Why wont you

bull RALLY THE HERD Behavior is contagious Help it spread [Fataki in Tanzaniafree spaces in hospitals seeding the tip jar]

By STANDER effect ndash humanbeings take decision after

looking what others doColumbia University students having volunteered for a researchstudy were asked to sit in a room and fill out a surveySome were left alone others were put in rooms with two otherstudents As they filled out their surveys a crisis emergedSmoke began to pour into the room through a wall vent Thesmoke continued to flow in irregular puffs until eventually theroom was filled with haze Of the students sitting in a room bythemselves 75 percent got up and found someone to alert aboutthe smoke But when three students were placed in the roomat the same time only 38 percent of the groups of three ever reportedthe smoke They just sat there inhaling the smoke eachindividuals inaction signaling to the other two people in theroom that this smoke cloud isnt such a big deal

In a similar study individuals or pairs who were completinga survey heard what sounded like a woman falling down loudlyon the other side of a room divider Of the lone bystanders 70percent went to help her but only 40 percent of the pairs helpedEven when the pairs helped they acted more slowly than the individuals

Why do groups fail to respond as well as individualsIn ambiguous situations-smoke pouring into a room theapparent sound of a fall-people look to others for cues abouthow to interpret the event If you see a man suddenly collapse atthe mall your brain races through possible interpretations Its aheart attack Or wait maybe he tripped and fell down Or whatif hes playing a gag on someone Youre reluctant to rush overimmediately because if he simply tripped your alarm-bell behaviorwill leave you both embarrassedIf youre the only person around to react youll probably makeyour best guess-heart attack-and rush over But if theres acrowd youve got two stimuli to process the collapse itself andthe crowds reaction to the collapse You might pause briefly tostudy the crowd Are other people acting like hes had a heart attackYou stand there idling ready to spring into action at thefirst sign of crisis But as you wait other people are looking backat you and when they see you idling your behavior becomes datafor their theory that its not an emergency And thats why threepeople can sit in a room filling with smoke and not make a peep

a group of socialpsychologists persuaded a hotel manager to test out a newsign in the hotel bathrooms The sign didnt mention the environmentat alIi it simply said that the the majority of guests atthe hotel reuse their towels at least once during their stay Itworked-guests who got this sign were 26 percent more likely toreuse their towels They took cues from the herdNote the downside though If the sign had said About 8of our guests decide to reuse their towels new guests would havebeen less likely to reuse theirs

SummaryHOW TO MAKE A SWITCHFor things to change somebody somewhere has to start actingdifferently Maybe its you maybe its your teamPicture that person (or people)Each has an emotional Elephant side and a rational Rider sideYouve got to reach both And youve also got to clear the wayfor them to succeed In short you must do three things

DIRECT the RiderFOLLOW THE BRIGHT SPOTS Investigate whats working and clone it [Jerrysternin in Vietnam solutions-focused therapy]SCRIPT THE CRITICAL MOVES Dont think big picture think in terms of specificbehaviors [1 milk four rules at the Brazilian railroad]POINT TO THE DESTINATION Change is easier when you know where youregoing and why its worth it [You ll be third graders soon No dry holes at BP]

MOTIVATE the ElephantFIND THE FEELING Knowing something isn t enough to cause change Makepeople feel something [Piling gloves on the table the chemotherapy video gameRobyn Waterss demos at Target]SHRINK THE CHANGE Break down the change until it no longer spooks the Elephant[The 5-Minute Room Rescue procurement reform]GROW YOUR PEOPLE Cultivate a sense of identity and instill the growth mindset[Brasilatas inventors junior-high math kids turnaround]

SHAPE the PathTWEAK THE ENVIRONMENT When the situation changes the behaviorchanges So change the situation [Throwing out the phone system at Rackspace1-Click ordering simplifying the online time sheet]BUILD HABITS When behavior is habitual its free-it doesnt tax the RiderLook for ways to encourage habits [Setting action triggers eating two bowls ofsoup while dieting using checklists]RALLY THE HERD Behavior is contagious Help it spread [Fataki in Tanzaniafree spaces in hospitals seeding the tip jar]

Summary Direct the Rider(Head rational thinker)

Heres the good news The Riders strengths are substantialand his flaws can be mitigated When you appeal to the Rider insideyourself or inside others you are trying to influence yourgame plan should be simpleFirst follow the bright spots Think of the Vietnamese childrenwho stayed well nourished against the odds or the Genentechsales reps who racked up sales against the odds AB you analyzeyour situation youre sure to find some things that are workingbetter than others Dont obsess about the failures Instead investigateand clone the successesNext give direction to the Rider-both a start and a finishSend him a destination postcard (Youll be a third grader soon)and script his critical moves (Buy 1 milk) When you do these things youll prepare the Rider to lead aswitch And youll arm him for the ongoing struggles with hisreluctant and formidable partner the Elephant

Summary Motivate the Elephant(Lazy pleasure loving self)

In times of change we need to remind ourselves and others againand again of certain basic truths Our brains and our abilities arelike muscles They can be strengthened with practice Were notborn skateboarders or scientists or nurses we must learn how toskateboard do science or care for sick people And our inspirationto change ourselves comes from our desire to live up to thoseidentitiesIn the story of Molly Howard we see that amazing things canhappen when you combine the aspiration of a new identity withthe persistence of the growth mindset Thats how you grow yourpeople

Over the past few chapters weve seen that the centralchallenge of change is keeping the Elephant moving forwardWhereas the Rider needs direction the Elephant needs motivationAnd weve seen that motivation comes from feelingknowledgeisnt enough to motivate change But motivation alsocomes from confidence The Elephant has to believe that its capableof conquering the change And there are two routes tobuilding peoples confidence so that they feel big relative totheir challenge You can shrink the change or grow your people(or preferably both)

Summary Shaping the pathOur picture of change is still incomplete though because itsclear that in some situations even a reluctant Elephant and a confusedRider will manage to change their behavior For instanceconsider the fact that even a lost angry driver who is hopelesslylate for an appointment will stop dutifully for a red lightThats why to make changes stick weve got to think aboutshaping the Path

First you need to tweak theenvironment to provide a free space for discussion At Alpha therotational teams had a private place to meet and that created afree space where the new identity could grow Do your own reformershave a private place where they can meet and coordinate

Second you should build good habits Recall the idea of actiontriggers-visualizing when and where you are going to dosomething important The interns at Alpha were essentially settingaction triggers They thought about what they would sayand how they would act when 9 pm came and the signoutprocess was triggered They mentally rehearsed how they wouldrespond if an argument flared up with the night resident Havemembers of your team rehearsed how theyll react when theymeet resistance from your organizations old guard

Finally you should rally the herd At Alpha the leaders helpedthe reformers find one another and the reformers began to createa language-as we saw in the examples of the designateddriver and Fataki-that allowed them to talk about their valueswith others As a leader you can help prod them to create this languageto find ways to articulate what is different and better aboutthe change you seek

We started the Path section by discussing the Fundamental AttributionError-the tendency to attribute behavior to peoplescharacter rather than to their environments Look again at theteaching-hospital example At Alpha 42 percent of superiors supportedthe change at Beta 66 percent supported it Almost all ofus would have put our money on Beta Not many of us whenconfronted with that data would have immediately thought Yesbut what about the situational forces

At the two hospitals individual character competed with situationalforces and situational forces won This brings us backfull circle to the food drive study where a jerk with clear instructionswas more charitable than a saint with generic instructionsThe line between saints and jerks wasnt as clear as we mighthave thought Neither was the line between supporters and resistersof hospital reformIf the right Path can turn a jerk into a saint then the rightPath can also turn a change enemy into an ally

ReferenceReference book HOW TO CHANGE THINGS WHEN CH ANGE IS HARD

By CHIP HEATH (a professor at the GraduateSchool of Business at Stanford University) and DAN HEATH(a senior fellow at Duke Universitys Centerfor the Advancement of Social Entrepreneurship(CASE))

• Change Management
• Reference
• Slide 3
• Rider
• Elephant
• Main strategy 1 Direct the Rider 1a Follow the brightspot
• Details of Vietnam example
• Slide 8
• Slide 9
• Main strategy 1 Direct the Rider 1b Script the critical move
• Slide 11
• Slide 12
• Main strategy 1 Direct the Rider 1c POINT TO THE DESTINATION
• Main strategy 2 Motivate the Elephant 2a Find the Feeling
• Slide 15
• Slide 16
• Slide 17
• Slide 18
• Slide 19
• Slide 20
• Slide 21
• Slide 22
• Slide 23
• Main strategy 2 Motivate the Elephant 2b Shrink the Change
• Slide 25
• Slide 26
• Slide 27
• Slide 28
• Slide 29
• Slide 30
• Slide 31
• Slide 32
• Slide 33
• Slide 34
• Slide 35
• Slide 36
• Slide 37
• Slide 38
• Slide 39
• Slide 40
• Main strategy 2 Motivate the Elephant 2c Grow your people(creating sense of identity amp instill growth mindset)
• Slide 42
• Slide 43
• Slide 44
• Slide 45
• Slide 46
• Slide 47
• Slide 48
• Slide 49
• Slide 50
• Slide 51
• Slide 52
• Slide 53
• Slide 54
• Slide 55
• Main strategy 3 Shape the path 3a Tweak the environment
• Fundamental attribution error ndash we hurrily judge someonesomething from Direct attributes but forget about situation that may have created those attributes
• Slide 58
• Slide 59
• 3b Build habit
• Slide 61
• Example or strategy to build habit
• 3b Action trigger
• Slide 64
• 3c Rally the herd
• Slide 66
• By STANDER effect ndash humanbeings take decision after looking what others do
• Slide 68
• Slide 69
• Slide 70
• Summary
• Slide 72
• Slide 73
• Summary Direct the Rider(Head rational thinker)
• Summary Motivate the Elephant(Lazy pleasure loving self)
• Slide 76
• Summary Shaping the path
• Slide 78
• Slide 79
• Slide 80
• Slide 81

Weve seen that one way to motivate a switch is to shrink thechange which makes people feel big relative to the challengeBut here were seeing something different Paul Butler didntshrink the change Instead he grew the people He made the StLucians swell with pride over their parrot-a species that existsnowhere else He inspired them to feel more determined moreready more motivated And when you build people up in thisway they dtvelop the strength to act

In essence Butlers goal was to convince St Lucians that theywere the kind of people who protected their own In public eventsButler stressed This parrot is ours Nobody has this but us Weneed to cherish it and look after it He did everything in hispower to make the public more familiar with the bird He hostedSt Lucia Parrot puppet shows distributed T-shirts cajoled a localband to record songs about the bird convinced local hotels toprint up bumper stickers recruited volunteers to dress up in parrotcostumes and visit local schools and asked local ministers tocite relevant Bible verses (for instance verses that instructed believersto be good stewards of the things that were in their trust)

James March a professor of politicalscience at Stanford University March says that when peoplemake choices they tend to rely on one of two basic models ofdecision making the consequences model or the identity modelThe consequences model is familiar to students of economicsIt assumes that when we have a decision to make we weigh thecosts and benefits of our options and make the choice thatmaximizes our satisfaction Its a rational analytical approachThis is the approach that Paul Buder knew would fail withSt Lucians because there simply wasnt a strong costbenefitcase for the parrot

In the identity model of decision making we essentially askourselves three questions when we have a decision to make Whoam l What kind of situation is this What would someone like medo in this situation Notice whats missing any calculation of costsand benefits The identity model explains the way most peoplevote which contradicts our notion of the self-interested voterIt helps to shed light on why an auto mechanic in Oklahomawould vote against a Democrat whod give him health insuranceand why a Silicon Valley millionaire would vote against a Republicanwhod cut her taxes

Generally when we use the word identity were talking aboutan immutable trait of some kind-such as a racial ethic orregional identity But thats a relatively narrow use of the termWere not just born with an identity we adopt identities throughoutour lives We aspire to be good mothers or fathers devoutCatholics or Muslims patriotic citizens and so on

Or consider a professional identity such as being a scientistClearly youre not born a scientist Its an identity you seek outand one that others such as your professors and mentors consciouslycultivate in you As you develop and grow in that identityit becomes an increasingly important part of your self-imageand triggers the kind of decision making that March describes

Its critical to realize that these identity stories arent just specialcase situations confined to scientists or nurses or St LuciansIdentity is going to play a role in nearly every change situationEven yours When you think about the people whose behaviorneeds to change ask yourself whether they would agree with thisstatement I aspire to be the kind of person who would makethis change If their answer is yes thats an enormous factor in your favor If their answer is no then youll have to work hard toshow them that they should aspire to a different self-image Andthats exactly what Paul Butler did in St Lucia He convinced theislands citizens to think This is our bird-if we want to be goodSt Lucians wed better protect it

in a business context consider a firmthat invented an identity that subsequently became the engine ofits success The firm is Brasilata-its a US$ 1 70 million manufacturingfirm in Brazil that produces various kinds of steel cansAs youd imagine the can manufacturing industry is relativelymature-not much growth not much excitement But Brasilatadefies the stereotype of a boring stuck-in-its ways manufacturerIn fact it has one of the best reputations for innovation of anycompany in Latin America

How does a manufacturer of cans become known as an innovatorBrasilatas founders were inspired by the philosophy ofJapanese car manufacturers like Honda and Toyota which empoweredtheir frontline employees to take ownership of theirwork For instance at Toyota any employee who spotted a defectcould stop the assembly line (this would have been unthinkablein Detroit at the time) Toyota and Honda also actively solicited

ideas for innovation from their employees In 1 987 the foundersof Brasilata launched an employee-innovation program modeledon the Japanese forerunnersA new identity was the core of the program Employees ofBrasilata hecame known as inventors and when new employeesjoined the firm they were asked to sign an innovation contractThis wasnt simply feel-good language Top management challengedemployees to be on the lookout for potential innovationsideasfor how to create better products improve productionprocesses and squeeze costs out of the system Procedures developedwithin the factory made it easy for inventors to submit theirideas

The program succeeded beyond any reasonable expectationsIn 2008 employees submitted 1 34846 ideas-an averageof 1452 ideas per inventor This figure puts Brasilata on par withthe Japanese trendsetters that had inspired the programMany of the suggestions led to the development of new productsFor instance in late 2008 Brasilata came up with a new approachfor steel cans designed to carry dangerous or flammableliquids To meet United Nations standards such cans must beable to withstand a drop from 1 2 meters (roughly 4 feet) Traditionallymost manufacturers had reached this standard by thickeningthe metal layers which used up more raw material andrequired new production processes And the reinforced designswerent foolproof-the metal seams were prone to split if a canlanded on an edgeBrasilatas inventors

suggested a new design inspired by carbumpers that collapse on impact Their new steel can deformedslightly on impact reducing stress on the critical seam The newdesign resisted impact better while also reducing the amount ofsteel in the canThe inventors have led Brasilata through emergencies In200 1 a severe energy crisis-the blackout syndrome ndashforced

the government of Brazil to ration energy Businesses received astrict quota of electricity The inventors went to work dreamingup power-saving ideas-hundreds of them Within a few weeksBrasilatas energy consumption was reduced by 35 percent fallingbelow the companys quota and allowing the company to resell itsextra energy

Another unexpected idea was jointly suggested by two employeesEliminate our jobs theyre not necessary anymore The ideawas accepted but the company found a new place for the employeesBrasilata has a no-dismissal policy and also distributes1 5 percent of its net profits to employees Its no surprise thatBrasilata consistently appears on best places to work lists inBrazilLets remember something This inventor identity whichhas fueled business success and employee satisfaction was madeup None of Brasilatas employees were born inventors Theidentity was introduced to them and they liked the sound of itIt seemed to be a mantle worth wearing Being an inventor hasbecome a source of pride and strength

If cultivating an identity sounds daunting take heart A classicstudy in psychology shows that you can start with small steps Inthe 1960s two psychologists from Stanford University JonathanFreedman and Scott Fraser asked a researcher to go door-to-doorin an upscale neighborhood in Palo Alto California

Pg 158

indeed 83 percent of the home ownerspassed on the opportunity ldquo

Two weeks earlier thesame home owners had been approached by a volunteer claimingto represent a different driver-safety organization They wereasked to put a tiny Be a Safe Driver sign-less than half thesize of a postcard-in the window of their car or home The volunteersaid the sign was intended to make citizens more aware ofthe need to drive carefully This seemed such a trivial commitmentthat almost all of the home owners said yes

When the researcherscame back two weeks later and asked the home owners to installthe eyesore billboard 76 percent accepted it

the science of the billboardstudy says something pretty remarkable It shows us that peopleare receptive to developing new identities that identities growfrom small beginnings Once you start seeing yourself as a concernedcitizen youll want to keep acting like one Thats tremendouslygood news for someone leading a change effort It meansfor example that if you can show people why the environment isworth caring about it wont take years for them to think of themselvesas environmentalists It took only a few days for the homeowners to think of themselves as concerned citizens

You need to create the expectationof failure-not the failure of the mission itself but failureen route This notion takes us into a fascinating area of researchthat is likely to change the way you view the world

Main strategy 3 Shape the path3a Tweak the environment

bull TWEAK THE ENVIRONMENT When the situation changes the behavior

bull changes So change the situation [Throwing out the phone system at Rackspace

bull 1-Click ordering simplifying the online time sheet]bull Tweaking the environment is about making the right

behaviors a little bit easier and the wrong behaviors a little bit harder Its that simple

bull ]

Fundamental attribution error ndash we hurrily judge someonesomething from Direct

attributes but forget about situation that may have created those attributes

frequently blind to the power of situations In a famousarticle Stanford psychologist Lee Ross surveyed dozens ofstudies in psychology and noted that people have a systematictendency to ignore the situational forces that shape other peoplesbehavior He called this deep-rooted tendency the FundamentalAttribution Error The error lies in our inclination toattribute peoples behavior to the way they are rather than to thesituation they are in

how a smoother Path can change behavior consider someresearch that studied why college students did (or didnt) donatefood to a canned-food drive for charity The researchers knewsome students would be more charitable and generous thanothers and would be more inclined to donate food Theresearchers wondered Can we alter the situation so that jerks givetoo

Pg 182

Some students received a basicletter announcing the launch of a food drive the following weekand asking them to bring canned food to a booth on TressiderPlaza (a well-known spot on campus) Other students received amore detailed letter which included a map to the precise spot arequest for a can of beans and a suggestion that they think abouta time when theyd ordinarily be near Tressider Plaza so theywouldnt have to go out of their way to get there

Students who received the basic letter were not very generousOnly 8 percent of the saints donated and not a single one ofthe jerks

Students who received the more detailedletter were substantially more charitable 42 percent of thesaints donated and so did 2 5 percent of the jerks

Tweaking the environment is about making the right behaviorsa little bit easier and the wrong behaviors a little bit harder Itsthat simple

3b Build habit

bull When something becomes a habit our rational brain(rider) does not have to exert almost any energy or will power This will power energy is of limited supply and could not work for long stretch of time

bull So if step by step procedure some objective or main task could be turned into a habit it would be easier for human beings to do it

bull BUILD HABITS When behavior is habitual its free-it doesnt tax the Rider

bull Look for ways to encourage habits [Setting action triggers eating two bowls of

bull soup while dieting using checklists

Example or strategy to build habit

bull 21 days repetition method

3b Action trigger

Peter Gollwitzer a psychologist at New York University is thepioneer of work in this area He and colleague Veronika Brandstarterfound that action triggers are quite effective in motivatingaction

By preloading the decisionwe conserve the Riders self-control(it does not have to think about what to do)

In one study they tracked college students who had theoption to earn extra credit in a class by writing a paper about how they spent Christmas Eve But there was a catch To earn the credit they had to submit the paper by December 26 Most studentshad good intentions of writing the paper but only 33 percentof them got around to writing and submitting it Otherstudents in the study were required to set action triggers-tonote in advance exactly when and where they intended to write the report (for example Ill write this report in my dads officeon Christmas morning before everyone gets up) A whopping75 percent of those students wrote the report

3c Rally the herd

bull Social and peer pressure is a very strong force in motivating us to do something

bull So if influential celebrity type people do something the majority follow through Here 8020 rule applies

bull Again if someone could be told that the majority are doing this heshe would like to be the part of the group(here) and comply with Therefore become happy as becoming of a group that fulfills our belonging needs

bull The Elephant constantly looks to the herd for cues about how to behave

bull Other people are getting their work done on time Why wont you

bull RALLY THE HERD Behavior is contagious Help it spread [Fataki in Tanzaniafree spaces in hospitals seeding the tip jar]

By STANDER effect ndash humanbeings take decision after

looking what others doColumbia University students having volunteered for a researchstudy were asked to sit in a room and fill out a surveySome were left alone others were put in rooms with two otherstudents As they filled out their surveys a crisis emergedSmoke began to pour into the room through a wall vent Thesmoke continued to flow in irregular puffs until eventually theroom was filled with haze Of the students sitting in a room bythemselves 75 percent got up and found someone to alert aboutthe smoke But when three students were placed in the roomat the same time only 38 percent of the groups of three ever reportedthe smoke They just sat there inhaling the smoke eachindividuals inaction signaling to the other two people in theroom that this smoke cloud isnt such a big deal

In a similar study individuals or pairs who were completinga survey heard what sounded like a woman falling down loudlyon the other side of a room divider Of the lone bystanders 70percent went to help her but only 40 percent of the pairs helpedEven when the pairs helped they acted more slowly than the individuals

Why do groups fail to respond as well as individualsIn ambiguous situations-smoke pouring into a room theapparent sound of a fall-people look to others for cues abouthow to interpret the event If you see a man suddenly collapse atthe mall your brain races through possible interpretations Its aheart attack Or wait maybe he tripped and fell down Or whatif hes playing a gag on someone Youre reluctant to rush overimmediately because if he simply tripped your alarm-bell behaviorwill leave you both embarrassedIf youre the only person around to react youll probably makeyour best guess-heart attack-and rush over But if theres acrowd youve got two stimuli to process the collapse itself andthe crowds reaction to the collapse You might pause briefly tostudy the crowd Are other people acting like hes had a heart attackYou stand there idling ready to spring into action at thefirst sign of crisis But as you wait other people are looking backat you and when they see you idling your behavior becomes datafor their theory that its not an emergency And thats why threepeople can sit in a room filling with smoke and not make a peep

a group of socialpsychologists persuaded a hotel manager to test out a newsign in the hotel bathrooms The sign didnt mention the environmentat alIi it simply said that the the majority of guests atthe hotel reuse their towels at least once during their stay Itworked-guests who got this sign were 26 percent more likely toreuse their towels They took cues from the herdNote the downside though If the sign had said About 8of our guests decide to reuse their towels new guests would havebeen less likely to reuse theirs

SummaryHOW TO MAKE A SWITCHFor things to change somebody somewhere has to start actingdifferently Maybe its you maybe its your teamPicture that person (or people)Each has an emotional Elephant side and a rational Rider sideYouve got to reach both And youve also got to clear the wayfor them to succeed In short you must do three things

DIRECT the RiderFOLLOW THE BRIGHT SPOTS Investigate whats working and clone it [Jerrysternin in Vietnam solutions-focused therapy]SCRIPT THE CRITICAL MOVES Dont think big picture think in terms of specificbehaviors [1 milk four rules at the Brazilian railroad]POINT TO THE DESTINATION Change is easier when you know where youregoing and why its worth it [You ll be third graders soon No dry holes at BP]

MOTIVATE the ElephantFIND THE FEELING Knowing something isn t enough to cause change Makepeople feel something [Piling gloves on the table the chemotherapy video gameRobyn Waterss demos at Target]SHRINK THE CHANGE Break down the change until it no longer spooks the Elephant[The 5-Minute Room Rescue procurement reform]GROW YOUR PEOPLE Cultivate a sense of identity and instill the growth mindset[Brasilatas inventors junior-high math kids turnaround]

SHAPE the PathTWEAK THE ENVIRONMENT When the situation changes the behaviorchanges So change the situation [Throwing out the phone system at Rackspace1-Click ordering simplifying the online time sheet]BUILD HABITS When behavior is habitual its free-it doesnt tax the RiderLook for ways to encourage habits [Setting action triggers eating two bowls ofsoup while dieting using checklists]RALLY THE HERD Behavior is contagious Help it spread [Fataki in Tanzaniafree spaces in hospitals seeding the tip jar]

Summary Direct the Rider(Head rational thinker)

Heres the good news The Riders strengths are substantialand his flaws can be mitigated When you appeal to the Rider insideyourself or inside others you are trying to influence yourgame plan should be simpleFirst follow the bright spots Think of the Vietnamese childrenwho stayed well nourished against the odds or the Genentechsales reps who racked up sales against the odds AB you analyzeyour situation youre sure to find some things that are workingbetter than others Dont obsess about the failures Instead investigateand clone the successesNext give direction to the Rider-both a start and a finishSend him a destination postcard (Youll be a third grader soon)and script his critical moves (Buy 1 milk) When you do these things youll prepare the Rider to lead aswitch And youll arm him for the ongoing struggles with hisreluctant and formidable partner the Elephant

Summary Motivate the Elephant(Lazy pleasure loving self)

In times of change we need to remind ourselves and others againand again of certain basic truths Our brains and our abilities arelike muscles They can be strengthened with practice Were notborn skateboarders or scientists or nurses we must learn how toskateboard do science or care for sick people And our inspirationto change ourselves comes from our desire to live up to thoseidentitiesIn the story of Molly Howard we see that amazing things canhappen when you combine the aspiration of a new identity withthe persistence of the growth mindset Thats how you grow yourpeople

Over the past few chapters weve seen that the centralchallenge of change is keeping the Elephant moving forwardWhereas the Rider needs direction the Elephant needs motivationAnd weve seen that motivation comes from feelingknowledgeisnt enough to motivate change But motivation alsocomes from confidence The Elephant has to believe that its capableof conquering the change And there are two routes tobuilding peoples confidence so that they feel big relative totheir challenge You can shrink the change or grow your people(or preferably both)

Summary Shaping the pathOur picture of change is still incomplete though because itsclear that in some situations even a reluctant Elephant and a confusedRider will manage to change their behavior For instanceconsider the fact that even a lost angry driver who is hopelesslylate for an appointment will stop dutifully for a red lightThats why to make changes stick weve got to think aboutshaping the Path

First you need to tweak theenvironment to provide a free space for discussion At Alpha therotational teams had a private place to meet and that created afree space where the new identity could grow Do your own reformershave a private place where they can meet and coordinate

Second you should build good habits Recall the idea of actiontriggers-visualizing when and where you are going to dosomething important The interns at Alpha were essentially settingaction triggers They thought about what they would sayand how they would act when 9 pm came and the signoutprocess was triggered They mentally rehearsed how they wouldrespond if an argument flared up with the night resident Havemembers of your team rehearsed how theyll react when theymeet resistance from your organizations old guard

Finally you should rally the herd At Alpha the leaders helpedthe reformers find one another and the reformers began to createa language-as we saw in the examples of the designateddriver and Fataki-that allowed them to talk about their valueswith others As a leader you can help prod them to create this languageto find ways to articulate what is different and better aboutthe change you seek

We started the Path section by discussing the Fundamental AttributionError-the tendency to attribute behavior to peoplescharacter rather than to their environments Look again at theteaching-hospital example At Alpha 42 percent of superiors supportedthe change at Beta 66 percent supported it Almost all ofus would have put our money on Beta Not many of us whenconfronted with that data would have immediately thought Yesbut what about the situational forces

At the two hospitals individual character competed with situationalforces and situational forces won This brings us backfull circle to the food drive study where a jerk with clear instructionswas more charitable than a saint with generic instructionsThe line between saints and jerks wasnt as clear as we mighthave thought Neither was the line between supporters and resistersof hospital reformIf the right Path can turn a jerk into a saint then the rightPath can also turn a change enemy into an ally

ReferenceReference book HOW TO CHANGE THINGS WHEN CH ANGE IS HARD

By CHIP HEATH (a professor at the GraduateSchool of Business at Stanford University) and DAN HEATH(a senior fellow at Duke Universitys Centerfor the Advancement of Social Entrepreneurship(CASE))

• Change Management
• Reference
• Slide 3
• Rider
• Elephant
• Main strategy 1 Direct the Rider 1a Follow the brightspot
• Details of Vietnam example
• Slide 8
• Slide 9
• Main strategy 1 Direct the Rider 1b Script the critical move
• Slide 11
• Slide 12
• Main strategy 1 Direct the Rider 1c POINT TO THE DESTINATION
• Main strategy 2 Motivate the Elephant 2a Find the Feeling
• Slide 15
• Slide 16
• Slide 17
• Slide 18
• Slide 19
• Slide 20
• Slide 21
• Slide 22
• Slide 23
• Main strategy 2 Motivate the Elephant 2b Shrink the Change
• Slide 25
• Slide 26
• Slide 27
• Slide 28
• Slide 29
• Slide 30
• Slide 31
• Slide 32
• Slide 33
• Slide 34
• Slide 35
• Slide 36
• Slide 37
• Slide 38
• Slide 39
• Slide 40
• Main strategy 2 Motivate the Elephant 2c Grow your people(creating sense of identity amp instill growth mindset)
• Slide 42
• Slide 43
• Slide 44
• Slide 45
• Slide 46
• Slide 47
• Slide 48
• Slide 49
• Slide 50
• Slide 51
• Slide 52
• Slide 53
• Slide 54
• Slide 55
• Main strategy 3 Shape the path 3a Tweak the environment
• Fundamental attribution error ndash we hurrily judge someonesomething from Direct attributes but forget about situation that may have created those attributes
• Slide 58
• Slide 59
• 3b Build habit
• Slide 61
• Example or strategy to build habit
• 3b Action trigger
• Slide 64
• 3c Rally the herd
• Slide 66
• By STANDER effect ndash humanbeings take decision after looking what others do
• Slide 68
• Slide 69
• Slide 70
• Summary
• Slide 72
• Slide 73
• Summary Direct the Rider(Head rational thinker)
• Summary Motivate the Elephant(Lazy pleasure loving self)
• Slide 76
• Summary Shaping the path
• Slide 78
• Slide 79
• Slide 80
• Slide 81

James March a professor of politicalscience at Stanford University March says that when peoplemake choices they tend to rely on one of two basic models ofdecision making the consequences model or the identity modelThe consequences model is familiar to students of economicsIt assumes that when we have a decision to make we weigh thecosts and benefits of our options and make the choice thatmaximizes our satisfaction Its a rational analytical approachThis is the approach that Paul Buder knew would fail withSt Lucians because there simply wasnt a strong costbenefitcase for the parrot

In the identity model of decision making we essentially askourselves three questions when we have a decision to make Whoam l What kind of situation is this What would someone like medo in this situation Notice whats missing any calculation of costsand benefits The identity model explains the way most peoplevote which contradicts our notion of the self-interested voterIt helps to shed light on why an auto mechanic in Oklahomawould vote against a Democrat whod give him health insuranceand why a Silicon Valley millionaire would vote against a Republicanwhod cut her taxes

Generally when we use the word identity were talking aboutan immutable trait of some kind-such as a racial ethic orregional identity But thats a relatively narrow use of the termWere not just born with an identity we adopt identities throughoutour lives We aspire to be good mothers or fathers devoutCatholics or Muslims patriotic citizens and so on

Or consider a professional identity such as being a scientistClearly youre not born a scientist Its an identity you seek outand one that others such as your professors and mentors consciouslycultivate in you As you develop and grow in that identityit becomes an increasingly important part of your self-imageand triggers the kind of decision making that March describes

Its critical to realize that these identity stories arent just specialcase situations confined to scientists or nurses or St LuciansIdentity is going to play a role in nearly every change situationEven yours When you think about the people whose behaviorneeds to change ask yourself whether they would agree with thisstatement I aspire to be the kind of person who would makethis change If their answer is yes thats an enormous factor in your favor If their answer is no then youll have to work hard toshow them that they should aspire to a different self-image Andthats exactly what Paul Butler did in St Lucia He convinced theislands citizens to think This is our bird-if we want to be goodSt Lucians wed better protect it

in a business context consider a firmthat invented an identity that subsequently became the engine ofits success The firm is Brasilata-its a US$ 1 70 million manufacturingfirm in Brazil that produces various kinds of steel cansAs youd imagine the can manufacturing industry is relativelymature-not much growth not much excitement But Brasilatadefies the stereotype of a boring stuck-in-its ways manufacturerIn fact it has one of the best reputations for innovation of anycompany in Latin America

How does a manufacturer of cans become known as an innovatorBrasilatas founders were inspired by the philosophy ofJapanese car manufacturers like Honda and Toyota which empoweredtheir frontline employees to take ownership of theirwork For instance at Toyota any employee who spotted a defectcould stop the assembly line (this would have been unthinkablein Detroit at the time) Toyota and Honda also actively solicited

ideas for innovation from their employees In 1 987 the foundersof Brasilata launched an employee-innovation program modeledon the Japanese forerunnersA new identity was the core of the program Employees ofBrasilata hecame known as inventors and when new employeesjoined the firm they were asked to sign an innovation contractThis wasnt simply feel-good language Top management challengedemployees to be on the lookout for potential innovationsideasfor how to create better products improve productionprocesses and squeeze costs out of the system Procedures developedwithin the factory made it easy for inventors to submit theirideas

The program succeeded beyond any reasonable expectationsIn 2008 employees submitted 1 34846 ideas-an averageof 1452 ideas per inventor This figure puts Brasilata on par withthe Japanese trendsetters that had inspired the programMany of the suggestions led to the development of new productsFor instance in late 2008 Brasilata came up with a new approachfor steel cans designed to carry dangerous or flammableliquids To meet United Nations standards such cans must beable to withstand a drop from 1 2 meters (roughly 4 feet) Traditionallymost manufacturers had reached this standard by thickeningthe metal layers which used up more raw material andrequired new production processes And the reinforced designswerent foolproof-the metal seams were prone to split if a canlanded on an edgeBrasilatas inventors

suggested a new design inspired by carbumpers that collapse on impact Their new steel can deformedslightly on impact reducing stress on the critical seam The newdesign resisted impact better while also reducing the amount ofsteel in the canThe inventors have led Brasilata through emergencies In200 1 a severe energy crisis-the blackout syndrome ndashforced

the government of Brazil to ration energy Businesses received astrict quota of electricity The inventors went to work dreamingup power-saving ideas-hundreds of them Within a few weeksBrasilatas energy consumption was reduced by 35 percent fallingbelow the companys quota and allowing the company to resell itsextra energy

Another unexpected idea was jointly suggested by two employeesEliminate our jobs theyre not necessary anymore The ideawas accepted but the company found a new place for the employeesBrasilata has a no-dismissal policy and also distributes1 5 percent of its net profits to employees Its no surprise thatBrasilata consistently appears on best places to work lists inBrazilLets remember something This inventor identity whichhas fueled business success and employee satisfaction was madeup None of Brasilatas employees were born inventors Theidentity was introduced to them and they liked the sound of itIt seemed to be a mantle worth wearing Being an inventor hasbecome a source of pride and strength

If cultivating an identity sounds daunting take heart A classicstudy in psychology shows that you can start with small steps Inthe 1960s two psychologists from Stanford University JonathanFreedman and Scott Fraser asked a researcher to go door-to-doorin an upscale neighborhood in Palo Alto California

Pg 158

indeed 83 percent of the home ownerspassed on the opportunity ldquo

Two weeks earlier thesame home owners had been approached by a volunteer claimingto represent a different driver-safety organization They wereasked to put a tiny Be a Safe Driver sign-less than half thesize of a postcard-in the window of their car or home The volunteersaid the sign was intended to make citizens more aware ofthe need to drive carefully This seemed such a trivial commitmentthat almost all of the home owners said yes

When the researcherscame back two weeks later and asked the home owners to installthe eyesore billboard 76 percent accepted it

the science of the billboardstudy says something pretty remarkable It shows us that peopleare receptive to developing new identities that identities growfrom small beginnings Once you start seeing yourself as a concernedcitizen youll want to keep acting like one Thats tremendouslygood news for someone leading a change effort It meansfor example that if you can show people why the environment isworth caring about it wont take years for them to think of themselvesas environmentalists It took only a few days for the homeowners to think of themselves as concerned citizens

You need to create the expectationof failure-not the failure of the mission itself but failureen route This notion takes us into a fascinating area of researchthat is likely to change the way you view the world

Main strategy 3 Shape the path3a Tweak the environment

bull TWEAK THE ENVIRONMENT When the situation changes the behavior

bull changes So change the situation [Throwing out the phone system at Rackspace

bull 1-Click ordering simplifying the online time sheet]bull Tweaking the environment is about making the right

behaviors a little bit easier and the wrong behaviors a little bit harder Its that simple

bull ]

Fundamental attribution error ndash we hurrily judge someonesomething from Direct

attributes but forget about situation that may have created those attributes

frequently blind to the power of situations In a famousarticle Stanford psychologist Lee Ross surveyed dozens ofstudies in psychology and noted that people have a systematictendency to ignore the situational forces that shape other peoplesbehavior He called this deep-rooted tendency the FundamentalAttribution Error The error lies in our inclination toattribute peoples behavior to the way they are rather than to thesituation they are in

how a smoother Path can change behavior consider someresearch that studied why college students did (or didnt) donatefood to a canned-food drive for charity The researchers knewsome students would be more charitable and generous thanothers and would be more inclined to donate food Theresearchers wondered Can we alter the situation so that jerks givetoo

Pg 182

Some students received a basicletter announcing the launch of a food drive the following weekand asking them to bring canned food to a booth on TressiderPlaza (a well-known spot on campus) Other students received amore detailed letter which included a map to the precise spot arequest for a can of beans and a suggestion that they think abouta time when theyd ordinarily be near Tressider Plaza so theywouldnt have to go out of their way to get there

Students who received the basic letter were not very generousOnly 8 percent of the saints donated and not a single one ofthe jerks

Students who received the more detailedletter were substantially more charitable 42 percent of thesaints donated and so did 2 5 percent of the jerks

Tweaking the environment is about making the right behaviorsa little bit easier and the wrong behaviors a little bit harder Itsthat simple

3b Build habit

bull When something becomes a habit our rational brain(rider) does not have to exert almost any energy or will power This will power energy is of limited supply and could not work for long stretch of time

bull So if step by step procedure some objective or main task could be turned into a habit it would be easier for human beings to do it

bull BUILD HABITS When behavior is habitual its free-it doesnt tax the Rider

bull Look for ways to encourage habits [Setting action triggers eating two bowls of

bull soup while dieting using checklists

Example or strategy to build habit

bull 21 days repetition method

3b Action trigger

Peter Gollwitzer a psychologist at New York University is thepioneer of work in this area He and colleague Veronika Brandstarterfound that action triggers are quite effective in motivatingaction

By preloading the decisionwe conserve the Riders self-control(it does not have to think about what to do)

In one study they tracked college students who had theoption to earn extra credit in a class by writing a paper about how they spent Christmas Eve But there was a catch To earn the credit they had to submit the paper by December 26 Most studentshad good intentions of writing the paper but only 33 percentof them got around to writing and submitting it Otherstudents in the study were required to set action triggers-tonote in advance exactly when and where they intended to write the report (for example Ill write this report in my dads officeon Christmas morning before everyone gets up) A whopping75 percent of those students wrote the report

3c Rally the herd

bull Social and peer pressure is a very strong force in motivating us to do something

bull So if influential celebrity type people do something the majority follow through Here 8020 rule applies

bull Again if someone could be told that the majority are doing this heshe would like to be the part of the group(here) and comply with Therefore become happy as becoming of a group that fulfills our belonging needs

bull The Elephant constantly looks to the herd for cues about how to behave

bull Other people are getting their work done on time Why wont you

bull RALLY THE HERD Behavior is contagious Help it spread [Fataki in Tanzaniafree spaces in hospitals seeding the tip jar]

By STANDER effect ndash humanbeings take decision after

looking what others doColumbia University students having volunteered for a researchstudy were asked to sit in a room and fill out a surveySome were left alone others were put in rooms with two otherstudents As they filled out their surveys a crisis emergedSmoke began to pour into the room through a wall vent Thesmoke continued to flow in irregular puffs until eventually theroom was filled with haze Of the students sitting in a room bythemselves 75 percent got up and found someone to alert aboutthe smoke But when three students were placed in the roomat the same time only 38 percent of the groups of three ever reportedthe smoke They just sat there inhaling the smoke eachindividuals inaction signaling to the other two people in theroom that this smoke cloud isnt such a big deal

In a similar study individuals or pairs who were completinga survey heard what sounded like a woman falling down loudlyon the other side of a room divider Of the lone bystanders 70percent went to help her but only 40 percent of the pairs helpedEven when the pairs helped they acted more slowly than the individuals

Why do groups fail to respond as well as individualsIn ambiguous situations-smoke pouring into a room theapparent sound of a fall-people look to others for cues abouthow to interpret the event If you see a man suddenly collapse atthe mall your brain races through possible interpretations Its aheart attack Or wait maybe he tripped and fell down Or whatif hes playing a gag on someone Youre reluctant to rush overimmediately because if he simply tripped your alarm-bell behaviorwill leave you both embarrassedIf youre the only person around to react youll probably makeyour best guess-heart attack-and rush over But if theres acrowd youve got two stimuli to process the collapse itself andthe crowds reaction to the collapse You might pause briefly tostudy the crowd Are other people acting like hes had a heart attackYou stand there idling ready to spring into action at thefirst sign of crisis But as you wait other people are looking backat you and when they see you idling your behavior becomes datafor their theory that its not an emergency And thats why threepeople can sit in a room filling with smoke and not make a peep

a group of socialpsychologists persuaded a hotel manager to test out a newsign in the hotel bathrooms The sign didnt mention the environmentat alIi it simply said that the the majority of guests atthe hotel reuse their towels at least once during their stay Itworked-guests who got this sign were 26 percent more likely toreuse their towels They took cues from the herdNote the downside though If the sign had said About 8of our guests decide to reuse their towels new guests would havebeen less likely to reuse theirs

SummaryHOW TO MAKE A SWITCHFor things to change somebody somewhere has to start actingdifferently Maybe its you maybe its your teamPicture that person (or people)Each has an emotional Elephant side and a rational Rider sideYouve got to reach both And youve also got to clear the wayfor them to succeed In short you must do three things

DIRECT the RiderFOLLOW THE BRIGHT SPOTS Investigate whats working and clone it [Jerrysternin in Vietnam solutions-focused therapy]SCRIPT THE CRITICAL MOVES Dont think big picture think in terms of specificbehaviors [1 milk four rules at the Brazilian railroad]POINT TO THE DESTINATION Change is easier when you know where youregoing and why its worth it [You ll be third graders soon No dry holes at BP]

MOTIVATE the ElephantFIND THE FEELING Knowing something isn t enough to cause change Makepeople feel something [Piling gloves on the table the chemotherapy video gameRobyn Waterss demos at Target]SHRINK THE CHANGE Break down the change until it no longer spooks the Elephant[The 5-Minute Room Rescue procurement reform]GROW YOUR PEOPLE Cultivate a sense of identity and instill the growth mindset[Brasilatas inventors junior-high math kids turnaround]

SHAPE the PathTWEAK THE ENVIRONMENT When the situation changes the behaviorchanges So change the situation [Throwing out the phone system at Rackspace1-Click ordering simplifying the online time sheet]BUILD HABITS When behavior is habitual its free-it doesnt tax the RiderLook for ways to encourage habits [Setting action triggers eating two bowls ofsoup while dieting using checklists]RALLY THE HERD Behavior is contagious Help it spread [Fataki in Tanzaniafree spaces in hospitals seeding the tip jar]

Summary Direct the Rider(Head rational thinker)

Heres the good news The Riders strengths are substantialand his flaws can be mitigated When you appeal to the Rider insideyourself or inside others you are trying to influence yourgame plan should be simpleFirst follow the bright spots Think of the Vietnamese childrenwho stayed well nourished against the odds or the Genentechsales reps who racked up sales against the odds AB you analyzeyour situation youre sure to find some things that are workingbetter than others Dont obsess about the failures Instead investigateand clone the successesNext give direction to the Rider-both a start and a finishSend him a destination postcard (Youll be a third grader soon)and script his critical moves (Buy 1 milk) When you do these things youll prepare the Rider to lead aswitch And youll arm him for the ongoing struggles with hisreluctant and formidable partner the Elephant

Summary Motivate the Elephant(Lazy pleasure loving self)

In times of change we need to remind ourselves and others againand again of certain basic truths Our brains and our abilities arelike muscles They can be strengthened with practice Were notborn skateboarders or scientists or nurses we must learn how toskateboard do science or care for sick people And our inspirationto change ourselves comes from our desire to live up to thoseidentitiesIn the story of Molly Howard we see that amazing things canhappen when you combine the aspiration of a new identity withthe persistence of the growth mindset Thats how you grow yourpeople

Over the past few chapters weve seen that the centralchallenge of change is keeping the Elephant moving forwardWhereas the Rider needs direction the Elephant needs motivationAnd weve seen that motivation comes from feelingknowledgeisnt enough to motivate change But motivation alsocomes from confidence The Elephant has to believe that its capableof conquering the change And there are two routes tobuilding peoples confidence so that they feel big relative totheir challenge You can shrink the change or grow your people(or preferably both)

Summary Shaping the pathOur picture of change is still incomplete though because itsclear that in some situations even a reluctant Elephant and a confusedRider will manage to change their behavior For instanceconsider the fact that even a lost angry driver who is hopelesslylate for an appointment will stop dutifully for a red lightThats why to make changes stick weve got to think aboutshaping the Path

First you need to tweak theenvironment to provide a free space for discussion At Alpha therotational teams had a private place to meet and that created afree space where the new identity could grow Do your own reformershave a private place where they can meet and coordinate

Second you should build good habits Recall the idea of actiontriggers-visualizing when and where you are going to dosomething important The interns at Alpha were essentially settingaction triggers They thought about what they would sayand how they would act when 9 pm came and the signoutprocess was triggered They mentally rehearsed how they wouldrespond if an argument flared up with the night resident Havemembers of your team rehearsed how theyll react when theymeet resistance from your organizations old guard

Finally you should rally the herd At Alpha the leaders helpedthe reformers find one another and the reformers began to createa language-as we saw in the examples of the designateddriver and Fataki-that allowed them to talk about their valueswith others As a leader you can help prod them to create this languageto find ways to articulate what is different and better aboutthe change you seek

We started the Path section by discussing the Fundamental AttributionError-the tendency to attribute behavior to peoplescharacter rather than to their environments Look again at theteaching-hospital example At Alpha 42 percent of superiors supportedthe change at Beta 66 percent supported it Almost all ofus would have put our money on Beta Not many of us whenconfronted with that data would have immediately thought Yesbut what about the situational forces

At the two hospitals individual character competed with situationalforces and situational forces won This brings us backfull circle to the food drive study where a jerk with clear instructionswas more charitable than a saint with generic instructionsThe line between saints and jerks wasnt as clear as we mighthave thought Neither was the line between supporters and resistersof hospital reformIf the right Path can turn a jerk into a saint then the rightPath can also turn a change enemy into an ally

ReferenceReference book HOW TO CHANGE THINGS WHEN CH ANGE IS HARD

By CHIP HEATH (a professor at the GraduateSchool of Business at Stanford University) and DAN HEATH(a senior fellow at Duke Universitys Centerfor the Advancement of Social Entrepreneurship(CASE))

• Change Management
• Reference
• Slide 3
• Rider
• Elephant
• Main strategy 1 Direct the Rider 1a Follow the brightspot
• Details of Vietnam example
• Slide 8
• Slide 9
• Main strategy 1 Direct the Rider 1b Script the critical move
• Slide 11
• Slide 12
• Main strategy 1 Direct the Rider 1c POINT TO THE DESTINATION
• Main strategy 2 Motivate the Elephant 2a Find the Feeling
• Slide 15
• Slide 16
• Slide 17
• Slide 18
• Slide 19
• Slide 20
• Slide 21
• Slide 22
• Slide 23
• Main strategy 2 Motivate the Elephant 2b Shrink the Change
• Slide 25
• Slide 26
• Slide 27
• Slide 28
• Slide 29
• Slide 30
• Slide 31
• Slide 32
• Slide 33
• Slide 34
• Slide 35
• Slide 36
• Slide 37
• Slide 38
• Slide 39
• Slide 40
• Main strategy 2 Motivate the Elephant 2c Grow your people(creating sense of identity amp instill growth mindset)
• Slide 42
• Slide 43
• Slide 44
• Slide 45
• Slide 46
• Slide 47
• Slide 48
• Slide 49
• Slide 50
• Slide 51
• Slide 52
• Slide 53
• Slide 54
• Slide 55
• Main strategy 3 Shape the path 3a Tweak the environment
• Fundamental attribution error ndash we hurrily judge someonesomething from Direct attributes but forget about situation that may have created those attributes
• Slide 58
• Slide 59
• 3b Build habit
• Slide 61
• Example or strategy to build habit
• 3b Action trigger
• Slide 64
• 3c Rally the herd
• Slide 66
• By STANDER effect ndash humanbeings take decision after looking what others do
• Slide 68
• Slide 69
• Slide 70
• Summary
• Slide 72
• Slide 73
• Summary Direct the Rider(Head rational thinker)
• Summary Motivate the Elephant(Lazy pleasure loving self)
• Slide 76
• Summary Shaping the path
• Slide 78
• Slide 79
• Slide 80
• Slide 81

In the identity model of decision making we essentially askourselves three questions when we have a decision to make Whoam l What kind of situation is this What would someone like medo in this situation Notice whats missing any calculation of costsand benefits The identity model explains the way most peoplevote which contradicts our notion of the self-interested voterIt helps to shed light on why an auto mechanic in Oklahomawould vote against a Democrat whod give him health insuranceand why a Silicon Valley millionaire would vote against a Republicanwhod cut her taxes

Generally when we use the word identity were talking aboutan immutable trait of some kind-such as a racial ethic orregional identity But thats a relatively narrow use of the termWere not just born with an identity we adopt identities throughoutour lives We aspire to be good mothers or fathers devoutCatholics or Muslims patriotic citizens and so on

Or consider a professional identity such as being a scientistClearly youre not born a scientist Its an identity you seek outand one that others such as your professors and mentors consciouslycultivate in you As you develop and grow in that identityit becomes an increasingly important part of your self-imageand triggers the kind of decision making that March describes

Its critical to realize that these identity stories arent just specialcase situations confined to scientists or nurses or St LuciansIdentity is going to play a role in nearly every change situationEven yours When you think about the people whose behaviorneeds to change ask yourself whether they would agree with thisstatement I aspire to be the kind of person who would makethis change If their answer is yes thats an enormous factor in your favor If their answer is no then youll have to work hard toshow them that they should aspire to a different self-image Andthats exactly what Paul Butler did in St Lucia He convinced theislands citizens to think This is our bird-if we want to be goodSt Lucians wed better protect it

in a business context consider a firmthat invented an identity that subsequently became the engine ofits success The firm is Brasilata-its a US$ 1 70 million manufacturingfirm in Brazil that produces various kinds of steel cansAs youd imagine the can manufacturing industry is relativelymature-not much growth not much excitement But Brasilatadefies the stereotype of a boring stuck-in-its ways manufacturerIn fact it has one of the best reputations for innovation of anycompany in Latin America

How does a manufacturer of cans become known as an innovatorBrasilatas founders were inspired by the philosophy ofJapanese car manufacturers like Honda and Toyota which empoweredtheir frontline employees to take ownership of theirwork For instance at Toyota any employee who spotted a defectcould stop the assembly line (this would have been unthinkablein Detroit at the time) Toyota and Honda also actively solicited

ideas for innovation from their employees In 1 987 the foundersof Brasilata launched an employee-innovation program modeledon the Japanese forerunnersA new identity was the core of the program Employees ofBrasilata hecame known as inventors and when new employeesjoined the firm they were asked to sign an innovation contractThis wasnt simply feel-good language Top management challengedemployees to be on the lookout for potential innovationsideasfor how to create better products improve productionprocesses and squeeze costs out of the system Procedures developedwithin the factory made it easy for inventors to submit theirideas

The program succeeded beyond any reasonable expectationsIn 2008 employees submitted 1 34846 ideas-an averageof 1452 ideas per inventor This figure puts Brasilata on par withthe Japanese trendsetters that had inspired the programMany of the suggestions led to the development of new productsFor instance in late 2008 Brasilata came up with a new approachfor steel cans designed to carry dangerous or flammableliquids To meet United Nations standards such cans must beable to withstand a drop from 1 2 meters (roughly 4 feet) Traditionallymost manufacturers had reached this standard by thickeningthe metal layers which used up more raw material andrequired new production processes And the reinforced designswerent foolproof-the metal seams were prone to split if a canlanded on an edgeBrasilatas inventors

suggested a new design inspired by carbumpers that collapse on impact Their new steel can deformedslightly on impact reducing stress on the critical seam The newdesign resisted impact better while also reducing the amount ofsteel in the canThe inventors have led Brasilata through emergencies In200 1 a severe energy crisis-the blackout syndrome ndashforced

the government of Brazil to ration energy Businesses received astrict quota of electricity The inventors went to work dreamingup power-saving ideas-hundreds of them Within a few weeksBrasilatas energy consumption was reduced by 35 percent fallingbelow the companys quota and allowing the company to resell itsextra energy

Another unexpected idea was jointly suggested by two employeesEliminate our jobs theyre not necessary anymore The ideawas accepted but the company found a new place for the employeesBrasilata has a no-dismissal policy and also distributes1 5 percent of its net profits to employees Its no surprise thatBrasilata consistently appears on best places to work lists inBrazilLets remember something This inventor identity whichhas fueled business success and employee satisfaction was madeup None of Brasilatas employees were born inventors Theidentity was introduced to them and they liked the sound of itIt seemed to be a mantle worth wearing Being an inventor hasbecome a source of pride and strength

If cultivating an identity sounds daunting take heart A classicstudy in psychology shows that you can start with small steps Inthe 1960s two psychologists from Stanford University JonathanFreedman and Scott Fraser asked a researcher to go door-to-doorin an upscale neighborhood in Palo Alto California

Pg 158

indeed 83 percent of the home ownerspassed on the opportunity ldquo

Two weeks earlier thesame home owners had been approached by a volunteer claimingto represent a different driver-safety organization They wereasked to put a tiny Be a Safe Driver sign-less than half thesize of a postcard-in the window of their car or home The volunteersaid the sign was intended to make citizens more aware ofthe need to drive carefully This seemed such a trivial commitmentthat almost all of the home owners said yes

When the researcherscame back two weeks later and asked the home owners to installthe eyesore billboard 76 percent accepted it

the science of the billboardstudy says something pretty remarkable It shows us that peopleare receptive to developing new identities that identities growfrom small beginnings Once you start seeing yourself as a concernedcitizen youll want to keep acting like one Thats tremendouslygood news for someone leading a change effort It meansfor example that if you can show people why the environment isworth caring about it wont take years for them to think of themselvesas environmentalists It took only a few days for the homeowners to think of themselves as concerned citizens

You need to create the expectationof failure-not the failure of the mission itself but failureen route This notion takes us into a fascinating area of researchthat is likely to change the way you view the world

Main strategy 3 Shape the path3a Tweak the environment

bull TWEAK THE ENVIRONMENT When the situation changes the behavior

bull changes So change the situation [Throwing out the phone system at Rackspace

bull 1-Click ordering simplifying the online time sheet]bull Tweaking the environment is about making the right

behaviors a little bit easier and the wrong behaviors a little bit harder Its that simple

bull ]

Fundamental attribution error ndash we hurrily judge someonesomething from Direct

attributes but forget about situation that may have created those attributes

frequently blind to the power of situations In a famousarticle Stanford psychologist Lee Ross surveyed dozens ofstudies in psychology and noted that people have a systematictendency to ignore the situational forces that shape other peoplesbehavior He called this deep-rooted tendency the FundamentalAttribution Error The error lies in our inclination toattribute peoples behavior to the way they are rather than to thesituation they are in

how a smoother Path can change behavior consider someresearch that studied why college students did (or didnt) donatefood to a canned-food drive for charity The researchers knewsome students would be more charitable and generous thanothers and would be more inclined to donate food Theresearchers wondered Can we alter the situation so that jerks givetoo

Pg 182

Some students received a basicletter announcing the launch of a food drive the following weekand asking them to bring canned food to a booth on TressiderPlaza (a well-known spot on campus) Other students received amore detailed letter which included a map to the precise spot arequest for a can of beans and a suggestion that they think abouta time when theyd ordinarily be near Tressider Plaza so theywouldnt have to go out of their way to get there

Students who received the basic letter were not very generousOnly 8 percent of the saints donated and not a single one ofthe jerks

Students who received the more detailedletter were substantially more charitable 42 percent of thesaints donated and so did 2 5 percent of the jerks

Tweaking the environment is about making the right behaviorsa little bit easier and the wrong behaviors a little bit harder Itsthat simple

3b Build habit

bull When something becomes a habit our rational brain(rider) does not have to exert almost any energy or will power This will power energy is of limited supply and could not work for long stretch of time

bull So if step by step procedure some objective or main task could be turned into a habit it would be easier for human beings to do it

bull BUILD HABITS When behavior is habitual its free-it doesnt tax the Rider

bull Look for ways to encourage habits [Setting action triggers eating two bowls of

bull soup while dieting using checklists

Example or strategy to build habit

bull 21 days repetition method

3b Action trigger

Peter Gollwitzer a psychologist at New York University is thepioneer of work in this area He and colleague Veronika Brandstarterfound that action triggers are quite effective in motivatingaction

By preloading the decisionwe conserve the Riders self-control(it does not have to think about what to do)

In one study they tracked college students who had theoption to earn extra credit in a class by writing a paper about how they spent Christmas Eve But there was a catch To earn the credit they had to submit the paper by December 26 Most studentshad good intentions of writing the paper but only 33 percentof them got around to writing and submitting it Otherstudents in the study were required to set action triggers-tonote in advance exactly when and where they intended to write the report (for example Ill write this report in my dads officeon Christmas morning before everyone gets up) A whopping75 percent of those students wrote the report

3c Rally the herd

bull Social and peer pressure is a very strong force in motivating us to do something

bull So if influential celebrity type people do something the majority follow through Here 8020 rule applies

bull Again if someone could be told that the majority are doing this heshe would like to be the part of the group(here) and comply with Therefore become happy as becoming of a group that fulfills our belonging needs

bull The Elephant constantly looks to the herd for cues about how to behave

bull Other people are getting their work done on time Why wont you

bull RALLY THE HERD Behavior is contagious Help it spread [Fataki in Tanzaniafree spaces in hospitals seeding the tip jar]

By STANDER effect ndash humanbeings take decision after

looking what others doColumbia University students having volunteered for a researchstudy were asked to sit in a room and fill out a surveySome were left alone others were put in rooms with two otherstudents As they filled out their surveys a crisis emergedSmoke began to pour into the room through a wall vent Thesmoke continued to flow in irregular puffs until eventually theroom was filled with haze Of the students sitting in a room bythemselves 75 percent got up and found someone to alert aboutthe smoke But when three students were placed in the roomat the same time only 38 percent of the groups of three ever reportedthe smoke They just sat there inhaling the smoke eachindividuals inaction signaling to the other two people in theroom that this smoke cloud isnt such a big deal

In a similar study individuals or pairs who were completinga survey heard what sounded like a woman falling down loudlyon the other side of a room divider Of the lone bystanders 70percent went to help her but only 40 percent of the pairs helpedEven when the pairs helped they acted more slowly than the individuals

Why do groups fail to respond as well as individualsIn ambiguous situations-smoke pouring into a room theapparent sound of a fall-people look to others for cues abouthow to interpret the event If you see a man suddenly collapse atthe mall your brain races through possible interpretations Its aheart attack Or wait maybe he tripped and fell down Or whatif hes playing a gag on someone Youre reluctant to rush overimmediately because if he simply tripped your alarm-bell behaviorwill leave you both embarrassedIf youre the only person around to react youll probably makeyour best guess-heart attack-and rush over But if theres acrowd youve got two stimuli to process the collapse itself andthe crowds reaction to the collapse You might pause briefly tostudy the crowd Are other people acting like hes had a heart attackYou stand there idling ready to spring into action at thefirst sign of crisis But as you wait other people are looking backat you and when they see you idling your behavior becomes datafor their theory that its not an emergency And thats why threepeople can sit in a room filling with smoke and not make a peep

a group of socialpsychologists persuaded a hotel manager to test out a newsign in the hotel bathrooms The sign didnt mention the environmentat alIi it simply said that the the majority of guests atthe hotel reuse their towels at least once during their stay Itworked-guests who got this sign were 26 percent more likely toreuse their towels They took cues from the herdNote the downside though If the sign had said About 8of our guests decide to reuse their towels new guests would havebeen less likely to reuse theirs

SummaryHOW TO MAKE A SWITCHFor things to change somebody somewhere has to start actingdifferently Maybe its you maybe its your teamPicture that person (or people)Each has an emotional Elephant side and a rational Rider sideYouve got to reach both And youve also got to clear the wayfor them to succeed In short you must do three things

DIRECT the RiderFOLLOW THE BRIGHT SPOTS Investigate whats working and clone it [Jerrysternin in Vietnam solutions-focused therapy]SCRIPT THE CRITICAL MOVES Dont think big picture think in terms of specificbehaviors [1 milk four rules at the Brazilian railroad]POINT TO THE DESTINATION Change is easier when you know where youregoing and why its worth it [You ll be third graders soon No dry holes at BP]

MOTIVATE the ElephantFIND THE FEELING Knowing something isn t enough to cause change Makepeople feel something [Piling gloves on the table the chemotherapy video gameRobyn Waterss demos at Target]SHRINK THE CHANGE Break down the change until it no longer spooks the Elephant[The 5-Minute Room Rescue procurement reform]GROW YOUR PEOPLE Cultivate a sense of identity and instill the growth mindset[Brasilatas inventors junior-high math kids turnaround]

SHAPE the PathTWEAK THE ENVIRONMENT When the situation changes the behaviorchanges So change the situation [Throwing out the phone system at Rackspace1-Click ordering simplifying the online time sheet]BUILD HABITS When behavior is habitual its free-it doesnt tax the RiderLook for ways to encourage habits [Setting action triggers eating two bowls ofsoup while dieting using checklists]RALLY THE HERD Behavior is contagious Help it spread [Fataki in Tanzaniafree spaces in hospitals seeding the tip jar]

Summary Direct the Rider(Head rational thinker)

Heres the good news The Riders strengths are substantialand his flaws can be mitigated When you appeal to the Rider insideyourself or inside others you are trying to influence yourgame plan should be simpleFirst follow the bright spots Think of the Vietnamese childrenwho stayed well nourished against the odds or the Genentechsales reps who racked up sales against the odds AB you analyzeyour situation youre sure to find some things that are workingbetter than others Dont obsess about the failures Instead investigateand clone the successesNext give direction to the Rider-both a start and a finishSend him a destination postcard (Youll be a third grader soon)and script his critical moves (Buy 1 milk) When you do these things youll prepare the Rider to lead aswitch And youll arm him for the ongoing struggles with hisreluctant and formidable partner the Elephant

Summary Motivate the Elephant(Lazy pleasure loving self)

In times of change we need to remind ourselves and others againand again of certain basic truths Our brains and our abilities arelike muscles They can be strengthened with practice Were notborn skateboarders or scientists or nurses we must learn how toskateboard do science or care for sick people And our inspirationto change ourselves comes from our desire to live up to thoseidentitiesIn the story of Molly Howard we see that amazing things canhappen when you combine the aspiration of a new identity withthe persistence of the growth mindset Thats how you grow yourpeople

Over the past few chapters weve seen that the centralchallenge of change is keeping the Elephant moving forwardWhereas the Rider needs direction the Elephant needs motivationAnd weve seen that motivation comes from feelingknowledgeisnt enough to motivate change But motivation alsocomes from confidence The Elephant has to believe that its capableof conquering the change And there are two routes tobuilding peoples confidence so that they feel big relative totheir challenge You can shrink the change or grow your people(or preferably both)

Summary Shaping the pathOur picture of change is still incomplete though because itsclear that in some situations even a reluctant Elephant and a confusedRider will manage to change their behavior For instanceconsider the fact that even a lost angry driver who is hopelesslylate for an appointment will stop dutifully for a red lightThats why to make changes stick weve got to think aboutshaping the Path

First you need to tweak theenvironment to provide a free space for discussion At Alpha therotational teams had a private place to meet and that created afree space where the new identity could grow Do your own reformershave a private place where they can meet and coordinate

Second you should build good habits Recall the idea of actiontriggers-visualizing when and where you are going to dosomething important The interns at Alpha were essentially settingaction triggers They thought about what they would sayand how they would act when 9 pm came and the signoutprocess was triggered They mentally rehearsed how they wouldrespond if an argument flared up with the night resident Havemembers of your team rehearsed how theyll react when theymeet resistance from your organizations old guard

Finally you should rally the herd At Alpha the leaders helpedthe reformers find one another and the reformers began to createa language-as we saw in the examples of the designateddriver and Fataki-that allowed them to talk about their valueswith others As a leader you can help prod them to create this languageto find ways to articulate what is different and better aboutthe change you seek

We started the Path section by discussing the Fundamental AttributionError-the tendency to attribute behavior to peoplescharacter rather than to their environments Look again at theteaching-hospital example At Alpha 42 percent of superiors supportedthe change at Beta 66 percent supported it Almost all ofus would have put our money on Beta Not many of us whenconfronted with that data would have immediately thought Yesbut what about the situational forces

At the two hospitals individual character competed with situationalforces and situational forces won This brings us backfull circle to the food drive study where a jerk with clear instructionswas more charitable than a saint with generic instructionsThe line between saints and jerks wasnt as clear as we mighthave thought Neither was the line between supporters and resistersof hospital reformIf the right Path can turn a jerk into a saint then the rightPath can also turn a change enemy into an ally

ReferenceReference book HOW TO CHANGE THINGS WHEN CH ANGE IS HARD

By CHIP HEATH (a professor at the GraduateSchool of Business at Stanford University) and DAN HEATH(a senior fellow at Duke Universitys Centerfor the Advancement of Social Entrepreneurship(CASE))

• Change Management
• Reference
• Slide 3
• Rider
• Elephant
• Main strategy 1 Direct the Rider 1a Follow the brightspot
• Details of Vietnam example
• Slide 8
• Slide 9
• Main strategy 1 Direct the Rider 1b Script the critical move
• Slide 11
• Slide 12
• Main strategy 1 Direct the Rider 1c POINT TO THE DESTINATION
• Main strategy 2 Motivate the Elephant 2a Find the Feeling
• Slide 15
• Slide 16
• Slide 17
• Slide 18
• Slide 19
• Slide 20
• Slide 21
• Slide 22
• Slide 23
• Main strategy 2 Motivate the Elephant 2b Shrink the Change
• Slide 25
• Slide 26
• Slide 27
• Slide 28
• Slide 29
• Slide 30
• Slide 31
• Slide 32
• Slide 33
• Slide 34
• Slide 35
• Slide 36
• Slide 37
• Slide 38
• Slide 39
• Slide 40
• Main strategy 2 Motivate the Elephant 2c Grow your people(creating sense of identity amp instill growth mindset)
• Slide 42
• Slide 43
• Slide 44
• Slide 45
• Slide 46
• Slide 47
• Slide 48
• Slide 49
• Slide 50
• Slide 51
• Slide 52
• Slide 53
• Slide 54
• Slide 55
• Main strategy 3 Shape the path 3a Tweak the environment
• Fundamental attribution error ndash we hurrily judge someonesomething from Direct attributes but forget about situation that may have created those attributes
• Slide 58
• Slide 59
• 3b Build habit
• Slide 61
• Example or strategy to build habit
• 3b Action trigger
• Slide 64
• 3c Rally the herd
• Slide 66
• By STANDER effect ndash humanbeings take decision after looking what others do
• Slide 68
• Slide 69
• Slide 70
• Summary
• Slide 72
• Slide 73
• Summary Direct the Rider(Head rational thinker)
• Summary Motivate the Elephant(Lazy pleasure loving self)
• Slide 76
• Summary Shaping the path
• Slide 78
• Slide 79
• Slide 80
• Slide 81

Generally when we use the word identity were talking aboutan immutable trait of some kind-such as a racial ethic orregional identity But thats a relatively narrow use of the termWere not just born with an identity we adopt identities throughoutour lives We aspire to be good mothers or fathers devoutCatholics or Muslims patriotic citizens and so on

Or consider a professional identity such as being a scientistClearly youre not born a scientist Its an identity you seek outand one that others such as your professors and mentors consciouslycultivate in you As you develop and grow in that identityit becomes an increasingly important part of your self-imageand triggers the kind of decision making that March describes

Its critical to realize that these identity stories arent just specialcase situations confined to scientists or nurses or St LuciansIdentity is going to play a role in nearly every change situationEven yours When you think about the people whose behaviorneeds to change ask yourself whether they would agree with thisstatement I aspire to be the kind of person who would makethis change If their answer is yes thats an enormous factor in your favor If their answer is no then youll have to work hard toshow them that they should aspire to a different self-image Andthats exactly what Paul Butler did in St Lucia He convinced theislands citizens to think This is our bird-if we want to be goodSt Lucians wed better protect it

in a business context consider a firmthat invented an identity that subsequently became the engine ofits success The firm is Brasilata-its a US$ 1 70 million manufacturingfirm in Brazil that produces various kinds of steel cansAs youd imagine the can manufacturing industry is relativelymature-not much growth not much excitement But Brasilatadefies the stereotype of a boring stuck-in-its ways manufacturerIn fact it has one of the best reputations for innovation of anycompany in Latin America

How does a manufacturer of cans become known as an innovatorBrasilatas founders were inspired by the philosophy ofJapanese car manufacturers like Honda and Toyota which empoweredtheir frontline employees to take ownership of theirwork For instance at Toyota any employee who spotted a defectcould stop the assembly line (this would have been unthinkablein Detroit at the time) Toyota and Honda also actively solicited

ideas for innovation from their employees In 1 987 the foundersof Brasilata launched an employee-innovation program modeledon the Japanese forerunnersA new identity was the core of the program Employees ofBrasilata hecame known as inventors and when new employeesjoined the firm they were asked to sign an innovation contractThis wasnt simply feel-good language Top management challengedemployees to be on the lookout for potential innovationsideasfor how to create better products improve productionprocesses and squeeze costs out of the system Procedures developedwithin the factory made it easy for inventors to submit theirideas

The program succeeded beyond any reasonable expectationsIn 2008 employees submitted 1 34846 ideas-an averageof 1452 ideas per inventor This figure puts Brasilata on par withthe Japanese trendsetters that had inspired the programMany of the suggestions led to the development of new productsFor instance in late 2008 Brasilata came up with a new approachfor steel cans designed to carry dangerous or flammableliquids To meet United Nations standards such cans must beable to withstand a drop from 1 2 meters (roughly 4 feet) Traditionallymost manufacturers had reached this standard by thickeningthe metal layers which used up more raw material andrequired new production processes And the reinforced designswerent foolproof-the metal seams were prone to split if a canlanded on an edgeBrasilatas inventors

suggested a new design inspired by carbumpers that collapse on impact Their new steel can deformedslightly on impact reducing stress on the critical seam The newdesign resisted impact better while also reducing the amount ofsteel in the canThe inventors have led Brasilata through emergencies In200 1 a severe energy crisis-the blackout syndrome ndashforced

the government of Brazil to ration energy Businesses received astrict quota of electricity The inventors went to work dreamingup power-saving ideas-hundreds of them Within a few weeksBrasilatas energy consumption was reduced by 35 percent fallingbelow the companys quota and allowing the company to resell itsextra energy

Another unexpected idea was jointly suggested by two employeesEliminate our jobs theyre not necessary anymore The ideawas accepted but the company found a new place for the employeesBrasilata has a no-dismissal policy and also distributes1 5 percent of its net profits to employees Its no surprise thatBrasilata consistently appears on best places to work lists inBrazilLets remember something This inventor identity whichhas fueled business success and employee satisfaction was madeup None of Brasilatas employees were born inventors Theidentity was introduced to them and they liked the sound of itIt seemed to be a mantle worth wearing Being an inventor hasbecome a source of pride and strength

If cultivating an identity sounds daunting take heart A classicstudy in psychology shows that you can start with small steps Inthe 1960s two psychologists from Stanford University JonathanFreedman and Scott Fraser asked a researcher to go door-to-doorin an upscale neighborhood in Palo Alto California

Pg 158

indeed 83 percent of the home ownerspassed on the opportunity ldquo

Two weeks earlier thesame home owners had been approached by a volunteer claimingto represent a different driver-safety organization They wereasked to put a tiny Be a Safe Driver sign-less than half thesize of a postcard-in the window of their car or home The volunteersaid the sign was intended to make citizens more aware ofthe need to drive carefully This seemed such a trivial commitmentthat almost all of the home owners said yes

When the researcherscame back two weeks later and asked the home owners to installthe eyesore billboard 76 percent accepted it

the science of the billboardstudy says something pretty remarkable It shows us that peopleare receptive to developing new identities that identities growfrom small beginnings Once you start seeing yourself as a concernedcitizen youll want to keep acting like one Thats tremendouslygood news for someone leading a change effort It meansfor example that if you can show people why the environment isworth caring about it wont take years for them to think of themselvesas environmentalists It took only a few days for the homeowners to think of themselves as concerned citizens

You need to create the expectationof failure-not the failure of the mission itself but failureen route This notion takes us into a fascinating area of researchthat is likely to change the way you view the world

Main strategy 3 Shape the path3a Tweak the environment

bull TWEAK THE ENVIRONMENT When the situation changes the behavior

bull changes So change the situation [Throwing out the phone system at Rackspace

bull 1-Click ordering simplifying the online time sheet]bull Tweaking the environment is about making the right

behaviors a little bit easier and the wrong behaviors a little bit harder Its that simple

bull ]

Fundamental attribution error ndash we hurrily judge someonesomething from Direct

attributes but forget about situation that may have created those attributes

frequently blind to the power of situations In a famousarticle Stanford psychologist Lee Ross surveyed dozens ofstudies in psychology and noted that people have a systematictendency to ignore the situational forces that shape other peoplesbehavior He called this deep-rooted tendency the FundamentalAttribution Error The error lies in our inclination toattribute peoples behavior to the way they are rather than to thesituation they are in

how a smoother Path can change behavior consider someresearch that studied why college students did (or didnt) donatefood to a canned-food drive for charity The researchers knewsome students would be more charitable and generous thanothers and would be more inclined to donate food Theresearchers wondered Can we alter the situation so that jerks givetoo

Pg 182

Some students received a basicletter announcing the launch of a food drive the following weekand asking them to bring canned food to a booth on TressiderPlaza (a well-known spot on campus) Other students received amore detailed letter which included a map to the precise spot arequest for a can of beans and a suggestion that they think abouta time when theyd ordinarily be near Tressider Plaza so theywouldnt have to go out of their way to get there

Students who received the basic letter were not very generousOnly 8 percent of the saints donated and not a single one ofthe jerks

Students who received the more detailedletter were substantially more charitable 42 percent of thesaints donated and so did 2 5 percent of the jerks

Tweaking the environment is about making the right behaviorsa little bit easier and the wrong behaviors a little bit harder Itsthat simple

3b Build habit

bull When something becomes a habit our rational brain(rider) does not have to exert almost any energy or will power This will power energy is of limited supply and could not work for long stretch of time

bull So if step by step procedure some objective or main task could be turned into a habit it would be easier for human beings to do it

bull BUILD HABITS When behavior is habitual its free-it doesnt tax the Rider

bull Look for ways to encourage habits [Setting action triggers eating two bowls of

bull soup while dieting using checklists

Example or strategy to build habit

bull 21 days repetition method

3b Action trigger

Peter Gollwitzer a psychologist at New York University is thepioneer of work in this area He and colleague Veronika Brandstarterfound that action triggers are quite effective in motivatingaction

By preloading the decisionwe conserve the Riders self-control(it does not have to think about what to do)

In one study they tracked college students who had theoption to earn extra credit in a class by writing a paper about how they spent Christmas Eve But there was a catch To earn the credit they had to submit the paper by December 26 Most studentshad good intentions of writing the paper but only 33 percentof them got around to writing and submitting it Otherstudents in the study were required to set action triggers-tonote in advance exactly when and where they intended to write the report (for example Ill write this report in my dads officeon Christmas morning before everyone gets up) A whopping75 percent of those students wrote the report

3c Rally the herd

bull Social and peer pressure is a very strong force in motivating us to do something

bull So if influential celebrity type people do something the majority follow through Here 8020 rule applies

bull Again if someone could be told that the majority are doing this heshe would like to be the part of the group(here) and comply with Therefore become happy as becoming of a group that fulfills our belonging needs

bull The Elephant constantly looks to the herd for cues about how to behave

bull Other people are getting their work done on time Why wont you

bull RALLY THE HERD Behavior is contagious Help it spread [Fataki in Tanzaniafree spaces in hospitals seeding the tip jar]

By STANDER effect ndash humanbeings take decision after

looking what others doColumbia University students having volunteered for a researchstudy were asked to sit in a room and fill out a surveySome were left alone others were put in rooms with two otherstudents As they filled out their surveys a crisis emergedSmoke began to pour into the room through a wall vent Thesmoke continued to flow in irregular puffs until eventually theroom was filled with haze Of the students sitting in a room bythemselves 75 percent got up and found someone to alert aboutthe smoke But when three students were placed in the roomat the same time only 38 percent of the groups of three ever reportedthe smoke They just sat there inhaling the smoke eachindividuals inaction signaling to the other two people in theroom that this smoke cloud isnt such a big deal

In a similar study individuals or pairs who were completinga survey heard what sounded like a woman falling down loudlyon the other side of a room divider Of the lone bystanders 70percent went to help her but only 40 percent of the pairs helpedEven when the pairs helped they acted more slowly than the individuals

Why do groups fail to respond as well as individualsIn ambiguous situations-smoke pouring into a room theapparent sound of a fall-people look to others for cues abouthow to interpret the event If you see a man suddenly collapse atthe mall your brain races through possible interpretations Its aheart attack Or wait maybe he tripped and fell down Or whatif hes playing a gag on someone Youre reluctant to rush overimmediately because if he simply tripped your alarm-bell behaviorwill leave you both embarrassedIf youre the only person around to react youll probably makeyour best guess-heart attack-and rush over But if theres acrowd youve got two stimuli to process the collapse itself andthe crowds reaction to the collapse You might pause briefly tostudy the crowd Are other people acting like hes had a heart attackYou stand there idling ready to spring into action at thefirst sign of crisis But as you wait other people are looking backat you and when they see you idling your behavior becomes datafor their theory that its not an emergency And thats why threepeople can sit in a room filling with smoke and not make a peep

a group of socialpsychologists persuaded a hotel manager to test out a newsign in the hotel bathrooms The sign didnt mention the environmentat alIi it simply said that the the majority of guests atthe hotel reuse their towels at least once during their stay Itworked-guests who got this sign were 26 percent more likely toreuse their towels They took cues from the herdNote the downside though If the sign had said About 8of our guests decide to reuse their towels new guests would havebeen less likely to reuse theirs

SummaryHOW TO MAKE A SWITCHFor things to change somebody somewhere has to start actingdifferently Maybe its you maybe its your teamPicture that person (or people)Each has an emotional Elephant side and a rational Rider sideYouve got to reach both And youve also got to clear the wayfor them to succeed In short you must do three things

DIRECT the RiderFOLLOW THE BRIGHT SPOTS Investigate whats working and clone it [Jerrysternin in Vietnam solutions-focused therapy]SCRIPT THE CRITICAL MOVES Dont think big picture think in terms of specificbehaviors [1 milk four rules at the Brazilian railroad]POINT TO THE DESTINATION Change is easier when you know where youregoing and why its worth it [You ll be third graders soon No dry holes at BP]

MOTIVATE the ElephantFIND THE FEELING Knowing something isn t enough to cause change Makepeople feel something [Piling gloves on the table the chemotherapy video gameRobyn Waterss demos at Target]SHRINK THE CHANGE Break down the change until it no longer spooks the Elephant[The 5-Minute Room Rescue procurement reform]GROW YOUR PEOPLE Cultivate a sense of identity and instill the growth mindset[Brasilatas inventors junior-high math kids turnaround]

SHAPE the PathTWEAK THE ENVIRONMENT When the situation changes the behaviorchanges So change the situation [Throwing out the phone system at Rackspace1-Click ordering simplifying the online time sheet]BUILD HABITS When behavior is habitual its free-it doesnt tax the RiderLook for ways to encourage habits [Setting action triggers eating two bowls ofsoup while dieting using checklists]RALLY THE HERD Behavior is contagious Help it spread [Fataki in Tanzaniafree spaces in hospitals seeding the tip jar]

Summary Direct the Rider(Head rational thinker)

Heres the good news The Riders strengths are substantialand his flaws can be mitigated When you appeal to the Rider insideyourself or inside others you are trying to influence yourgame plan should be simpleFirst follow the bright spots Think of the Vietnamese childrenwho stayed well nourished against the odds or the Genentechsales reps who racked up sales against the odds AB you analyzeyour situation youre sure to find some things that are workingbetter than others Dont obsess about the failures Instead investigateand clone the successesNext give direction to the Rider-both a start and a finishSend him a destination postcard (Youll be a third grader soon)and script his critical moves (Buy 1 milk) When you do these things youll prepare the Rider to lead aswitch And youll arm him for the ongoing struggles with hisreluctant and formidable partner the Elephant

Summary Motivate the Elephant(Lazy pleasure loving self)

In times of change we need to remind ourselves and others againand again of certain basic truths Our brains and our abilities arelike muscles They can be strengthened with practice Were notborn skateboarders or scientists or nurses we must learn how toskateboard do science or care for sick people And our inspirationto change ourselves comes from our desire to live up to thoseidentitiesIn the story of Molly Howard we see that amazing things canhappen when you combine the aspiration of a new identity withthe persistence of the growth mindset Thats how you grow yourpeople

Over the past few chapters weve seen that the centralchallenge of change is keeping the Elephant moving forwardWhereas the Rider needs direction the Elephant needs motivationAnd weve seen that motivation comes from feelingknowledgeisnt enough to motivate change But motivation alsocomes from confidence The Elephant has to believe that its capableof conquering the change And there are two routes tobuilding peoples confidence so that they feel big relative totheir challenge You can shrink the change or grow your people(or preferably both)

Summary Shaping the pathOur picture of change is still incomplete though because itsclear that in some situations even a reluctant Elephant and a confusedRider will manage to change their behavior For instanceconsider the fact that even a lost angry driver who is hopelesslylate for an appointment will stop dutifully for a red lightThats why to make changes stick weve got to think aboutshaping the Path

First you need to tweak theenvironment to provide a free space for discussion At Alpha therotational teams had a private place to meet and that created afree space where the new identity could grow Do your own reformershave a private place where they can meet and coordinate

Second you should build good habits Recall the idea of actiontriggers-visualizing when and where you are going to dosomething important The interns at Alpha were essentially settingaction triggers They thought about what they would sayand how they would act when 9 pm came and the signoutprocess was triggered They mentally rehearsed how they wouldrespond if an argument flared up with the night resident Havemembers of your team rehearsed how theyll react when theymeet resistance from your organizations old guard

Finally you should rally the herd At Alpha the leaders helpedthe reformers find one another and the reformers began to createa language-as we saw in the examples of the designateddriver and Fataki-that allowed them to talk about their valueswith others As a leader you can help prod them to create this languageto find ways to articulate what is different and better aboutthe change you seek

We started the Path section by discussing the Fundamental AttributionError-the tendency to attribute behavior to peoplescharacter rather than to their environments Look again at theteaching-hospital example At Alpha 42 percent of superiors supportedthe change at Beta 66 percent supported it Almost all ofus would have put our money on Beta Not many of us whenconfronted with that data would have immediately thought Yesbut what about the situational forces

At the two hospitals individual character competed with situationalforces and situational forces won This brings us backfull circle to the food drive study where a jerk with clear instructionswas more charitable than a saint with generic instructionsThe line between saints and jerks wasnt as clear as we mighthave thought Neither was the line between supporters and resistersof hospital reformIf the right Path can turn a jerk into a saint then the rightPath can also turn a change enemy into an ally

ReferenceReference book HOW TO CHANGE THINGS WHEN CH ANGE IS HARD

By CHIP HEATH (a professor at the GraduateSchool of Business at Stanford University) and DAN HEATH(a senior fellow at Duke Universitys Centerfor the Advancement of Social Entrepreneurship(CASE))

• Change Management
• Reference
• Slide 3
• Rider
• Elephant
• Main strategy 1 Direct the Rider 1a Follow the brightspot
• Details of Vietnam example
• Slide 8
• Slide 9
• Main strategy 1 Direct the Rider 1b Script the critical move
• Slide 11
• Slide 12
• Main strategy 1 Direct the Rider 1c POINT TO THE DESTINATION
• Main strategy 2 Motivate the Elephant 2a Find the Feeling
• Slide 15
• Slide 16
• Slide 17
• Slide 18
• Slide 19
• Slide 20
• Slide 21
• Slide 22
• Slide 23
• Main strategy 2 Motivate the Elephant 2b Shrink the Change
• Slide 25
• Slide 26
• Slide 27
• Slide 28
• Slide 29
• Slide 30
• Slide 31
• Slide 32
• Slide 33
• Slide 34
• Slide 35
• Slide 36
• Slide 37
• Slide 38
• Slide 39
• Slide 40
• Main strategy 2 Motivate the Elephant 2c Grow your people(creating sense of identity amp instill growth mindset)
• Slide 42
• Slide 43
• Slide 44
• Slide 45
• Slide 46
• Slide 47
• Slide 48
• Slide 49
• Slide 50
• Slide 51
• Slide 52
• Slide 53
• Slide 54
• Slide 55
• Main strategy 3 Shape the path 3a Tweak the environment
• Fundamental attribution error ndash we hurrily judge someonesomething from Direct attributes but forget about situation that may have created those attributes
• Slide 58
• Slide 59
• 3b Build habit
• Slide 61
• Example or strategy to build habit
• 3b Action trigger
• Slide 64
• 3c Rally the herd
• Slide 66
• By STANDER effect ndash humanbeings take decision after looking what others do
• Slide 68
• Slide 69
• Slide 70
• Summary
• Slide 72
• Slide 73
• Summary Direct the Rider(Head rational thinker)
• Summary Motivate the Elephant(Lazy pleasure loving self)
• Slide 76
• Summary Shaping the path
• Slide 78
• Slide 79
• Slide 80
• Slide 81

Its critical to realize that these identity stories arent just specialcase situations confined to scientists or nurses or St LuciansIdentity is going to play a role in nearly every change situationEven yours When you think about the people whose behaviorneeds to change ask yourself whether they would agree with thisstatement I aspire to be the kind of person who would makethis change If their answer is yes thats an enormous factor in your favor If their answer is no then youll have to work hard toshow them that they should aspire to a different self-image Andthats exactly what Paul Butler did in St Lucia He convinced theislands citizens to think This is our bird-if we want to be goodSt Lucians wed better protect it

in a business context consider a firmthat invented an identity that subsequently became the engine ofits success The firm is Brasilata-its a US$ 1 70 million manufacturingfirm in Brazil that produces various kinds of steel cansAs youd imagine the can manufacturing industry is relativelymature-not much growth not much excitement But Brasilatadefies the stereotype of a boring stuck-in-its ways manufacturerIn fact it has one of the best reputations for innovation of anycompany in Latin America

How does a manufacturer of cans become known as an innovatorBrasilatas founders were inspired by the philosophy ofJapanese car manufacturers like Honda and Toyota which empoweredtheir frontline employees to take ownership of theirwork For instance at Toyota any employee who spotted a defectcould stop the assembly line (this would have been unthinkablein Detroit at the time) Toyota and Honda also actively solicited

ideas for innovation from their employees In 1 987 the foundersof Brasilata launched an employee-innovation program modeledon the Japanese forerunnersA new identity was the core of the program Employees ofBrasilata hecame known as inventors and when new employeesjoined the firm they were asked to sign an innovation contractThis wasnt simply feel-good language Top management challengedemployees to be on the lookout for potential innovationsideasfor how to create better products improve productionprocesses and squeeze costs out of the system Procedures developedwithin the factory made it easy for inventors to submit theirideas

The program succeeded beyond any reasonable expectationsIn 2008 employees submitted 1 34846 ideas-an averageof 1452 ideas per inventor This figure puts Brasilata on par withthe Japanese trendsetters that had inspired the programMany of the suggestions led to the development of new productsFor instance in late 2008 Brasilata came up with a new approachfor steel cans designed to carry dangerous or flammableliquids To meet United Nations standards such cans must beable to withstand a drop from 1 2 meters (roughly 4 feet) Traditionallymost manufacturers had reached this standard by thickeningthe metal layers which used up more raw material andrequired new production processes And the reinforced designswerent foolproof-the metal seams were prone to split if a canlanded on an edgeBrasilatas inventors

suggested a new design inspired by carbumpers that collapse on impact Their new steel can deformedslightly on impact reducing stress on the critical seam The newdesign resisted impact better while also reducing the amount ofsteel in the canThe inventors have led Brasilata through emergencies In200 1 a severe energy crisis-the blackout syndrome ndashforced

the government of Brazil to ration energy Businesses received astrict quota of electricity The inventors went to work dreamingup power-saving ideas-hundreds of them Within a few weeksBrasilatas energy consumption was reduced by 35 percent fallingbelow the companys quota and allowing the company to resell itsextra energy

Another unexpected idea was jointly suggested by two employeesEliminate our jobs theyre not necessary anymore The ideawas accepted but the company found a new place for the employeesBrasilata has a no-dismissal policy and also distributes1 5 percent of its net profits to employees Its no surprise thatBrasilata consistently appears on best places to work lists inBrazilLets remember something This inventor identity whichhas fueled business success and employee satisfaction was madeup None of Brasilatas employees were born inventors Theidentity was introduced to them and they liked the sound of itIt seemed to be a mantle worth wearing Being an inventor hasbecome a source of pride and strength

If cultivating an identity sounds daunting take heart A classicstudy in psychology shows that you can start with small steps Inthe 1960s two psychologists from Stanford University JonathanFreedman and Scott Fraser asked a researcher to go door-to-doorin an upscale neighborhood in Palo Alto California

Pg 158

indeed 83 percent of the home ownerspassed on the opportunity ldquo

Two weeks earlier thesame home owners had been approached by a volunteer claimingto represent a different driver-safety organization They wereasked to put a tiny Be a Safe Driver sign-less than half thesize of a postcard-in the window of their car or home The volunteersaid the sign was intended to make citizens more aware ofthe need to drive carefully This seemed such a trivial commitmentthat almost all of the home owners said yes

When the researcherscame back two weeks later and asked the home owners to installthe eyesore billboard 76 percent accepted it

the science of the billboardstudy says something pretty remarkable It shows us that peopleare receptive to developing new identities that identities growfrom small beginnings Once you start seeing yourself as a concernedcitizen youll want to keep acting like one Thats tremendouslygood news for someone leading a change effort It meansfor example that if you can show people why the environment isworth caring about it wont take years for them to think of themselvesas environmentalists It took only a few days for the homeowners to think of themselves as concerned citizens

You need to create the expectationof failure-not the failure of the mission itself but failureen route This notion takes us into a fascinating area of researchthat is likely to change the way you view the world

Main strategy 3 Shape the path3a Tweak the environment

bull TWEAK THE ENVIRONMENT When the situation changes the behavior

bull changes So change the situation [Throwing out the phone system at Rackspace

bull 1-Click ordering simplifying the online time sheet]bull Tweaking the environment is about making the right

behaviors a little bit easier and the wrong behaviors a little bit harder Its that simple

bull ]

Fundamental attribution error ndash we hurrily judge someonesomething from Direct

attributes but forget about situation that may have created those attributes

frequently blind to the power of situations In a famousarticle Stanford psychologist Lee Ross surveyed dozens ofstudies in psychology and noted that people have a systematictendency to ignore the situational forces that shape other peoplesbehavior He called this deep-rooted tendency the FundamentalAttribution Error The error lies in our inclination toattribute peoples behavior to the way they are rather than to thesituation they are in

how a smoother Path can change behavior consider someresearch that studied why college students did (or didnt) donatefood to a canned-food drive for charity The researchers knewsome students would be more charitable and generous thanothers and would be more inclined to donate food Theresearchers wondered Can we alter the situation so that jerks givetoo

Pg 182

Some students received a basicletter announcing the launch of a food drive the following weekand asking them to bring canned food to a booth on TressiderPlaza (a well-known spot on campus) Other students received amore detailed letter which included a map to the precise spot arequest for a can of beans and a suggestion that they think abouta time when theyd ordinarily be near Tressider Plaza so theywouldnt have to go out of their way to get there

Students who received the basic letter were not very generousOnly 8 percent of the saints donated and not a single one ofthe jerks

Students who received the more detailedletter were substantially more charitable 42 percent of thesaints donated and so did 2 5 percent of the jerks

Tweaking the environment is about making the right behaviorsa little bit easier and the wrong behaviors a little bit harder Itsthat simple

3b Build habit

bull When something becomes a habit our rational brain(rider) does not have to exert almost any energy or will power This will power energy is of limited supply and could not work for long stretch of time

bull So if step by step procedure some objective or main task could be turned into a habit it would be easier for human beings to do it

bull BUILD HABITS When behavior is habitual its free-it doesnt tax the Rider

bull Look for ways to encourage habits [Setting action triggers eating two bowls of

bull soup while dieting using checklists

Example or strategy to build habit

bull 21 days repetition method

3b Action trigger

Peter Gollwitzer a psychologist at New York University is thepioneer of work in this area He and colleague Veronika Brandstarterfound that action triggers are quite effective in motivatingaction

By preloading the decisionwe conserve the Riders self-control(it does not have to think about what to do)

In one study they tracked college students who had theoption to earn extra credit in a class by writing a paper about how they spent Christmas Eve But there was a catch To earn the credit they had to submit the paper by December 26 Most studentshad good intentions of writing the paper but only 33 percentof them got around to writing and submitting it Otherstudents in the study were required to set action triggers-tonote in advance exactly when and where they intended to write the report (for example Ill write this report in my dads officeon Christmas morning before everyone gets up) A whopping75 percent of those students wrote the report

3c Rally the herd

bull Social and peer pressure is a very strong force in motivating us to do something

bull So if influential celebrity type people do something the majority follow through Here 8020 rule applies

bull Again if someone could be told that the majority are doing this heshe would like to be the part of the group(here) and comply with Therefore become happy as becoming of a group that fulfills our belonging needs

bull The Elephant constantly looks to the herd for cues about how to behave

bull Other people are getting their work done on time Why wont you

bull RALLY THE HERD Behavior is contagious Help it spread [Fataki in Tanzaniafree spaces in hospitals seeding the tip jar]

By STANDER effect ndash humanbeings take decision after

looking what others doColumbia University students having volunteered for a researchstudy were asked to sit in a room and fill out a surveySome were left alone others were put in rooms with two otherstudents As they filled out their surveys a crisis emergedSmoke began to pour into the room through a wall vent Thesmoke continued to flow in irregular puffs until eventually theroom was filled with haze Of the students sitting in a room bythemselves 75 percent got up and found someone to alert aboutthe smoke But when three students were placed in the roomat the same time only 38 percent of the groups of three ever reportedthe smoke They just sat there inhaling the smoke eachindividuals inaction signaling to the other two people in theroom that this smoke cloud isnt such a big deal

In a similar study individuals or pairs who were completinga survey heard what sounded like a woman falling down loudlyon the other side of a room divider Of the lone bystanders 70percent went to help her but only 40 percent of the pairs helpedEven when the pairs helped they acted more slowly than the individuals

Why do groups fail to respond as well as individualsIn ambiguous situations-smoke pouring into a room theapparent sound of a fall-people look to others for cues abouthow to interpret the event If you see a man suddenly collapse atthe mall your brain races through possible interpretations Its aheart attack Or wait maybe he tripped and fell down Or whatif hes playing a gag on someone Youre reluctant to rush overimmediately because if he simply tripped your alarm-bell behaviorwill leave you both embarrassedIf youre the only person around to react youll probably makeyour best guess-heart attack-and rush over But if theres acrowd youve got two stimuli to process the collapse itself andthe crowds reaction to the collapse You might pause briefly tostudy the crowd Are other people acting like hes had a heart attackYou stand there idling ready to spring into action at thefirst sign of crisis But as you wait other people are looking backat you and when they see you idling your behavior becomes datafor their theory that its not an emergency And thats why threepeople can sit in a room filling with smoke and not make a peep

a group of socialpsychologists persuaded a hotel manager to test out a newsign in the hotel bathrooms The sign didnt mention the environmentat alIi it simply said that the the majority of guests atthe hotel reuse their towels at least once during their stay Itworked-guests who got this sign were 26 percent more likely toreuse their towels They took cues from the herdNote the downside though If the sign had said About 8of our guests decide to reuse their towels new guests would havebeen less likely to reuse theirs

SummaryHOW TO MAKE A SWITCHFor things to change somebody somewhere has to start actingdifferently Maybe its you maybe its your teamPicture that person (or people)Each has an emotional Elephant side and a rational Rider sideYouve got to reach both And youve also got to clear the wayfor them to succeed In short you must do three things

DIRECT the RiderFOLLOW THE BRIGHT SPOTS Investigate whats working and clone it [Jerrysternin in Vietnam solutions-focused therapy]SCRIPT THE CRITICAL MOVES Dont think big picture think in terms of specificbehaviors [1 milk four rules at the Brazilian railroad]POINT TO THE DESTINATION Change is easier when you know where youregoing and why its worth it [You ll be third graders soon No dry holes at BP]

MOTIVATE the ElephantFIND THE FEELING Knowing something isn t enough to cause change Makepeople feel something [Piling gloves on the table the chemotherapy video gameRobyn Waterss demos at Target]SHRINK THE CHANGE Break down the change until it no longer spooks the Elephant[The 5-Minute Room Rescue procurement reform]GROW YOUR PEOPLE Cultivate a sense of identity and instill the growth mindset[Brasilatas inventors junior-high math kids turnaround]

SHAPE the PathTWEAK THE ENVIRONMENT When the situation changes the behaviorchanges So change the situation [Throwing out the phone system at Rackspace1-Click ordering simplifying the online time sheet]BUILD HABITS When behavior is habitual its free-it doesnt tax the RiderLook for ways to encourage habits [Setting action triggers eating two bowls ofsoup while dieting using checklists]RALLY THE HERD Behavior is contagious Help it spread [Fataki in Tanzaniafree spaces in hospitals seeding the tip jar]

Summary Direct the Rider(Head rational thinker)

Heres the good news The Riders strengths are substantialand his flaws can be mitigated When you appeal to the Rider insideyourself or inside others you are trying to influence yourgame plan should be simpleFirst follow the bright spots Think of the Vietnamese childrenwho stayed well nourished against the odds or the Genentechsales reps who racked up sales against the odds AB you analyzeyour situation youre sure to find some things that are workingbetter than others Dont obsess about the failures Instead investigateand clone the successesNext give direction to the Rider-both a start and a finishSend him a destination postcard (Youll be a third grader soon)and script his critical moves (Buy 1 milk) When you do these things youll prepare the Rider to lead aswitch And youll arm him for the ongoing struggles with hisreluctant and formidable partner the Elephant

Summary Motivate the Elephant(Lazy pleasure loving self)

In times of change we need to remind ourselves and others againand again of certain basic truths Our brains and our abilities arelike muscles They can be strengthened with practice Were notborn skateboarders or scientists or nurses we must learn how toskateboard do science or care for sick people And our inspirationto change ourselves comes from our desire to live up to thoseidentitiesIn the story of Molly Howard we see that amazing things canhappen when you combine the aspiration of a new identity withthe persistence of the growth mindset Thats how you grow yourpeople

Over the past few chapters weve seen that the centralchallenge of change is keeping the Elephant moving forwardWhereas the Rider needs direction the Elephant needs motivationAnd weve seen that motivation comes from feelingknowledgeisnt enough to motivate change But motivation alsocomes from confidence The Elephant has to believe that its capableof conquering the change And there are two routes tobuilding peoples confidence so that they feel big relative totheir challenge You can shrink the change or grow your people(or preferably both)

Summary Shaping the pathOur picture of change is still incomplete though because itsclear that in some situations even a reluctant Elephant and a confusedRider will manage to change their behavior For instanceconsider the fact that even a lost angry driver who is hopelesslylate for an appointment will stop dutifully for a red lightThats why to make changes stick weve got to think aboutshaping the Path

First you need to tweak theenvironment to provide a free space for discussion At Alpha therotational teams had a private place to meet and that created afree space where the new identity could grow Do your own reformershave a private place where they can meet and coordinate

Second you should build good habits Recall the idea of actiontriggers-visualizing when and where you are going to dosomething important The interns at Alpha were essentially settingaction triggers They thought about what they would sayand how they would act when 9 pm came and the signoutprocess was triggered They mentally rehearsed how they wouldrespond if an argument flared up with the night resident Havemembers of your team rehearsed how theyll react when theymeet resistance from your organizations old guard

Finally you should rally the herd At Alpha the leaders helpedthe reformers find one another and the reformers began to createa language-as we saw in the examples of the designateddriver and Fataki-that allowed them to talk about their valueswith others As a leader you can help prod them to create this languageto find ways to articulate what is different and better aboutthe change you seek

We started the Path section by discussing the Fundamental AttributionError-the tendency to attribute behavior to peoplescharacter rather than to their environments Look again at theteaching-hospital example At Alpha 42 percent of superiors supportedthe change at Beta 66 percent supported it Almost all ofus would have put our money on Beta Not many of us whenconfronted with that data would have immediately thought Yesbut what about the situational forces

At the two hospitals individual character competed with situationalforces and situational forces won This brings us backfull circle to the food drive study where a jerk with clear instructionswas more charitable than a saint with generic instructionsThe line between saints and jerks wasnt as clear as we mighthave thought Neither was the line between supporters and resistersof hospital reformIf the right Path can turn a jerk into a saint then the rightPath can also turn a change enemy into an ally

ReferenceReference book HOW TO CHANGE THINGS WHEN CH ANGE IS HARD

By CHIP HEATH (a professor at the GraduateSchool of Business at Stanford University) and DAN HEATH(a senior fellow at Duke Universitys Centerfor the Advancement of Social Entrepreneurship(CASE))

• Change Management
• Reference
• Slide 3
• Rider
• Elephant
• Main strategy 1 Direct the Rider 1a Follow the brightspot
• Details of Vietnam example
• Slide 8
• Slide 9
• Main strategy 1 Direct the Rider 1b Script the critical move
• Slide 11
• Slide 12
• Main strategy 1 Direct the Rider 1c POINT TO THE DESTINATION
• Main strategy 2 Motivate the Elephant 2a Find the Feeling
• Slide 15
• Slide 16
• Slide 17
• Slide 18
• Slide 19
• Slide 20
• Slide 21
• Slide 22
• Slide 23
• Main strategy 2 Motivate the Elephant 2b Shrink the Change
• Slide 25
• Slide 26
• Slide 27
• Slide 28
• Slide 29
• Slide 30
• Slide 31
• Slide 32
• Slide 33
• Slide 34
• Slide 35
• Slide 36
• Slide 37
• Slide 38
• Slide 39
• Slide 40
• Main strategy 2 Motivate the Elephant 2c Grow your people(creating sense of identity amp instill growth mindset)
• Slide 42
• Slide 43
• Slide 44
• Slide 45
• Slide 46
• Slide 47
• Slide 48
• Slide 49
• Slide 50
• Slide 51
• Slide 52
• Slide 53
• Slide 54
• Slide 55
• Main strategy 3 Shape the path 3a Tweak the environment
• Fundamental attribution error ndash we hurrily judge someonesomething from Direct attributes but forget about situation that may have created those attributes
• Slide 58
• Slide 59
• 3b Build habit
• Slide 61
• Example or strategy to build habit
• 3b Action trigger
• Slide 64
• 3c Rally the herd
• Slide 66
• By STANDER effect ndash humanbeings take decision after looking what others do
• Slide 68
• Slide 69
• Slide 70
• Summary
• Slide 72
• Slide 73
• Summary Direct the Rider(Head rational thinker)
• Summary Motivate the Elephant(Lazy pleasure loving self)
• Slide 76
• Summary Shaping the path
• Slide 78
• Slide 79
• Slide 80
• Slide 81

in a business context consider a firmthat invented an identity that subsequently became the engine ofits success The firm is Brasilata-its a US$ 1 70 million manufacturingfirm in Brazil that produces various kinds of steel cansAs youd imagine the can manufacturing industry is relativelymature-not much growth not much excitement But Brasilatadefies the stereotype of a boring stuck-in-its ways manufacturerIn fact it has one of the best reputations for innovation of anycompany in Latin America

How does a manufacturer of cans become known as an innovatorBrasilatas founders were inspired by the philosophy ofJapanese car manufacturers like Honda and Toyota which empoweredtheir frontline employees to take ownership of theirwork For instance at Toyota any employee who spotted a defectcould stop the assembly line (this would have been unthinkablein Detroit at the time) Toyota and Honda also actively solicited

ideas for innovation from their employees In 1 987 the foundersof Brasilata launched an employee-innovation program modeledon the Japanese forerunnersA new identity was the core of the program Employees ofBrasilata hecame known as inventors and when new employeesjoined the firm they were asked to sign an innovation contractThis wasnt simply feel-good language Top management challengedemployees to be on the lookout for potential innovationsideasfor how to create better products improve productionprocesses and squeeze costs out of the system Procedures developedwithin the factory made it easy for inventors to submit theirideas

The program succeeded beyond any reasonable expectationsIn 2008 employees submitted 1 34846 ideas-an averageof 1452 ideas per inventor This figure puts Brasilata on par withthe Japanese trendsetters that had inspired the programMany of the suggestions led to the development of new productsFor instance in late 2008 Brasilata came up with a new approachfor steel cans designed to carry dangerous or flammableliquids To meet United Nations standards such cans must beable to withstand a drop from 1 2 meters (roughly 4 feet) Traditionallymost manufacturers had reached this standard by thickeningthe metal layers which used up more raw material andrequired new production processes And the reinforced designswerent foolproof-the metal seams were prone to split if a canlanded on an edgeBrasilatas inventors

suggested a new design inspired by carbumpers that collapse on impact Their new steel can deformedslightly on impact reducing stress on the critical seam The newdesign resisted impact better while also reducing the amount ofsteel in the canThe inventors have led Brasilata through emergencies In200 1 a severe energy crisis-the blackout syndrome ndashforced

the government of Brazil to ration energy Businesses received astrict quota of electricity The inventors went to work dreamingup power-saving ideas-hundreds of them Within a few weeksBrasilatas energy consumption was reduced by 35 percent fallingbelow the companys quota and allowing the company to resell itsextra energy

Another unexpected idea was jointly suggested by two employeesEliminate our jobs theyre not necessary anymore The ideawas accepted but the company found a new place for the employeesBrasilata has a no-dismissal policy and also distributes1 5 percent of its net profits to employees Its no surprise thatBrasilata consistently appears on best places to work lists inBrazilLets remember something This inventor identity whichhas fueled business success and employee satisfaction was madeup None of Brasilatas employees were born inventors Theidentity was introduced to them and they liked the sound of itIt seemed to be a mantle worth wearing Being an inventor hasbecome a source of pride and strength

If cultivating an identity sounds daunting take heart A classicstudy in psychology shows that you can start with small steps Inthe 1960s two psychologists from Stanford University JonathanFreedman and Scott Fraser asked a researcher to go door-to-doorin an upscale neighborhood in Palo Alto California

Pg 158

indeed 83 percent of the home ownerspassed on the opportunity ldquo

Two weeks earlier thesame home owners had been approached by a volunteer claimingto represent a different driver-safety organization They wereasked to put a tiny Be a Safe Driver sign-less than half thesize of a postcard-in the window of their car or home The volunteersaid the sign was intended to make citizens more aware ofthe need to drive carefully This seemed such a trivial commitmentthat almost all of the home owners said yes

When the researcherscame back two weeks later and asked the home owners to installthe eyesore billboard 76 percent accepted it

the science of the billboardstudy says something pretty remarkable It shows us that peopleare receptive to developing new identities that identities growfrom small beginnings Once you start seeing yourself as a concernedcitizen youll want to keep acting like one Thats tremendouslygood news for someone leading a change effort It meansfor example that if you can show people why the environment isworth caring about it wont take years for them to think of themselvesas environmentalists It took only a few days for the homeowners to think of themselves as concerned citizens

You need to create the expectationof failure-not the failure of the mission itself but failureen route This notion takes us into a fascinating area of researchthat is likely to change the way you view the world

Main strategy 3 Shape the path3a Tweak the environment

bull TWEAK THE ENVIRONMENT When the situation changes the behavior

bull changes So change the situation [Throwing out the phone system at Rackspace

bull 1-Click ordering simplifying the online time sheet]bull Tweaking the environment is about making the right

behaviors a little bit easier and the wrong behaviors a little bit harder Its that simple

bull ]

Fundamental attribution error ndash we hurrily judge someonesomething from Direct

attributes but forget about situation that may have created those attributes

frequently blind to the power of situations In a famousarticle Stanford psychologist Lee Ross surveyed dozens ofstudies in psychology and noted that people have a systematictendency to ignore the situational forces that shape other peoplesbehavior He called this deep-rooted tendency the FundamentalAttribution Error The error lies in our inclination toattribute peoples behavior to the way they are rather than to thesituation they are in

how a smoother Path can change behavior consider someresearch that studied why college students did (or didnt) donatefood to a canned-food drive for charity The researchers knewsome students would be more charitable and generous thanothers and would be more inclined to donate food Theresearchers wondered Can we alter the situation so that jerks givetoo

Pg 182

Some students received a basicletter announcing the launch of a food drive the following weekand asking them to bring canned food to a booth on TressiderPlaza (a well-known spot on campus) Other students received amore detailed letter which included a map to the precise spot arequest for a can of beans and a suggestion that they think abouta time when theyd ordinarily be near Tressider Plaza so theywouldnt have to go out of their way to get there

Students who received the basic letter were not very generousOnly 8 percent of the saints donated and not a single one ofthe jerks

Students who received the more detailedletter were substantially more charitable 42 percent of thesaints donated and so did 2 5 percent of the jerks

Tweaking the environment is about making the right behaviorsa little bit easier and the wrong behaviors a little bit harder Itsthat simple

3b Build habit

bull When something becomes a habit our rational brain(rider) does not have to exert almost any energy or will power This will power energy is of limited supply and could not work for long stretch of time

bull So if step by step procedure some objective or main task could be turned into a habit it would be easier for human beings to do it

bull BUILD HABITS When behavior is habitual its free-it doesnt tax the Rider

bull Look for ways to encourage habits [Setting action triggers eating two bowls of

bull soup while dieting using checklists

Example or strategy to build habit

bull 21 days repetition method

3b Action trigger

Peter Gollwitzer a psychologist at New York University is thepioneer of work in this area He and colleague Veronika Brandstarterfound that action triggers are quite effective in motivatingaction

By preloading the decisionwe conserve the Riders self-control(it does not have to think about what to do)

In one study they tracked college students who had theoption to earn extra credit in a class by writing a paper about how they spent Christmas Eve But there was a catch To earn the credit they had to submit the paper by December 26 Most studentshad good intentions of writing the paper but only 33 percentof them got around to writing and submitting it Otherstudents in the study were required to set action triggers-tonote in advance exactly when and where they intended to write the report (for example Ill write this report in my dads officeon Christmas morning before everyone gets up) A whopping75 percent of those students wrote the report

3c Rally the herd

bull Social and peer pressure is a very strong force in motivating us to do something

bull So if influential celebrity type people do something the majority follow through Here 8020 rule applies

bull Again if someone could be told that the majority are doing this heshe would like to be the part of the group(here) and comply with Therefore become happy as becoming of a group that fulfills our belonging needs

bull The Elephant constantly looks to the herd for cues about how to behave

bull Other people are getting their work done on time Why wont you

bull RALLY THE HERD Behavior is contagious Help it spread [Fataki in Tanzaniafree spaces in hospitals seeding the tip jar]

By STANDER effect ndash humanbeings take decision after

looking what others doColumbia University students having volunteered for a researchstudy were asked to sit in a room and fill out a surveySome were left alone others were put in rooms with two otherstudents As they filled out their surveys a crisis emergedSmoke began to pour into the room through a wall vent Thesmoke continued to flow in irregular puffs until eventually theroom was filled with haze Of the students sitting in a room bythemselves 75 percent got up and found someone to alert aboutthe smoke But when three students were placed in the roomat the same time only 38 percent of the groups of three ever reportedthe smoke They just sat there inhaling the smoke eachindividuals inaction signaling to the other two people in theroom that this smoke cloud isnt such a big deal

In a similar study individuals or pairs who were completinga survey heard what sounded like a woman falling down loudlyon the other side of a room divider Of the lone bystanders 70percent went to help her but only 40 percent of the pairs helpedEven when the pairs helped they acted more slowly than the individuals

Why do groups fail to respond as well as individualsIn ambiguous situations-smoke pouring into a room theapparent sound of a fall-people look to others for cues abouthow to interpret the event If you see a man suddenly collapse atthe mall your brain races through possible interpretations Its aheart attack Or wait maybe he tripped and fell down Or whatif hes playing a gag on someone Youre reluctant to rush overimmediately because if he simply tripped your alarm-bell behaviorwill leave you both embarrassedIf youre the only person around to react youll probably makeyour best guess-heart attack-and rush over But if theres acrowd youve got two stimuli to process the collapse itself andthe crowds reaction to the collapse You might pause briefly tostudy the crowd Are other people acting like hes had a heart attackYou stand there idling ready to spring into action at thefirst sign of crisis But as you wait other people are looking backat you and when they see you idling your behavior becomes datafor their theory that its not an emergency And thats why threepeople can sit in a room filling with smoke and not make a peep

a group of socialpsychologists persuaded a hotel manager to test out a newsign in the hotel bathrooms The sign didnt mention the environmentat alIi it simply said that the the majority of guests atthe hotel reuse their towels at least once during their stay Itworked-guests who got this sign were 26 percent more likely toreuse their towels They took cues from the herdNote the downside though If the sign had said About 8of our guests decide to reuse their towels new guests would havebeen less likely to reuse theirs

SummaryHOW TO MAKE A SWITCHFor things to change somebody somewhere has to start actingdifferently Maybe its you maybe its your teamPicture that person (or people)Each has an emotional Elephant side and a rational Rider sideYouve got to reach both And youve also got to clear the wayfor them to succeed In short you must do three things

DIRECT the RiderFOLLOW THE BRIGHT SPOTS Investigate whats working and clone it [Jerrysternin in Vietnam solutions-focused therapy]SCRIPT THE CRITICAL MOVES Dont think big picture think in terms of specificbehaviors [1 milk four rules at the Brazilian railroad]POINT TO THE DESTINATION Change is easier when you know where youregoing and why its worth it [You ll be third graders soon No dry holes at BP]

MOTIVATE the ElephantFIND THE FEELING Knowing something isn t enough to cause change Makepeople feel something [Piling gloves on the table the chemotherapy video gameRobyn Waterss demos at Target]SHRINK THE CHANGE Break down the change until it no longer spooks the Elephant[The 5-Minute Room Rescue procurement reform]GROW YOUR PEOPLE Cultivate a sense of identity and instill the growth mindset[Brasilatas inventors junior-high math kids turnaround]

SHAPE the PathTWEAK THE ENVIRONMENT When the situation changes the behaviorchanges So change the situation [Throwing out the phone system at Rackspace1-Click ordering simplifying the online time sheet]BUILD HABITS When behavior is habitual its free-it doesnt tax the RiderLook for ways to encourage habits [Setting action triggers eating two bowls ofsoup while dieting using checklists]RALLY THE HERD Behavior is contagious Help it spread [Fataki in Tanzaniafree spaces in hospitals seeding the tip jar]

Summary Direct the Rider(Head rational thinker)

Heres the good news The Riders strengths are substantialand his flaws can be mitigated When you appeal to the Rider insideyourself or inside others you are trying to influence yourgame plan should be simpleFirst follow the bright spots Think of the Vietnamese childrenwho stayed well nourished against the odds or the Genentechsales reps who racked up sales against the odds AB you analyzeyour situation youre sure to find some things that are workingbetter than others Dont obsess about the failures Instead investigateand clone the successesNext give direction to the Rider-both a start and a finishSend him a destination postcard (Youll be a third grader soon)and script his critical moves (Buy 1 milk) When you do these things youll prepare the Rider to lead aswitch And youll arm him for the ongoing struggles with hisreluctant and formidable partner the Elephant

Summary Motivate the Elephant(Lazy pleasure loving self)

In times of change we need to remind ourselves and others againand again of certain basic truths Our brains and our abilities arelike muscles They can be strengthened with practice Were notborn skateboarders or scientists or nurses we must learn how toskateboard do science or care for sick people And our inspirationto change ourselves comes from our desire to live up to thoseidentitiesIn the story of Molly Howard we see that amazing things canhappen when you combine the aspiration of a new identity withthe persistence of the growth mindset Thats how you grow yourpeople

Over the past few chapters weve seen that the centralchallenge of change is keeping the Elephant moving forwardWhereas the Rider needs direction the Elephant needs motivationAnd weve seen that motivation comes from feelingknowledgeisnt enough to motivate change But motivation alsocomes from confidence The Elephant has to believe that its capableof conquering the change And there are two routes tobuilding peoples confidence so that they feel big relative totheir challenge You can shrink the change or grow your people(or preferably both)

Summary Shaping the pathOur picture of change is still incomplete though because itsclear that in some situations even a reluctant Elephant and a confusedRider will manage to change their behavior For instanceconsider the fact that even a lost angry driver who is hopelesslylate for an appointment will stop dutifully for a red lightThats why to make changes stick weve got to think aboutshaping the Path

First you need to tweak theenvironment to provide a free space for discussion At Alpha therotational teams had a private place to meet and that created afree space where the new identity could grow Do your own reformershave a private place where they can meet and coordinate

Second you should build good habits Recall the idea of actiontriggers-visualizing when and where you are going to dosomething important The interns at Alpha were essentially settingaction triggers They thought about what they would sayand how they would act when 9 pm came and the signoutprocess was triggered They mentally rehearsed how they wouldrespond if an argument flared up with the night resident Havemembers of your team rehearsed how theyll react when theymeet resistance from your organizations old guard

Finally you should rally the herd At Alpha the leaders helpedthe reformers find one another and the reformers began to createa language-as we saw in the examples of the designateddriver and Fataki-that allowed them to talk about their valueswith others As a leader you can help prod them to create this languageto find ways to articulate what is different and better aboutthe change you seek

We started the Path section by discussing the Fundamental AttributionError-the tendency to attribute behavior to peoplescharacter rather than to their environments Look again at theteaching-hospital example At Alpha 42 percent of superiors supportedthe change at Beta 66 percent supported it Almost all ofus would have put our money on Beta Not many of us whenconfronted with that data would have immediately thought Yesbut what about the situational forces

At the two hospitals individual character competed with situationalforces and situational forces won This brings us backfull circle to the food drive study where a jerk with clear instructionswas more charitable than a saint with generic instructionsThe line between saints and jerks wasnt as clear as we mighthave thought Neither was the line between supporters and resistersof hospital reformIf the right Path can turn a jerk into a saint then the rightPath can also turn a change enemy into an ally

ReferenceReference book HOW TO CHANGE THINGS WHEN CH ANGE IS HARD

By CHIP HEATH (a professor at the GraduateSchool of Business at Stanford University) and DAN HEATH(a senior fellow at Duke Universitys Centerfor the Advancement of Social Entrepreneurship(CASE))

• Change Management
• Reference
• Slide 3
• Rider
• Elephant
• Main strategy 1 Direct the Rider 1a Follow the brightspot
• Details of Vietnam example
• Slide 8
• Slide 9
• Main strategy 1 Direct the Rider 1b Script the critical move
• Slide 11
• Slide 12
• Main strategy 1 Direct the Rider 1c POINT TO THE DESTINATION
• Main strategy 2 Motivate the Elephant 2a Find the Feeling
• Slide 15
• Slide 16
• Slide 17
• Slide 18
• Slide 19
• Slide 20
• Slide 21
• Slide 22
• Slide 23
• Main strategy 2 Motivate the Elephant 2b Shrink the Change
• Slide 25
• Slide 26
• Slide 27
• Slide 28
• Slide 29
• Slide 30
• Slide 31
• Slide 32
• Slide 33
• Slide 34
• Slide 35
• Slide 36
• Slide 37
• Slide 38
• Slide 39
• Slide 40
• Main strategy 2 Motivate the Elephant 2c Grow your people(creating sense of identity amp instill growth mindset)
• Slide 42
• Slide 43
• Slide 44
• Slide 45
• Slide 46
• Slide 47
• Slide 48
• Slide 49
• Slide 50
• Slide 51
• Slide 52
• Slide 53
• Slide 54
• Slide 55
• Main strategy 3 Shape the path 3a Tweak the environment
• Fundamental attribution error ndash we hurrily judge someonesomething from Direct attributes but forget about situation that may have created those attributes
• Slide 58
• Slide 59
• 3b Build habit
• Slide 61
• Example or strategy to build habit
• 3b Action trigger
• Slide 64
• 3c Rally the herd
• Slide 66
• By STANDER effect ndash humanbeings take decision after looking what others do
• Slide 68
• Slide 69
• Slide 70
• Summary
• Slide 72
• Slide 73
• Summary Direct the Rider(Head rational thinker)
• Summary Motivate the Elephant(Lazy pleasure loving self)
• Slide 76
• Summary Shaping the path
• Slide 78
• Slide 79
• Slide 80
• Slide 81

ideas for innovation from their employees In 1 987 the foundersof Brasilata launched an employee-innovation program modeledon the Japanese forerunnersA new identity was the core of the program Employees ofBrasilata hecame known as inventors and when new employeesjoined the firm they were asked to sign an innovation contractThis wasnt simply feel-good language Top management challengedemployees to be on the lookout for potential innovationsideasfor how to create better products improve productionprocesses and squeeze costs out of the system Procedures developedwithin the factory made it easy for inventors to submit theirideas

The program succeeded beyond any reasonable expectationsIn 2008 employees submitted 1 34846 ideas-an averageof 1452 ideas per inventor This figure puts Brasilata on par withthe Japanese trendsetters that had inspired the programMany of the suggestions led to the development of new productsFor instance in late 2008 Brasilata came up with a new approachfor steel cans designed to carry dangerous or flammableliquids To meet United Nations standards such cans must beable to withstand a drop from 1 2 meters (roughly 4 feet) Traditionallymost manufacturers had reached this standard by thickeningthe metal layers which used up more raw material andrequired new production processes And the reinforced designswerent foolproof-the metal seams were prone to split if a canlanded on an edgeBrasilatas inventors

suggested a new design inspired by carbumpers that collapse on impact Their new steel can deformedslightly on impact reducing stress on the critical seam The newdesign resisted impact better while also reducing the amount ofsteel in the canThe inventors have led Brasilata through emergencies In200 1 a severe energy crisis-the blackout syndrome ndashforced

the government of Brazil to ration energy Businesses received astrict quota of electricity The inventors went to work dreamingup power-saving ideas-hundreds of them Within a few weeksBrasilatas energy consumption was reduced by 35 percent fallingbelow the companys quota and allowing the company to resell itsextra energy

Another unexpected idea was jointly suggested by two employeesEliminate our jobs theyre not necessary anymore The ideawas accepted but the company found a new place for the employeesBrasilata has a no-dismissal policy and also distributes1 5 percent of its net profits to employees Its no surprise thatBrasilata consistently appears on best places to work lists inBrazilLets remember something This inventor identity whichhas fueled business success and employee satisfaction was madeup None of Brasilatas employees were born inventors Theidentity was introduced to them and they liked the sound of itIt seemed to be a mantle worth wearing Being an inventor hasbecome a source of pride and strength

If cultivating an identity sounds daunting take heart A classicstudy in psychology shows that you can start with small steps Inthe 1960s two psychologists from Stanford University JonathanFreedman and Scott Fraser asked a researcher to go door-to-doorin an upscale neighborhood in Palo Alto California

Pg 158

indeed 83 percent of the home ownerspassed on the opportunity ldquo

Two weeks earlier thesame home owners had been approached by a volunteer claimingto represent a different driver-safety organization They wereasked to put a tiny Be a Safe Driver sign-less than half thesize of a postcard-in the window of their car or home The volunteersaid the sign was intended to make citizens more aware ofthe need to drive carefully This seemed such a trivial commitmentthat almost all of the home owners said yes

When the researcherscame back two weeks later and asked the home owners to installthe eyesore billboard 76 percent accepted it

the science of the billboardstudy says something pretty remarkable It shows us that peopleare receptive to developing new identities that identities growfrom small beginnings Once you start seeing yourself as a concernedcitizen youll want to keep acting like one Thats tremendouslygood news for someone leading a change effort It meansfor example that if you can show people why the environment isworth caring about it wont take years for them to think of themselvesas environmentalists It took only a few days for the homeowners to think of themselves as concerned citizens

You need to create the expectationof failure-not the failure of the mission itself but failureen route This notion takes us into a fascinating area of researchthat is likely to change the way you view the world

Main strategy 3 Shape the path3a Tweak the environment

bull TWEAK THE ENVIRONMENT When the situation changes the behavior

bull changes So change the situation [Throwing out the phone system at Rackspace

bull 1-Click ordering simplifying the online time sheet]bull Tweaking the environment is about making the right

behaviors a little bit easier and the wrong behaviors a little bit harder Its that simple

bull ]

Fundamental attribution error ndash we hurrily judge someonesomething from Direct

attributes but forget about situation that may have created those attributes

frequently blind to the power of situations In a famousarticle Stanford psychologist Lee Ross surveyed dozens ofstudies in psychology and noted that people have a systematictendency to ignore the situational forces that shape other peoplesbehavior He called this deep-rooted tendency the FundamentalAttribution Error The error lies in our inclination toattribute peoples behavior to the way they are rather than to thesituation they are in

how a smoother Path can change behavior consider someresearch that studied why college students did (or didnt) donatefood to a canned-food drive for charity The researchers knewsome students would be more charitable and generous thanothers and would be more inclined to donate food Theresearchers wondered Can we alter the situation so that jerks givetoo

Pg 182

Some students received a basicletter announcing the launch of a food drive the following weekand asking them to bring canned food to a booth on TressiderPlaza (a well-known spot on campus) Other students received amore detailed letter which included a map to the precise spot arequest for a can of beans and a suggestion that they think abouta time when theyd ordinarily be near Tressider Plaza so theywouldnt have to go out of their way to get there

Students who received the basic letter were not very generousOnly 8 percent of the saints donated and not a single one ofthe jerks

Students who received the more detailedletter were substantially more charitable 42 percent of thesaints donated and so did 2 5 percent of the jerks

Tweaking the environment is about making the right behaviorsa little bit easier and the wrong behaviors a little bit harder Itsthat simple

3b Build habit

bull When something becomes a habit our rational brain(rider) does not have to exert almost any energy or will power This will power energy is of limited supply and could not work for long stretch of time

bull So if step by step procedure some objective or main task could be turned into a habit it would be easier for human beings to do it

bull BUILD HABITS When behavior is habitual its free-it doesnt tax the Rider

bull Look for ways to encourage habits [Setting action triggers eating two bowls of

bull soup while dieting using checklists

Example or strategy to build habit

bull 21 days repetition method

3b Action trigger

Peter Gollwitzer a psychologist at New York University is thepioneer of work in this area He and colleague Veronika Brandstarterfound that action triggers are quite effective in motivatingaction

By preloading the decisionwe conserve the Riders self-control(it does not have to think about what to do)

In one study they tracked college students who had theoption to earn extra credit in a class by writing a paper about how they spent Christmas Eve But there was a catch To earn the credit they had to submit the paper by December 26 Most studentshad good intentions of writing the paper but only 33 percentof them got around to writing and submitting it Otherstudents in the study were required to set action triggers-tonote in advance exactly when and where they intended to write the report (for example Ill write this report in my dads officeon Christmas morning before everyone gets up) A whopping75 percent of those students wrote the report

3c Rally the herd

bull Social and peer pressure is a very strong force in motivating us to do something

bull So if influential celebrity type people do something the majority follow through Here 8020 rule applies

bull Again if someone could be told that the majority are doing this heshe would like to be the part of the group(here) and comply with Therefore become happy as becoming of a group that fulfills our belonging needs

bull The Elephant constantly looks to the herd for cues about how to behave

bull Other people are getting their work done on time Why wont you

bull RALLY THE HERD Behavior is contagious Help it spread [Fataki in Tanzaniafree spaces in hospitals seeding the tip jar]

By STANDER effect ndash humanbeings take decision after

looking what others doColumbia University students having volunteered for a researchstudy were asked to sit in a room and fill out a surveySome were left alone others were put in rooms with two otherstudents As they filled out their surveys a crisis emergedSmoke began to pour into the room through a wall vent Thesmoke continued to flow in irregular puffs until eventually theroom was filled with haze Of the students sitting in a room bythemselves 75 percent got up and found someone to alert aboutthe smoke But when three students were placed in the roomat the same time only 38 percent of the groups of three ever reportedthe smoke They just sat there inhaling the smoke eachindividuals inaction signaling to the other two people in theroom that this smoke cloud isnt such a big deal

In a similar study individuals or pairs who were completinga survey heard what sounded like a woman falling down loudlyon the other side of a room divider Of the lone bystanders 70percent went to help her but only 40 percent of the pairs helpedEven when the pairs helped they acted more slowly than the individuals

Why do groups fail to respond as well as individualsIn ambiguous situations-smoke pouring into a room theapparent sound of a fall-people look to others for cues abouthow to interpret the event If you see a man suddenly collapse atthe mall your brain races through possible interpretations Its aheart attack Or wait maybe he tripped and fell down Or whatif hes playing a gag on someone Youre reluctant to rush overimmediately because if he simply tripped your alarm-bell behaviorwill leave you both embarrassedIf youre the only person around to react youll probably makeyour best guess-heart attack-and rush over But if theres acrowd youve got two stimuli to process the collapse itself andthe crowds reaction to the collapse You might pause briefly tostudy the crowd Are other people acting like hes had a heart attackYou stand there idling ready to spring into action at thefirst sign of crisis But as you wait other people are looking backat you and when they see you idling your behavior becomes datafor their theory that its not an emergency And thats why threepeople can sit in a room filling with smoke and not make a peep

a group of socialpsychologists persuaded a hotel manager to test out a newsign in the hotel bathrooms The sign didnt mention the environmentat alIi it simply said that the the majority of guests atthe hotel reuse their towels at least once during their stay Itworked-guests who got this sign were 26 percent more likely toreuse their towels They took cues from the herdNote the downside though If the sign had said About 8of our guests decide to reuse their towels new guests would havebeen less likely to reuse theirs

SummaryHOW TO MAKE A SWITCHFor things to change somebody somewhere has to start actingdifferently Maybe its you maybe its your teamPicture that person (or people)Each has an emotional Elephant side and a rational Rider sideYouve got to reach both And youve also got to clear the wayfor them to succeed In short you must do three things

DIRECT the RiderFOLLOW THE BRIGHT SPOTS Investigate whats working and clone it [Jerrysternin in Vietnam solutions-focused therapy]SCRIPT THE CRITICAL MOVES Dont think big picture think in terms of specificbehaviors [1 milk four rules at the Brazilian railroad]POINT TO THE DESTINATION Change is easier when you know where youregoing and why its worth it [You ll be third graders soon No dry holes at BP]

MOTIVATE the ElephantFIND THE FEELING Knowing something isn t enough to cause change Makepeople feel something [Piling gloves on the table the chemotherapy video gameRobyn Waterss demos at Target]SHRINK THE CHANGE Break down the change until it no longer spooks the Elephant[The 5-Minute Room Rescue procurement reform]GROW YOUR PEOPLE Cultivate a sense of identity and instill the growth mindset[Brasilatas inventors junior-high math kids turnaround]

SHAPE the PathTWEAK THE ENVIRONMENT When the situation changes the behaviorchanges So change the situation [Throwing out the phone system at Rackspace1-Click ordering simplifying the online time sheet]BUILD HABITS When behavior is habitual its free-it doesnt tax the RiderLook for ways to encourage habits [Setting action triggers eating two bowls ofsoup while dieting using checklists]RALLY THE HERD Behavior is contagious Help it spread [Fataki in Tanzaniafree spaces in hospitals seeding the tip jar]

Summary Direct the Rider(Head rational thinker)

Heres the good news The Riders strengths are substantialand his flaws can be mitigated When you appeal to the Rider insideyourself or inside others you are trying to influence yourgame plan should be simpleFirst follow the bright spots Think of the Vietnamese childrenwho stayed well nourished against the odds or the Genentechsales reps who racked up sales against the odds AB you analyzeyour situation youre sure to find some things that are workingbetter than others Dont obsess about the failures Instead investigateand clone the successesNext give direction to the Rider-both a start and a finishSend him a destination postcard (Youll be a third grader soon)and script his critical moves (Buy 1 milk) When you do these things youll prepare the Rider to lead aswitch And youll arm him for the ongoing struggles with hisreluctant and formidable partner the Elephant

Summary Motivate the Elephant(Lazy pleasure loving self)

In times of change we need to remind ourselves and others againand again of certain basic truths Our brains and our abilities arelike muscles They can be strengthened with practice Were notborn skateboarders or scientists or nurses we must learn how toskateboard do science or care for sick people And our inspirationto change ourselves comes from our desire to live up to thoseidentitiesIn the story of Molly Howard we see that amazing things canhappen when you combine the aspiration of a new identity withthe persistence of the growth mindset Thats how you grow yourpeople

Over the past few chapters weve seen that the centralchallenge of change is keeping the Elephant moving forwardWhereas the Rider needs direction the Elephant needs motivationAnd weve seen that motivation comes from feelingknowledgeisnt enough to motivate change But motivation alsocomes from confidence The Elephant has to believe that its capableof conquering the change And there are two routes tobuilding peoples confidence so that they feel big relative totheir challenge You can shrink the change or grow your people(or preferably both)

Summary Shaping the pathOur picture of change is still incomplete though because itsclear that in some situations even a reluctant Elephant and a confusedRider will manage to change their behavior For instanceconsider the fact that even a lost angry driver who is hopelesslylate for an appointment will stop dutifully for a red lightThats why to make changes stick weve got to think aboutshaping the Path

First you need to tweak theenvironment to provide a free space for discussion At Alpha therotational teams had a private place to meet and that created afree space where the new identity could grow Do your own reformershave a private place where they can meet and coordinate

Second you should build good habits Recall the idea of actiontriggers-visualizing when and where you are going to dosomething important The interns at Alpha were essentially settingaction triggers They thought about what they would sayand how they would act when 9 pm came and the signoutprocess was triggered They mentally rehearsed how they wouldrespond if an argument flared up with the night resident Havemembers of your team rehearsed how theyll react when theymeet resistance from your organizations old guard

Finally you should rally the herd At Alpha the leaders helpedthe reformers find one another and the reformers began to createa language-as we saw in the examples of the designateddriver and Fataki-that allowed them to talk about their valueswith others As a leader you can help prod them to create this languageto find ways to articulate what is different and better aboutthe change you seek

We started the Path section by discussing the Fundamental AttributionError-the tendency to attribute behavior to peoplescharacter rather than to their environments Look again at theteaching-hospital example At Alpha 42 percent of superiors supportedthe change at Beta 66 percent supported it Almost all ofus would have put our money on Beta Not many of us whenconfronted with that data would have immediately thought Yesbut what about the situational forces

At the two hospitals individual character competed with situationalforces and situational forces won This brings us backfull circle to the food drive study where a jerk with clear instructionswas more charitable than a saint with generic instructionsThe line between saints and jerks wasnt as clear as we mighthave thought Neither was the line between supporters and resistersof hospital reformIf the right Path can turn a jerk into a saint then the rightPath can also turn a change enemy into an ally

ReferenceReference book HOW TO CHANGE THINGS WHEN CH ANGE IS HARD

By CHIP HEATH (a professor at the GraduateSchool of Business at Stanford University) and DAN HEATH(a senior fellow at Duke Universitys Centerfor the Advancement of Social Entrepreneurship(CASE))

• Change Management
• Reference
• Slide 3
• Rider
• Elephant
• Main strategy 1 Direct the Rider 1a Follow the brightspot
• Details of Vietnam example
• Slide 8
• Slide 9
• Main strategy 1 Direct the Rider 1b Script the critical move
• Slide 11
• Slide 12
• Main strategy 1 Direct the Rider 1c POINT TO THE DESTINATION
• Main strategy 2 Motivate the Elephant 2a Find the Feeling
• Slide 15
• Slide 16
• Slide 17
• Slide 18
• Slide 19
• Slide 20
• Slide 21
• Slide 22
• Slide 23
• Main strategy 2 Motivate the Elephant 2b Shrink the Change
• Slide 25
• Slide 26
• Slide 27
• Slide 28
• Slide 29
• Slide 30
• Slide 31
• Slide 32
• Slide 33
• Slide 34
• Slide 35
• Slide 36
• Slide 37
• Slide 38
• Slide 39
• Slide 40
• Main strategy 2 Motivate the Elephant 2c Grow your people(creating sense of identity amp instill growth mindset)
• Slide 42
• Slide 43
• Slide 44
• Slide 45
• Slide 46
• Slide 47
• Slide 48
• Slide 49
• Slide 50
• Slide 51
• Slide 52
• Slide 53
• Slide 54
• Slide 55
• Main strategy 3 Shape the path 3a Tweak the environment
• Fundamental attribution error ndash we hurrily judge someonesomething from Direct attributes but forget about situation that may have created those attributes
• Slide 58
• Slide 59
• 3b Build habit
• Slide 61
• Example or strategy to build habit
• 3b Action trigger
• Slide 64
• 3c Rally the herd
• Slide 66
• By STANDER effect ndash humanbeings take decision after looking what others do
• Slide 68
• Slide 69
• Slide 70
• Summary
• Slide 72
• Slide 73
• Summary Direct the Rider(Head rational thinker)
• Summary Motivate the Elephant(Lazy pleasure loving self)
• Slide 76
• Summary Shaping the path
• Slide 78
• Slide 79
• Slide 80
• Slide 81

The program succeeded beyond any reasonable expectationsIn 2008 employees submitted 1 34846 ideas-an averageof 1452 ideas per inventor This figure puts Brasilata on par withthe Japanese trendsetters that had inspired the programMany of the suggestions led to the development of new productsFor instance in late 2008 Brasilata came up with a new approachfor steel cans designed to carry dangerous or flammableliquids To meet United Nations standards such cans must beable to withstand a drop from 1 2 meters (roughly 4 feet) Traditionallymost manufacturers had reached this standard by thickeningthe metal layers which used up more raw material andrequired new production processes And the reinforced designswerent foolproof-the metal seams were prone to split if a canlanded on an edgeBrasilatas inventors

suggested a new design inspired by carbumpers that collapse on impact Their new steel can deformedslightly on impact reducing stress on the critical seam The newdesign resisted impact better while also reducing the amount ofsteel in the canThe inventors have led Brasilata through emergencies In200 1 a severe energy crisis-the blackout syndrome ndashforced

the government of Brazil to ration energy Businesses received astrict quota of electricity The inventors went to work dreamingup power-saving ideas-hundreds of them Within a few weeksBrasilatas energy consumption was reduced by 35 percent fallingbelow the companys quota and allowing the company to resell itsextra energy

Another unexpected idea was jointly suggested by two employeesEliminate our jobs theyre not necessary anymore The ideawas accepted but the company found a new place for the employeesBrasilata has a no-dismissal policy and also distributes1 5 percent of its net profits to employees Its no surprise thatBrasilata consistently appears on best places to work lists inBrazilLets remember something This inventor identity whichhas fueled business success and employee satisfaction was madeup None of Brasilatas employees were born inventors Theidentity was introduced to them and they liked the sound of itIt seemed to be a mantle worth wearing Being an inventor hasbecome a source of pride and strength

If cultivating an identity sounds daunting take heart A classicstudy in psychology shows that you can start with small steps Inthe 1960s two psychologists from Stanford University JonathanFreedman and Scott Fraser asked a researcher to go door-to-doorin an upscale neighborhood in Palo Alto California

Pg 158

indeed 83 percent of the home ownerspassed on the opportunity ldquo

Two weeks earlier thesame home owners had been approached by a volunteer claimingto represent a different driver-safety organization They wereasked to put a tiny Be a Safe Driver sign-less than half thesize of a postcard-in the window of their car or home The volunteersaid the sign was intended to make citizens more aware ofthe need to drive carefully This seemed such a trivial commitmentthat almost all of the home owners said yes

When the researcherscame back two weeks later and asked the home owners to installthe eyesore billboard 76 percent accepted it

the science of the billboardstudy says something pretty remarkable It shows us that peopleare receptive to developing new identities that identities growfrom small beginnings Once you start seeing yourself as a concernedcitizen youll want to keep acting like one Thats tremendouslygood news for someone leading a change effort It meansfor example that if you can show people why the environment isworth caring about it wont take years for them to think of themselvesas environmentalists It took only a few days for the homeowners to think of themselves as concerned citizens

You need to create the expectationof failure-not the failure of the mission itself but failureen route This notion takes us into a fascinating area of researchthat is likely to change the way you view the world

Main strategy 3 Shape the path3a Tweak the environment

bull TWEAK THE ENVIRONMENT When the situation changes the behavior

bull changes So change the situation [Throwing out the phone system at Rackspace

bull 1-Click ordering simplifying the online time sheet]bull Tweaking the environment is about making the right

behaviors a little bit easier and the wrong behaviors a little bit harder Its that simple

bull ]

Fundamental attribution error ndash we hurrily judge someonesomething from Direct

attributes but forget about situation that may have created those attributes

frequently blind to the power of situations In a famousarticle Stanford psychologist Lee Ross surveyed dozens ofstudies in psychology and noted that people have a systematictendency to ignore the situational forces that shape other peoplesbehavior He called this deep-rooted tendency the FundamentalAttribution Error The error lies in our inclination toattribute peoples behavior to the way they are rather than to thesituation they are in

how a smoother Path can change behavior consider someresearch that studied why college students did (or didnt) donatefood to a canned-food drive for charity The researchers knewsome students would be more charitable and generous thanothers and would be more inclined to donate food Theresearchers wondered Can we alter the situation so that jerks givetoo

Pg 182

Some students received a basicletter announcing the launch of a food drive the following weekand asking them to bring canned food to a booth on TressiderPlaza (a well-known spot on campus) Other students received amore detailed letter which included a map to the precise spot arequest for a can of beans and a suggestion that they think abouta time when theyd ordinarily be near Tressider Plaza so theywouldnt have to go out of their way to get there

Students who received the basic letter were not very generousOnly 8 percent of the saints donated and not a single one ofthe jerks

Students who received the more detailedletter were substantially more charitable 42 percent of thesaints donated and so did 2 5 percent of the jerks

Tweaking the environment is about making the right behaviorsa little bit easier and the wrong behaviors a little bit harder Itsthat simple

3b Build habit

bull When something becomes a habit our rational brain(rider) does not have to exert almost any energy or will power This will power energy is of limited supply and could not work for long stretch of time

bull So if step by step procedure some objective or main task could be turned into a habit it would be easier for human beings to do it

bull BUILD HABITS When behavior is habitual its free-it doesnt tax the Rider

bull Look for ways to encourage habits [Setting action triggers eating two bowls of

bull soup while dieting using checklists

Example or strategy to build habit

bull 21 days repetition method

3b Action trigger

Peter Gollwitzer a psychologist at New York University is thepioneer of work in this area He and colleague Veronika Brandstarterfound that action triggers are quite effective in motivatingaction

By preloading the decisionwe conserve the Riders self-control(it does not have to think about what to do)

In one study they tracked college students who had theoption to earn extra credit in a class by writing a paper about how they spent Christmas Eve But there was a catch To earn the credit they had to submit the paper by December 26 Most studentshad good intentions of writing the paper but only 33 percentof them got around to writing and submitting it Otherstudents in the study were required to set action triggers-tonote in advance exactly when and where they intended to write the report (for example Ill write this report in my dads officeon Christmas morning before everyone gets up) A whopping75 percent of those students wrote the report

3c Rally the herd

bull Social and peer pressure is a very strong force in motivating us to do something

bull So if influential celebrity type people do something the majority follow through Here 8020 rule applies

bull Again if someone could be told that the majority are doing this heshe would like to be the part of the group(here) and comply with Therefore become happy as becoming of a group that fulfills our belonging needs

bull The Elephant constantly looks to the herd for cues about how to behave

bull Other people are getting their work done on time Why wont you

bull RALLY THE HERD Behavior is contagious Help it spread [Fataki in Tanzaniafree spaces in hospitals seeding the tip jar]

By STANDER effect ndash humanbeings take decision after

looking what others doColumbia University students having volunteered for a researchstudy were asked to sit in a room and fill out a surveySome were left alone others were put in rooms with two otherstudents As they filled out their surveys a crisis emergedSmoke began to pour into the room through a wall vent Thesmoke continued to flow in irregular puffs until eventually theroom was filled with haze Of the students sitting in a room bythemselves 75 percent got up and found someone to alert aboutthe smoke But when three students were placed in the roomat the same time only 38 percent of the groups of three ever reportedthe smoke They just sat there inhaling the smoke eachindividuals inaction signaling to the other two people in theroom that this smoke cloud isnt such a big deal

In a similar study individuals or pairs who were completinga survey heard what sounded like a woman falling down loudlyon the other side of a room divider Of the lone bystanders 70percent went to help her but only 40 percent of the pairs helpedEven when the pairs helped they acted more slowly than the individuals

Why do groups fail to respond as well as individualsIn ambiguous situations-smoke pouring into a room theapparent sound of a fall-people look to others for cues abouthow to interpret the event If you see a man suddenly collapse atthe mall your brain races through possible interpretations Its aheart attack Or wait maybe he tripped and fell down Or whatif hes playing a gag on someone Youre reluctant to rush overimmediately because if he simply tripped your alarm-bell behaviorwill leave you both embarrassedIf youre the only person around to react youll probably makeyour best guess-heart attack-and rush over But if theres acrowd youve got two stimuli to process the collapse itself andthe crowds reaction to the collapse You might pause briefly tostudy the crowd Are other people acting like hes had a heart attackYou stand there idling ready to spring into action at thefirst sign of crisis But as you wait other people are looking backat you and when they see you idling your behavior becomes datafor their theory that its not an emergency And thats why threepeople can sit in a room filling with smoke and not make a peep

a group of socialpsychologists persuaded a hotel manager to test out a newsign in the hotel bathrooms The sign didnt mention the environmentat alIi it simply said that the the majority of guests atthe hotel reuse their towels at least once during their stay Itworked-guests who got this sign were 26 percent more likely toreuse their towels They took cues from the herdNote the downside though If the sign had said About 8of our guests decide to reuse their towels new guests would havebeen less likely to reuse theirs

SummaryHOW TO MAKE A SWITCHFor things to change somebody somewhere has to start actingdifferently Maybe its you maybe its your teamPicture that person (or people)Each has an emotional Elephant side and a rational Rider sideYouve got to reach both And youve also got to clear the wayfor them to succeed In short you must do three things

DIRECT the RiderFOLLOW THE BRIGHT SPOTS Investigate whats working and clone it [Jerrysternin in Vietnam solutions-focused therapy]SCRIPT THE CRITICAL MOVES Dont think big picture think in terms of specificbehaviors [1 milk four rules at the Brazilian railroad]POINT TO THE DESTINATION Change is easier when you know where youregoing and why its worth it [You ll be third graders soon No dry holes at BP]

MOTIVATE the ElephantFIND THE FEELING Knowing something isn t enough to cause change Makepeople feel something [Piling gloves on the table the chemotherapy video gameRobyn Waterss demos at Target]SHRINK THE CHANGE Break down the change until it no longer spooks the Elephant[The 5-Minute Room Rescue procurement reform]GROW YOUR PEOPLE Cultivate a sense of identity and instill the growth mindset[Brasilatas inventors junior-high math kids turnaround]

SHAPE the PathTWEAK THE ENVIRONMENT When the situation changes the behaviorchanges So change the situation [Throwing out the phone system at Rackspace1-Click ordering simplifying the online time sheet]BUILD HABITS When behavior is habitual its free-it doesnt tax the RiderLook for ways to encourage habits [Setting action triggers eating two bowls ofsoup while dieting using checklists]RALLY THE HERD Behavior is contagious Help it spread [Fataki in Tanzaniafree spaces in hospitals seeding the tip jar]

Summary Direct the Rider(Head rational thinker)

Heres the good news The Riders strengths are substantialand his flaws can be mitigated When you appeal to the Rider insideyourself or inside others you are trying to influence yourgame plan should be simpleFirst follow the bright spots Think of the Vietnamese childrenwho stayed well nourished against the odds or the Genentechsales reps who racked up sales against the odds AB you analyzeyour situation youre sure to find some things that are workingbetter than others Dont obsess about the failures Instead investigateand clone the successesNext give direction to the Rider-both a start and a finishSend him a destination postcard (Youll be a third grader soon)and script his critical moves (Buy 1 milk) When you do these things youll prepare the Rider to lead aswitch And youll arm him for the ongoing struggles with hisreluctant and formidable partner the Elephant

Summary Motivate the Elephant(Lazy pleasure loving self)

In times of change we need to remind ourselves and others againand again of certain basic truths Our brains and our abilities arelike muscles They can be strengthened with practice Were notborn skateboarders or scientists or nurses we must learn how toskateboard do science or care for sick people And our inspirationto change ourselves comes from our desire to live up to thoseidentitiesIn the story of Molly Howard we see that amazing things canhappen when you combine the aspiration of a new identity withthe persistence of the growth mindset Thats how you grow yourpeople

Over the past few chapters weve seen that the centralchallenge of change is keeping the Elephant moving forwardWhereas the Rider needs direction the Elephant needs motivationAnd weve seen that motivation comes from feelingknowledgeisnt enough to motivate change But motivation alsocomes from confidence The Elephant has to believe that its capableof conquering the change And there are two routes tobuilding peoples confidence so that they feel big relative totheir challenge You can shrink the change or grow your people(or preferably both)

Summary Shaping the pathOur picture of change is still incomplete though because itsclear that in some situations even a reluctant Elephant and a confusedRider will manage to change their behavior For instanceconsider the fact that even a lost angry driver who is hopelesslylate for an appointment will stop dutifully for a red lightThats why to make changes stick weve got to think aboutshaping the Path

First you need to tweak theenvironment to provide a free space for discussion At Alpha therotational teams had a private place to meet and that created afree space where the new identity could grow Do your own reformershave a private place where they can meet and coordinate

Second you should build good habits Recall the idea of actiontriggers-visualizing when and where you are going to dosomething important The interns at Alpha were essentially settingaction triggers They thought about what they would sayand how they would act when 9 pm came and the signoutprocess was triggered They mentally rehearsed how they wouldrespond if an argument flared up with the night resident Havemembers of your team rehearsed how theyll react when theymeet resistance from your organizations old guard

Finally you should rally the herd At Alpha the leaders helpedthe reformers find one another and the reformers began to createa language-as we saw in the examples of the designateddriver and Fataki-that allowed them to talk about their valueswith others As a leader you can help prod them to create this languageto find ways to articulate what is different and better aboutthe change you seek

We started the Path section by discussing the Fundamental AttributionError-the tendency to attribute behavior to peoplescharacter rather than to their environments Look again at theteaching-hospital example At Alpha 42 percent of superiors supportedthe change at Beta 66 percent supported it Almost all ofus would have put our money on Beta Not many of us whenconfronted with that data would have immediately thought Yesbut what about the situational forces

At the two hospitals individual character competed with situationalforces and situational forces won This brings us backfull circle to the food drive study where a jerk with clear instructionswas more charitable than a saint with generic instructionsThe line between saints and jerks wasnt as clear as we mighthave thought Neither was the line between supporters and resistersof hospital reformIf the right Path can turn a jerk into a saint then the rightPath can also turn a change enemy into an ally

ReferenceReference book HOW TO CHANGE THINGS WHEN CH ANGE IS HARD

By CHIP HEATH (a professor at the GraduateSchool of Business at Stanford University) and DAN HEATH(a senior fellow at Duke Universitys Centerfor the Advancement of Social Entrepreneurship(CASE))

• Change Management
• Reference
• Slide 3
• Rider
• Elephant
• Main strategy 1 Direct the Rider 1a Follow the brightspot
• Details of Vietnam example
• Slide 8
• Slide 9
• Main strategy 1 Direct the Rider 1b Script the critical move
• Slide 11
• Slide 12
• Main strategy 1 Direct the Rider 1c POINT TO THE DESTINATION
• Main strategy 2 Motivate the Elephant 2a Find the Feeling
• Slide 15
• Slide 16
• Slide 17
• Slide 18
• Slide 19
• Slide 20
• Slide 21
• Slide 22
• Slide 23
• Main strategy 2 Motivate the Elephant 2b Shrink the Change
• Slide 25
• Slide 26
• Slide 27
• Slide 28
• Slide 29
• Slide 30
• Slide 31
• Slide 32
• Slide 33
• Slide 34
• Slide 35
• Slide 36
• Slide 37
• Slide 38
• Slide 39
• Slide 40
• Main strategy 2 Motivate the Elephant 2c Grow your people(creating sense of identity amp instill growth mindset)
• Slide 42
• Slide 43
• Slide 44
• Slide 45
• Slide 46
• Slide 47
• Slide 48
• Slide 49
• Slide 50
• Slide 51
• Slide 52
• Slide 53
• Slide 54
• Slide 55
• Main strategy 3 Shape the path 3a Tweak the environment
• Fundamental attribution error ndash we hurrily judge someonesomething from Direct attributes but forget about situation that may have created those attributes
• Slide 58
• Slide 59
• 3b Build habit
• Slide 61
• Example or strategy to build habit
• 3b Action trigger
• Slide 64
• 3c Rally the herd
• Slide 66
• By STANDER effect ndash humanbeings take decision after looking what others do
• Slide 68
• Slide 69
• Slide 70
• Summary
• Slide 72
• Slide 73
• Summary Direct the Rider(Head rational thinker)
• Summary Motivate the Elephant(Lazy pleasure loving self)
• Slide 76
• Summary Shaping the path
• Slide 78
• Slide 79
• Slide 80
• Slide 81

suggested a new design inspired by carbumpers that collapse on impact Their new steel can deformedslightly on impact reducing stress on the critical seam The newdesign resisted impact better while also reducing the amount ofsteel in the canThe inventors have led Brasilata through emergencies In200 1 a severe energy crisis-the blackout syndrome ndashforced

the government of Brazil to ration energy Businesses received astrict quota of electricity The inventors went to work dreamingup power-saving ideas-hundreds of them Within a few weeksBrasilatas energy consumption was reduced by 35 percent fallingbelow the companys quota and allowing the company to resell itsextra energy

Another unexpected idea was jointly suggested by two employeesEliminate our jobs theyre not necessary anymore The ideawas accepted but the company found a new place for the employeesBrasilata has a no-dismissal policy and also distributes1 5 percent of its net profits to employees Its no surprise thatBrasilata consistently appears on best places to work lists inBrazilLets remember something This inventor identity whichhas fueled business success and employee satisfaction was madeup None of Brasilatas employees were born inventors Theidentity was introduced to them and they liked the sound of itIt seemed to be a mantle worth wearing Being an inventor hasbecome a source of pride and strength

If cultivating an identity sounds daunting take heart A classicstudy in psychology shows that you can start with small steps Inthe 1960s two psychologists from Stanford University JonathanFreedman and Scott Fraser asked a researcher to go door-to-doorin an upscale neighborhood in Palo Alto California

Pg 158

indeed 83 percent of the home ownerspassed on the opportunity ldquo

Two weeks earlier thesame home owners had been approached by a volunteer claimingto represent a different driver-safety organization They wereasked to put a tiny Be a Safe Driver sign-less than half thesize of a postcard-in the window of their car or home The volunteersaid the sign was intended to make citizens more aware ofthe need to drive carefully This seemed such a trivial commitmentthat almost all of the home owners said yes

When the researcherscame back two weeks later and asked the home owners to installthe eyesore billboard 76 percent accepted it

the science of the billboardstudy says something pretty remarkable It shows us that peopleare receptive to developing new identities that identities growfrom small beginnings Once you start seeing yourself as a concernedcitizen youll want to keep acting like one Thats tremendouslygood news for someone leading a change effort It meansfor example that if you can show people why the environment isworth caring about it wont take years for them to think of themselvesas environmentalists It took only a few days for the homeowners to think of themselves as concerned citizens

You need to create the expectationof failure-not the failure of the mission itself but failureen route This notion takes us into a fascinating area of researchthat is likely to change the way you view the world

Main strategy 3 Shape the path3a Tweak the environment

bull TWEAK THE ENVIRONMENT When the situation changes the behavior

bull changes So change the situation [Throwing out the phone system at Rackspace

bull 1-Click ordering simplifying the online time sheet]bull Tweaking the environment is about making the right

behaviors a little bit easier and the wrong behaviors a little bit harder Its that simple

bull ]

Fundamental attribution error ndash we hurrily judge someonesomething from Direct

attributes but forget about situation that may have created those attributes

frequently blind to the power of situations In a famousarticle Stanford psychologist Lee Ross surveyed dozens ofstudies in psychology and noted that people have a systematictendency to ignore the situational forces that shape other peoplesbehavior He called this deep-rooted tendency the FundamentalAttribution Error The error lies in our inclination toattribute peoples behavior to the way they are rather than to thesituation they are in

how a smoother Path can change behavior consider someresearch that studied why college students did (or didnt) donatefood to a canned-food drive for charity The researchers knewsome students would be more charitable and generous thanothers and would be more inclined to donate food Theresearchers wondered Can we alter the situation so that jerks givetoo

Pg 182

Some students received a basicletter announcing the launch of a food drive the following weekand asking them to bring canned food to a booth on TressiderPlaza (a well-known spot on campus) Other students received amore detailed letter which included a map to the precise spot arequest for a can of beans and a suggestion that they think abouta time when theyd ordinarily be near Tressider Plaza so theywouldnt have to go out of their way to get there

Students who received the basic letter were not very generousOnly 8 percent of the saints donated and not a single one ofthe jerks

Students who received the more detailedletter were substantially more charitable 42 percent of thesaints donated and so did 2 5 percent of the jerks

Tweaking the environment is about making the right behaviorsa little bit easier and the wrong behaviors a little bit harder Itsthat simple

3b Build habit

bull When something becomes a habit our rational brain(rider) does not have to exert almost any energy or will power This will power energy is of limited supply and could not work for long stretch of time

bull So if step by step procedure some objective or main task could be turned into a habit it would be easier for human beings to do it

bull BUILD HABITS When behavior is habitual its free-it doesnt tax the Rider

bull Look for ways to encourage habits [Setting action triggers eating two bowls of

bull soup while dieting using checklists

Example or strategy to build habit

bull 21 days repetition method

3b Action trigger

Peter Gollwitzer a psychologist at New York University is thepioneer of work in this area He and colleague Veronika Brandstarterfound that action triggers are quite effective in motivatingaction

By preloading the decisionwe conserve the Riders self-control(it does not have to think about what to do)

In one study they tracked college students who had theoption to earn extra credit in a class by writing a paper about how they spent Christmas Eve But there was a catch To earn the credit they had to submit the paper by December 26 Most studentshad good intentions of writing the paper but only 33 percentof them got around to writing and submitting it Otherstudents in the study were required to set action triggers-tonote in advance exactly when and where they intended to write the report (for example Ill write this report in my dads officeon Christmas morning before everyone gets up) A whopping75 percent of those students wrote the report

3c Rally the herd

bull Social and peer pressure is a very strong force in motivating us to do something

bull So if influential celebrity type people do something the majority follow through Here 8020 rule applies

bull Again if someone could be told that the majority are doing this heshe would like to be the part of the group(here) and comply with Therefore become happy as becoming of a group that fulfills our belonging needs

bull The Elephant constantly looks to the herd for cues about how to behave

bull Other people are getting their work done on time Why wont you

bull RALLY THE HERD Behavior is contagious Help it spread [Fataki in Tanzaniafree spaces in hospitals seeding the tip jar]

By STANDER effect ndash humanbeings take decision after

looking what others doColumbia University students having volunteered for a researchstudy were asked to sit in a room and fill out a surveySome were left alone others were put in rooms with two otherstudents As they filled out their surveys a crisis emergedSmoke began to pour into the room through a wall vent Thesmoke continued to flow in irregular puffs until eventually theroom was filled with haze Of the students sitting in a room bythemselves 75 percent got up and found someone to alert aboutthe smoke But when three students were placed in the roomat the same time only 38 percent of the groups of three ever reportedthe smoke They just sat there inhaling the smoke eachindividuals inaction signaling to the other two people in theroom that this smoke cloud isnt such a big deal

In a similar study individuals or pairs who were completinga survey heard what sounded like a woman falling down loudlyon the other side of a room divider Of the lone bystanders 70percent went to help her but only 40 percent of the pairs helpedEven when the pairs helped they acted more slowly than the individuals

Why do groups fail to respond as well as individualsIn ambiguous situations-smoke pouring into a room theapparent sound of a fall-people look to others for cues abouthow to interpret the event If you see a man suddenly collapse atthe mall your brain races through possible interpretations Its aheart attack Or wait maybe he tripped and fell down Or whatif hes playing a gag on someone Youre reluctant to rush overimmediately because if he simply tripped your alarm-bell behaviorwill leave you both embarrassedIf youre the only person around to react youll probably makeyour best guess-heart attack-and rush over But if theres acrowd youve got two stimuli to process the collapse itself andthe crowds reaction to the collapse You might pause briefly tostudy the crowd Are other people acting like hes had a heart attackYou stand there idling ready to spring into action at thefirst sign of crisis But as you wait other people are looking backat you and when they see you idling your behavior becomes datafor their theory that its not an emergency And thats why threepeople can sit in a room filling with smoke and not make a peep

a group of socialpsychologists persuaded a hotel manager to test out a newsign in the hotel bathrooms The sign didnt mention the environmentat alIi it simply said that the the majority of guests atthe hotel reuse their towels at least once during their stay Itworked-guests who got this sign were 26 percent more likely toreuse their towels They took cues from the herdNote the downside though If the sign had said About 8of our guests decide to reuse their towels new guests would havebeen less likely to reuse theirs

SummaryHOW TO MAKE A SWITCHFor things to change somebody somewhere has to start actingdifferently Maybe its you maybe its your teamPicture that person (or people)Each has an emotional Elephant side and a rational Rider sideYouve got to reach both And youve also got to clear the wayfor them to succeed In short you must do three things

DIRECT the RiderFOLLOW THE BRIGHT SPOTS Investigate whats working and clone it [Jerrysternin in Vietnam solutions-focused therapy]SCRIPT THE CRITICAL MOVES Dont think big picture think in terms of specificbehaviors [1 milk four rules at the Brazilian railroad]POINT TO THE DESTINATION Change is easier when you know where youregoing and why its worth it [You ll be third graders soon No dry holes at BP]

MOTIVATE the ElephantFIND THE FEELING Knowing something isn t enough to cause change Makepeople feel something [Piling gloves on the table the chemotherapy video gameRobyn Waterss demos at Target]SHRINK THE CHANGE Break down the change until it no longer spooks the Elephant[The 5-Minute Room Rescue procurement reform]GROW YOUR PEOPLE Cultivate a sense of identity and instill the growth mindset[Brasilatas inventors junior-high math kids turnaround]

SHAPE the PathTWEAK THE ENVIRONMENT When the situation changes the behaviorchanges So change the situation [Throwing out the phone system at Rackspace1-Click ordering simplifying the online time sheet]BUILD HABITS When behavior is habitual its free-it doesnt tax the RiderLook for ways to encourage habits [Setting action triggers eating two bowls ofsoup while dieting using checklists]RALLY THE HERD Behavior is contagious Help it spread [Fataki in Tanzaniafree spaces in hospitals seeding the tip jar]

Summary Direct the Rider(Head rational thinker)

Heres the good news The Riders strengths are substantialand his flaws can be mitigated When you appeal to the Rider insideyourself or inside others you are trying to influence yourgame plan should be simpleFirst follow the bright spots Think of the Vietnamese childrenwho stayed well nourished against the odds or the Genentechsales reps who racked up sales against the odds AB you analyzeyour situation youre sure to find some things that are workingbetter than others Dont obsess about the failures Instead investigateand clone the successesNext give direction to the Rider-both a start and a finishSend him a destination postcard (Youll be a third grader soon)and script his critical moves (Buy 1 milk) When you do these things youll prepare the Rider to lead aswitch And youll arm him for the ongoing struggles with hisreluctant and formidable partner the Elephant

Summary Motivate the Elephant(Lazy pleasure loving self)

In times of change we need to remind ourselves and others againand again of certain basic truths Our brains and our abilities arelike muscles They can be strengthened with practice Were notborn skateboarders or scientists or nurses we must learn how toskateboard do science or care for sick people And our inspirationto change ourselves comes from our desire to live up to thoseidentitiesIn the story of Molly Howard we see that amazing things canhappen when you combine the aspiration of a new identity withthe persistence of the growth mindset Thats how you grow yourpeople

Over the past few chapters weve seen that the centralchallenge of change is keeping the Elephant moving forwardWhereas the Rider needs direction the Elephant needs motivationAnd weve seen that motivation comes from feelingknowledgeisnt enough to motivate change But motivation alsocomes from confidence The Elephant has to believe that its capableof conquering the change And there are two routes tobuilding peoples confidence so that they feel big relative totheir challenge You can shrink the change or grow your people(or preferably both)

Summary Shaping the pathOur picture of change is still incomplete though because itsclear that in some situations even a reluctant Elephant and a confusedRider will manage to change their behavior For instanceconsider the fact that even a lost angry driver who is hopelesslylate for an appointment will stop dutifully for a red lightThats why to make changes stick weve got to think aboutshaping the Path

First you need to tweak theenvironment to provide a free space for discussion At Alpha therotational teams had a private place to meet and that created afree space where the new identity could grow Do your own reformershave a private place where they can meet and coordinate

Second you should build good habits Recall the idea of actiontriggers-visualizing when and where you are going to dosomething important The interns at Alpha were essentially settingaction triggers They thought about what they would sayand how they would act when 9 pm came and the signoutprocess was triggered They mentally rehearsed how they wouldrespond if an argument flared up with the night resident Havemembers of your team rehearsed how theyll react when theymeet resistance from your organizations old guard

Finally you should rally the herd At Alpha the leaders helpedthe reformers find one another and the reformers began to createa language-as we saw in the examples of the designateddriver and Fataki-that allowed them to talk about their valueswith others As a leader you can help prod them to create this languageto find ways to articulate what is different and better aboutthe change you seek

We started the Path section by discussing the Fundamental AttributionError-the tendency to attribute behavior to peoplescharacter rather than to their environments Look again at theteaching-hospital example At Alpha 42 percent of superiors supportedthe change at Beta 66 percent supported it Almost all ofus would have put our money on Beta Not many of us whenconfronted with that data would have immediately thought Yesbut what about the situational forces

At the two hospitals individual character competed with situationalforces and situational forces won This brings us backfull circle to the food drive study where a jerk with clear instructionswas more charitable than a saint with generic instructionsThe line between saints and jerks wasnt as clear as we mighthave thought Neither was the line between supporters and resistersof hospital reformIf the right Path can turn a jerk into a saint then the rightPath can also turn a change enemy into an ally

ReferenceReference book HOW TO CHANGE THINGS WHEN CH ANGE IS HARD

By CHIP HEATH (a professor at the GraduateSchool of Business at Stanford University) and DAN HEATH(a senior fellow at Duke Universitys Centerfor the Advancement of Social Entrepreneurship(CASE))

• Change Management
• Reference
• Slide 3
• Rider
• Elephant
• Main strategy 1 Direct the Rider 1a Follow the brightspot
• Details of Vietnam example
• Slide 8
• Slide 9
• Main strategy 1 Direct the Rider 1b Script the critical move
• Slide 11
• Slide 12
• Main strategy 1 Direct the Rider 1c POINT TO THE DESTINATION
• Main strategy 2 Motivate the Elephant 2a Find the Feeling
• Slide 15
• Slide 16
• Slide 17
• Slide 18
• Slide 19
• Slide 20
• Slide 21
• Slide 22
• Slide 23
• Main strategy 2 Motivate the Elephant 2b Shrink the Change
• Slide 25
• Slide 26
• Slide 27
• Slide 28
• Slide 29
• Slide 30
• Slide 31
• Slide 32
• Slide 33
• Slide 34
• Slide 35
• Slide 36
• Slide 37
• Slide 38
• Slide 39
• Slide 40
• Main strategy 2 Motivate the Elephant 2c Grow your people(creating sense of identity amp instill growth mindset)
• Slide 42
• Slide 43
• Slide 44
• Slide 45
• Slide 46
• Slide 47
• Slide 48
• Slide 49
• Slide 50
• Slide 51
• Slide 52
• Slide 53
• Slide 54
• Slide 55
• Main strategy 3 Shape the path 3a Tweak the environment
• Fundamental attribution error ndash we hurrily judge someonesomething from Direct attributes but forget about situation that may have created those attributes
• Slide 58
• Slide 59
• 3b Build habit
• Slide 61
• Example or strategy to build habit
• 3b Action trigger
• Slide 64
• 3c Rally the herd
• Slide 66
• By STANDER effect ndash humanbeings take decision after looking what others do
• Slide 68
• Slide 69
• Slide 70
• Summary
• Slide 72
• Slide 73
• Summary Direct the Rider(Head rational thinker)
• Summary Motivate the Elephant(Lazy pleasure loving self)
• Slide 76
• Summary Shaping the path
• Slide 78
• Slide 79
• Slide 80
• Slide 81

Another unexpected idea was jointly suggested by two employeesEliminate our jobs theyre not necessary anymore The ideawas accepted but the company found a new place for the employeesBrasilata has a no-dismissal policy and also distributes1 5 percent of its net profits to employees Its no surprise thatBrasilata consistently appears on best places to work lists inBrazilLets remember something This inventor identity whichhas fueled business success and employee satisfaction was madeup None of Brasilatas employees were born inventors Theidentity was introduced to them and they liked the sound of itIt seemed to be a mantle worth wearing Being an inventor hasbecome a source of pride and strength

If cultivating an identity sounds daunting take heart A classicstudy in psychology shows that you can start with small steps Inthe 1960s two psychologists from Stanford University JonathanFreedman and Scott Fraser asked a researcher to go door-to-doorin an upscale neighborhood in Palo Alto California

Pg 158

indeed 83 percent of the home ownerspassed on the opportunity ldquo

Two weeks earlier thesame home owners had been approached by a volunteer claimingto represent a different driver-safety organization They wereasked to put a tiny Be a Safe Driver sign-less than half thesize of a postcard-in the window of their car or home The volunteersaid the sign was intended to make citizens more aware ofthe need to drive carefully This seemed such a trivial commitmentthat almost all of the home owners said yes

When the researcherscame back two weeks later and asked the home owners to installthe eyesore billboard 76 percent accepted it

the science of the billboardstudy says something pretty remarkable It shows us that peopleare receptive to developing new identities that identities growfrom small beginnings Once you start seeing yourself as a concernedcitizen youll want to keep acting like one Thats tremendouslygood news for someone leading a change effort It meansfor example that if you can show people why the environment isworth caring about it wont take years for them to think of themselvesas environmentalists It took only a few days for the homeowners to think of themselves as concerned citizens

You need to create the expectationof failure-not the failure of the mission itself but failureen route This notion takes us into a fascinating area of researchthat is likely to change the way you view the world

Main strategy 3 Shape the path3a Tweak the environment

bull TWEAK THE ENVIRONMENT When the situation changes the behavior

bull changes So change the situation [Throwing out the phone system at Rackspace

bull 1-Click ordering simplifying the online time sheet]bull Tweaking the environment is about making the right

behaviors a little bit easier and the wrong behaviors a little bit harder Its that simple

bull ]

Fundamental attribution error ndash we hurrily judge someonesomething from Direct

attributes but forget about situation that may have created those attributes

frequently blind to the power of situations In a famousarticle Stanford psychologist Lee Ross surveyed dozens ofstudies in psychology and noted that people have a systematictendency to ignore the situational forces that shape other peoplesbehavior He called this deep-rooted tendency the FundamentalAttribution Error The error lies in our inclination toattribute peoples behavior to the way they are rather than to thesituation they are in

how a smoother Path can change behavior consider someresearch that studied why college students did (or didnt) donatefood to a canned-food drive for charity The researchers knewsome students would be more charitable and generous thanothers and would be more inclined to donate food Theresearchers wondered Can we alter the situation so that jerks givetoo

Pg 182

Some students received a basicletter announcing the launch of a food drive the following weekand asking them to bring canned food to a booth on TressiderPlaza (a well-known spot on campus) Other students received amore detailed letter which included a map to the precise spot arequest for a can of beans and a suggestion that they think abouta time when theyd ordinarily be near Tressider Plaza so theywouldnt have to go out of their way to get there

Students who received the basic letter were not very generousOnly 8 percent of the saints donated and not a single one ofthe jerks

Students who received the more detailedletter were substantially more charitable 42 percent of thesaints donated and so did 2 5 percent of the jerks

Tweaking the environment is about making the right behaviorsa little bit easier and the wrong behaviors a little bit harder Itsthat simple

3b Build habit

bull When something becomes a habit our rational brain(rider) does not have to exert almost any energy or will power This will power energy is of limited supply and could not work for long stretch of time

bull So if step by step procedure some objective or main task could be turned into a habit it would be easier for human beings to do it

bull BUILD HABITS When behavior is habitual its free-it doesnt tax the Rider

bull Look for ways to encourage habits [Setting action triggers eating two bowls of

bull soup while dieting using checklists

Example or strategy to build habit

bull 21 days repetition method

3b Action trigger

Peter Gollwitzer a psychologist at New York University is thepioneer of work in this area He and colleague Veronika Brandstarterfound that action triggers are quite effective in motivatingaction

By preloading the decisionwe conserve the Riders self-control(it does not have to think about what to do)

In one study they tracked college students who had theoption to earn extra credit in a class by writing a paper about how they spent Christmas Eve But there was a catch To earn the credit they had to submit the paper by December 26 Most studentshad good intentions of writing the paper but only 33 percentof them got around to writing and submitting it Otherstudents in the study were required to set action triggers-tonote in advance exactly when and where they intended to write the report (for example Ill write this report in my dads officeon Christmas morning before everyone gets up) A whopping75 percent of those students wrote the report

3c Rally the herd

bull Social and peer pressure is a very strong force in motivating us to do something

bull So if influential celebrity type people do something the majority follow through Here 8020 rule applies

bull Again if someone could be told that the majority are doing this heshe would like to be the part of the group(here) and comply with Therefore become happy as becoming of a group that fulfills our belonging needs

bull The Elephant constantly looks to the herd for cues about how to behave

bull Other people are getting their work done on time Why wont you

bull RALLY THE HERD Behavior is contagious Help it spread [Fataki in Tanzaniafree spaces in hospitals seeding the tip jar]

By STANDER effect ndash humanbeings take decision after

looking what others doColumbia University students having volunteered for a researchstudy were asked to sit in a room and fill out a surveySome were left alone others were put in rooms with two otherstudents As they filled out their surveys a crisis emergedSmoke began to pour into the room through a wall vent Thesmoke continued to flow in irregular puffs until eventually theroom was filled with haze Of the students sitting in a room bythemselves 75 percent got up and found someone to alert aboutthe smoke But when three students were placed in the roomat the same time only 38 percent of the groups of three ever reportedthe smoke They just sat there inhaling the smoke eachindividuals inaction signaling to the other two people in theroom that this smoke cloud isnt such a big deal

In a similar study individuals or pairs who were completinga survey heard what sounded like a woman falling down loudlyon the other side of a room divider Of the lone bystanders 70percent went to help her but only 40 percent of the pairs helpedEven when the pairs helped they acted more slowly than the individuals

Why do groups fail to respond as well as individualsIn ambiguous situations-smoke pouring into a room theapparent sound of a fall-people look to others for cues abouthow to interpret the event If you see a man suddenly collapse atthe mall your brain races through possible interpretations Its aheart attack Or wait maybe he tripped and fell down Or whatif hes playing a gag on someone Youre reluctant to rush overimmediately because if he simply tripped your alarm-bell behaviorwill leave you both embarrassedIf youre the only person around to react youll probably makeyour best guess-heart attack-and rush over But if theres acrowd youve got two stimuli to process the collapse itself andthe crowds reaction to the collapse You might pause briefly tostudy the crowd Are other people acting like hes had a heart attackYou stand there idling ready to spring into action at thefirst sign of crisis But as you wait other people are looking backat you and when they see you idling your behavior becomes datafor their theory that its not an emergency And thats why threepeople can sit in a room filling with smoke and not make a peep

a group of socialpsychologists persuaded a hotel manager to test out a newsign in the hotel bathrooms The sign didnt mention the environmentat alIi it simply said that the the majority of guests atthe hotel reuse their towels at least once during their stay Itworked-guests who got this sign were 26 percent more likely toreuse their towels They took cues from the herdNote the downside though If the sign had said About 8of our guests decide to reuse their towels new guests would havebeen less likely to reuse theirs

SummaryHOW TO MAKE A SWITCHFor things to change somebody somewhere has to start actingdifferently Maybe its you maybe its your teamPicture that person (or people)Each has an emotional Elephant side and a rational Rider sideYouve got to reach both And youve also got to clear the wayfor them to succeed In short you must do three things

DIRECT the RiderFOLLOW THE BRIGHT SPOTS Investigate whats working and clone it [Jerrysternin in Vietnam solutions-focused therapy]SCRIPT THE CRITICAL MOVES Dont think big picture think in terms of specificbehaviors [1 milk four rules at the Brazilian railroad]POINT TO THE DESTINATION Change is easier when you know where youregoing and why its worth it [You ll be third graders soon No dry holes at BP]

MOTIVATE the ElephantFIND THE FEELING Knowing something isn t enough to cause change Makepeople feel something [Piling gloves on the table the chemotherapy video gameRobyn Waterss demos at Target]SHRINK THE CHANGE Break down the change until it no longer spooks the Elephant[The 5-Minute Room Rescue procurement reform]GROW YOUR PEOPLE Cultivate a sense of identity and instill the growth mindset[Brasilatas inventors junior-high math kids turnaround]

SHAPE the PathTWEAK THE ENVIRONMENT When the situation changes the behaviorchanges So change the situation [Throwing out the phone system at Rackspace1-Click ordering simplifying the online time sheet]BUILD HABITS When behavior is habitual its free-it doesnt tax the RiderLook for ways to encourage habits [Setting action triggers eating two bowls ofsoup while dieting using checklists]RALLY THE HERD Behavior is contagious Help it spread [Fataki in Tanzaniafree spaces in hospitals seeding the tip jar]

Summary Direct the Rider(Head rational thinker)

Heres the good news The Riders strengths are substantialand his flaws can be mitigated When you appeal to the Rider insideyourself or inside others you are trying to influence yourgame plan should be simpleFirst follow the bright spots Think of the Vietnamese childrenwho stayed well nourished against the odds or the Genentechsales reps who racked up sales against the odds AB you analyzeyour situation youre sure to find some things that are workingbetter than others Dont obsess about the failures Instead investigateand clone the successesNext give direction to the Rider-both a start and a finishSend him a destination postcard (Youll be a third grader soon)and script his critical moves (Buy 1 milk) When you do these things youll prepare the Rider to lead aswitch And youll arm him for the ongoing struggles with hisreluctant and formidable partner the Elephant

Summary Motivate the Elephant(Lazy pleasure loving self)

In times of change we need to remind ourselves and others againand again of certain basic truths Our brains and our abilities arelike muscles They can be strengthened with practice Were notborn skateboarders or scientists or nurses we must learn how toskateboard do science or care for sick people And our inspirationto change ourselves comes from our desire to live up to thoseidentitiesIn the story of Molly Howard we see that amazing things canhappen when you combine the aspiration of a new identity withthe persistence of the growth mindset Thats how you grow yourpeople

Over the past few chapters weve seen that the centralchallenge of change is keeping the Elephant moving forwardWhereas the Rider needs direction the Elephant needs motivationAnd weve seen that motivation comes from feelingknowledgeisnt enough to motivate change But motivation alsocomes from confidence The Elephant has to believe that its capableof conquering the change And there are two routes tobuilding peoples confidence so that they feel big relative totheir challenge You can shrink the change or grow your people(or preferably both)

Summary Shaping the pathOur picture of change is still incomplete though because itsclear that in some situations even a reluctant Elephant and a confusedRider will manage to change their behavior For instanceconsider the fact that even a lost angry driver who is hopelesslylate for an appointment will stop dutifully for a red lightThats why to make changes stick weve got to think aboutshaping the Path

First you need to tweak theenvironment to provide a free space for discussion At Alpha therotational teams had a private place to meet and that created afree space where the new identity could grow Do your own reformershave a private place where they can meet and coordinate

Second you should build good habits Recall the idea of actiontriggers-visualizing when and where you are going to dosomething important The interns at Alpha were essentially settingaction triggers They thought about what they would sayand how they would act when 9 pm came and the signoutprocess was triggered They mentally rehearsed how they wouldrespond if an argument flared up with the night resident Havemembers of your team rehearsed how theyll react when theymeet resistance from your organizations old guard

Finally you should rally the herd At Alpha the leaders helpedthe reformers find one another and the reformers began to createa language-as we saw in the examples of the designateddriver and Fataki-that allowed them to talk about their valueswith others As a leader you can help prod them to create this languageto find ways to articulate what is different and better aboutthe change you seek

We started the Path section by discussing the Fundamental AttributionError-the tendency to attribute behavior to peoplescharacter rather than to their environments Look again at theteaching-hospital example At Alpha 42 percent of superiors supportedthe change at Beta 66 percent supported it Almost all ofus would have put our money on Beta Not many of us whenconfronted with that data would have immediately thought Yesbut what about the situational forces

At the two hospitals individual character competed with situationalforces and situational forces won This brings us backfull circle to the food drive study where a jerk with clear instructionswas more charitable than a saint with generic instructionsThe line between saints and jerks wasnt as clear as we mighthave thought Neither was the line between supporters and resistersof hospital reformIf the right Path can turn a jerk into a saint then the rightPath can also turn a change enemy into an ally

ReferenceReference book HOW TO CHANGE THINGS WHEN CH ANGE IS HARD

By CHIP HEATH (a professor at the GraduateSchool of Business at Stanford University) and DAN HEATH(a senior fellow at Duke Universitys Centerfor the Advancement of Social Entrepreneurship(CASE))

• Change Management
• Reference
• Slide 3
• Rider
• Elephant
• Main strategy 1 Direct the Rider 1a Follow the brightspot
• Details of Vietnam example
• Slide 8
• Slide 9
• Main strategy 1 Direct the Rider 1b Script the critical move
• Slide 11
• Slide 12
• Main strategy 1 Direct the Rider 1c POINT TO THE DESTINATION
• Main strategy 2 Motivate the Elephant 2a Find the Feeling
• Slide 15
• Slide 16
• Slide 17
• Slide 18
• Slide 19
• Slide 20
• Slide 21
• Slide 22
• Slide 23
• Main strategy 2 Motivate the Elephant 2b Shrink the Change
• Slide 25
• Slide 26
• Slide 27
• Slide 28
• Slide 29
• Slide 30
• Slide 31
• Slide 32
• Slide 33
• Slide 34
• Slide 35
• Slide 36
• Slide 37
• Slide 38
• Slide 39
• Slide 40
• Main strategy 2 Motivate the Elephant 2c Grow your people(creating sense of identity amp instill growth mindset)
• Slide 42
• Slide 43
• Slide 44
• Slide 45
• Slide 46
• Slide 47
• Slide 48
• Slide 49
• Slide 50
• Slide 51
• Slide 52
• Slide 53
• Slide 54
• Slide 55
• Main strategy 3 Shape the path 3a Tweak the environment
• Fundamental attribution error ndash we hurrily judge someonesomething from Direct attributes but forget about situation that may have created those attributes
• Slide 58
• Slide 59
• 3b Build habit
• Slide 61
• Example or strategy to build habit
• 3b Action trigger
• Slide 64
• 3c Rally the herd
• Slide 66
• By STANDER effect ndash humanbeings take decision after looking what others do
• Slide 68
• Slide 69
• Slide 70
• Summary
• Slide 72
• Slide 73
• Summary Direct the Rider(Head rational thinker)
• Summary Motivate the Elephant(Lazy pleasure loving self)
• Slide 76
• Summary Shaping the path
• Slide 78
• Slide 79
• Slide 80
• Slide 81

If cultivating an identity sounds daunting take heart A classicstudy in psychology shows that you can start with small steps Inthe 1960s two psychologists from Stanford University JonathanFreedman and Scott Fraser asked a researcher to go door-to-doorin an upscale neighborhood in Palo Alto California

Pg 158

indeed 83 percent of the home ownerspassed on the opportunity ldquo

Two weeks earlier thesame home owners had been approached by a volunteer claimingto represent a different driver-safety organization They wereasked to put a tiny Be a Safe Driver sign-less than half thesize of a postcard-in the window of their car or home The volunteersaid the sign was intended to make citizens more aware ofthe need to drive carefully This seemed such a trivial commitmentthat almost all of the home owners said yes

When the researcherscame back two weeks later and asked the home owners to installthe eyesore billboard 76 percent accepted it

the science of the billboardstudy says something pretty remarkable It shows us that peopleare receptive to developing new identities that identities growfrom small beginnings Once you start seeing yourself as a concernedcitizen youll want to keep acting like one Thats tremendouslygood news for someone leading a change effort It meansfor example that if you can show people why the environment isworth caring about it wont take years for them to think of themselvesas environmentalists It took only a few days for the homeowners to think of themselves as concerned citizens

You need to create the expectationof failure-not the failure of the mission itself but failureen route This notion takes us into a fascinating area of researchthat is likely to change the way you view the world

Main strategy 3 Shape the path3a Tweak the environment

bull TWEAK THE ENVIRONMENT When the situation changes the behavior

bull changes So change the situation [Throwing out the phone system at Rackspace

bull 1-Click ordering simplifying the online time sheet]bull Tweaking the environment is about making the right

behaviors a little bit easier and the wrong behaviors a little bit harder Its that simple

bull ]

Fundamental attribution error ndash we hurrily judge someonesomething from Direct

attributes but forget about situation that may have created those attributes

frequently blind to the power of situations In a famousarticle Stanford psychologist Lee Ross surveyed dozens ofstudies in psychology and noted that people have a systematictendency to ignore the situational forces that shape other peoplesbehavior He called this deep-rooted tendency the FundamentalAttribution Error The error lies in our inclination toattribute peoples behavior to the way they are rather than to thesituation they are in

how a smoother Path can change behavior consider someresearch that studied why college students did (or didnt) donatefood to a canned-food drive for charity The researchers knewsome students would be more charitable and generous thanothers and would be more inclined to donate food Theresearchers wondered Can we alter the situation so that jerks givetoo

Pg 182

Some students received a basicletter announcing the launch of a food drive the following weekand asking them to bring canned food to a booth on TressiderPlaza (a well-known spot on campus) Other students received amore detailed letter which included a map to the precise spot arequest for a can of beans and a suggestion that they think abouta time when theyd ordinarily be near Tressider Plaza so theywouldnt have to go out of their way to get there

Students who received the basic letter were not very generousOnly 8 percent of the saints donated and not a single one ofthe jerks

Students who received the more detailedletter were substantially more charitable 42 percent of thesaints donated and so did 2 5 percent of the jerks

Tweaking the environment is about making the right behaviorsa little bit easier and the wrong behaviors a little bit harder Itsthat simple

3b Build habit

bull When something becomes a habit our rational brain(rider) does not have to exert almost any energy or will power This will power energy is of limited supply and could not work for long stretch of time

bull So if step by step procedure some objective or main task could be turned into a habit it would be easier for human beings to do it

bull BUILD HABITS When behavior is habitual its free-it doesnt tax the Rider

bull Look for ways to encourage habits [Setting action triggers eating two bowls of

bull soup while dieting using checklists

Example or strategy to build habit

bull 21 days repetition method

3b Action trigger

Peter Gollwitzer a psychologist at New York University is thepioneer of work in this area He and colleague Veronika Brandstarterfound that action triggers are quite effective in motivatingaction

By preloading the decisionwe conserve the Riders self-control(it does not have to think about what to do)

In one study they tracked college students who had theoption to earn extra credit in a class by writing a paper about how they spent Christmas Eve But there was a catch To earn the credit they had to submit the paper by December 26 Most studentshad good intentions of writing the paper but only 33 percentof them got around to writing and submitting it Otherstudents in the study were required to set action triggers-tonote in advance exactly when and where they intended to write the report (for example Ill write this report in my dads officeon Christmas morning before everyone gets up) A whopping75 percent of those students wrote the report

3c Rally the herd

bull Social and peer pressure is a very strong force in motivating us to do something

bull So if influential celebrity type people do something the majority follow through Here 8020 rule applies

bull Again if someone could be told that the majority are doing this heshe would like to be the part of the group(here) and comply with Therefore become happy as becoming of a group that fulfills our belonging needs

bull The Elephant constantly looks to the herd for cues about how to behave

bull Other people are getting their work done on time Why wont you

bull RALLY THE HERD Behavior is contagious Help it spread [Fataki in Tanzaniafree spaces in hospitals seeding the tip jar]

By STANDER effect ndash humanbeings take decision after

looking what others doColumbia University students having volunteered for a researchstudy were asked to sit in a room and fill out a surveySome were left alone others were put in rooms with two otherstudents As they filled out their surveys a crisis emergedSmoke began to pour into the room through a wall vent Thesmoke continued to flow in irregular puffs until eventually theroom was filled with haze Of the students sitting in a room bythemselves 75 percent got up and found someone to alert aboutthe smoke But when three students were placed in the roomat the same time only 38 percent of the groups of three ever reportedthe smoke They just sat there inhaling the smoke eachindividuals inaction signaling to the other two people in theroom that this smoke cloud isnt such a big deal

In a similar study individuals or pairs who were completinga survey heard what sounded like a woman falling down loudlyon the other side of a room divider Of the lone bystanders 70percent went to help her but only 40 percent of the pairs helpedEven when the pairs helped they acted more slowly than the individuals

Why do groups fail to respond as well as individualsIn ambiguous situations-smoke pouring into a room theapparent sound of a fall-people look to others for cues abouthow to interpret the event If you see a man suddenly collapse atthe mall your brain races through possible interpretations Its aheart attack Or wait maybe he tripped and fell down Or whatif hes playing a gag on someone Youre reluctant to rush overimmediately because if he simply tripped your alarm-bell behaviorwill leave you both embarrassedIf youre the only person around to react youll probably makeyour best guess-heart attack-and rush over But if theres acrowd youve got two stimuli to process the collapse itself andthe crowds reaction to the collapse You might pause briefly tostudy the crowd Are other people acting like hes had a heart attackYou stand there idling ready to spring into action at thefirst sign of crisis But as you wait other people are looking backat you and when they see you idling your behavior becomes datafor their theory that its not an emergency And thats why threepeople can sit in a room filling with smoke and not make a peep

a group of socialpsychologists persuaded a hotel manager to test out a newsign in the hotel bathrooms The sign didnt mention the environmentat alIi it simply said that the the majority of guests atthe hotel reuse their towels at least once during their stay Itworked-guests who got this sign were 26 percent more likely toreuse their towels They took cues from the herdNote the downside though If the sign had said About 8of our guests decide to reuse their towels new guests would havebeen less likely to reuse theirs

SummaryHOW TO MAKE A SWITCHFor things to change somebody somewhere has to start actingdifferently Maybe its you maybe its your teamPicture that person (or people)Each has an emotional Elephant side and a rational Rider sideYouve got to reach both And youve also got to clear the wayfor them to succeed In short you must do three things

DIRECT the RiderFOLLOW THE BRIGHT SPOTS Investigate whats working and clone it [Jerrysternin in Vietnam solutions-focused therapy]SCRIPT THE CRITICAL MOVES Dont think big picture think in terms of specificbehaviors [1 milk four rules at the Brazilian railroad]POINT TO THE DESTINATION Change is easier when you know where youregoing and why its worth it [You ll be third graders soon No dry holes at BP]

MOTIVATE the ElephantFIND THE FEELING Knowing something isn t enough to cause change Makepeople feel something [Piling gloves on the table the chemotherapy video gameRobyn Waterss demos at Target]SHRINK THE CHANGE Break down the change until it no longer spooks the Elephant[The 5-Minute Room Rescue procurement reform]GROW YOUR PEOPLE Cultivate a sense of identity and instill the growth mindset[Brasilatas inventors junior-high math kids turnaround]

SHAPE the PathTWEAK THE ENVIRONMENT When the situation changes the behaviorchanges So change the situation [Throwing out the phone system at Rackspace1-Click ordering simplifying the online time sheet]BUILD HABITS When behavior is habitual its free-it doesnt tax the RiderLook for ways to encourage habits [Setting action triggers eating two bowls ofsoup while dieting using checklists]RALLY THE HERD Behavior is contagious Help it spread [Fataki in Tanzaniafree spaces in hospitals seeding the tip jar]

Summary Direct the Rider(Head rational thinker)

Heres the good news The Riders strengths are substantialand his flaws can be mitigated When you appeal to the Rider insideyourself or inside others you are trying to influence yourgame plan should be simpleFirst follow the bright spots Think of the Vietnamese childrenwho stayed well nourished against the odds or the Genentechsales reps who racked up sales against the odds AB you analyzeyour situation youre sure to find some things that are workingbetter than others Dont obsess about the failures Instead investigateand clone the successesNext give direction to the Rider-both a start and a finishSend him a destination postcard (Youll be a third grader soon)and script his critical moves (Buy 1 milk) When you do these things youll prepare the Rider to lead aswitch And youll arm him for the ongoing struggles with hisreluctant and formidable partner the Elephant

Summary Motivate the Elephant(Lazy pleasure loving self)

In times of change we need to remind ourselves and others againand again of certain basic truths Our brains and our abilities arelike muscles They can be strengthened with practice Were notborn skateboarders or scientists or nurses we must learn how toskateboard do science or care for sick people And our inspirationto change ourselves comes from our desire to live up to thoseidentitiesIn the story of Molly Howard we see that amazing things canhappen when you combine the aspiration of a new identity withthe persistence of the growth mindset Thats how you grow yourpeople

Over the past few chapters weve seen that the centralchallenge of change is keeping the Elephant moving forwardWhereas the Rider needs direction the Elephant needs motivationAnd weve seen that motivation comes from feelingknowledgeisnt enough to motivate change But motivation alsocomes from confidence The Elephant has to believe that its capableof conquering the change And there are two routes tobuilding peoples confidence so that they feel big relative totheir challenge You can shrink the change or grow your people(or preferably both)

Summary Shaping the pathOur picture of change is still incomplete though because itsclear that in some situations even a reluctant Elephant and a confusedRider will manage to change their behavior For instanceconsider the fact that even a lost angry driver who is hopelesslylate for an appointment will stop dutifully for a red lightThats why to make changes stick weve got to think aboutshaping the Path

First you need to tweak theenvironment to provide a free space for discussion At Alpha therotational teams had a private place to meet and that created afree space where the new identity could grow Do your own reformershave a private place where they can meet and coordinate

Second you should build good habits Recall the idea of actiontriggers-visualizing when and where you are going to dosomething important The interns at Alpha were essentially settingaction triggers They thought about what they would sayand how they would act when 9 pm came and the signoutprocess was triggered They mentally rehearsed how they wouldrespond if an argument flared up with the night resident Havemembers of your team rehearsed how theyll react when theymeet resistance from your organizations old guard

Finally you should rally the herd At Alpha the leaders helpedthe reformers find one another and the reformers began to createa language-as we saw in the examples of the designateddriver and Fataki-that allowed them to talk about their valueswith others As a leader you can help prod them to create this languageto find ways to articulate what is different and better aboutthe change you seek

We started the Path section by discussing the Fundamental AttributionError-the tendency to attribute behavior to peoplescharacter rather than to their environments Look again at theteaching-hospital example At Alpha 42 percent of superiors supportedthe change at Beta 66 percent supported it Almost all ofus would have put our money on Beta Not many of us whenconfronted with that data would have immediately thought Yesbut what about the situational forces

At the two hospitals individual character competed with situationalforces and situational forces won This brings us backfull circle to the food drive study where a jerk with clear instructionswas more charitable than a saint with generic instructionsThe line between saints and jerks wasnt as clear as we mighthave thought Neither was the line between supporters and resistersof hospital reformIf the right Path can turn a jerk into a saint then the rightPath can also turn a change enemy into an ally

ReferenceReference book HOW TO CHANGE THINGS WHEN CH ANGE IS HARD

By CHIP HEATH (a professor at the GraduateSchool of Business at Stanford University) and DAN HEATH(a senior fellow at Duke Universitys Centerfor the Advancement of Social Entrepreneurship(CASE))

• Change Management
• Reference
• Slide 3
• Rider
• Elephant
• Main strategy 1 Direct the Rider 1a Follow the brightspot
• Details of Vietnam example
• Slide 8
• Slide 9
• Main strategy 1 Direct the Rider 1b Script the critical move
• Slide 11
• Slide 12
• Main strategy 1 Direct the Rider 1c POINT TO THE DESTINATION
• Main strategy 2 Motivate the Elephant 2a Find the Feeling
• Slide 15
• Slide 16
• Slide 17
• Slide 18
• Slide 19
• Slide 20
• Slide 21
• Slide 22
• Slide 23
• Main strategy 2 Motivate the Elephant 2b Shrink the Change
• Slide 25
• Slide 26
• Slide 27
• Slide 28
• Slide 29
• Slide 30
• Slide 31
• Slide 32
• Slide 33
• Slide 34
• Slide 35
• Slide 36
• Slide 37
• Slide 38
• Slide 39
• Slide 40
• Main strategy 2 Motivate the Elephant 2c Grow your people(creating sense of identity amp instill growth mindset)
• Slide 42
• Slide 43
• Slide 44
• Slide 45
• Slide 46
• Slide 47
• Slide 48
• Slide 49
• Slide 50
• Slide 51
• Slide 52
• Slide 53
• Slide 54
• Slide 55
• Main strategy 3 Shape the path 3a Tweak the environment
• Fundamental attribution error ndash we hurrily judge someonesomething from Direct attributes but forget about situation that may have created those attributes
• Slide 58
• Slide 59
• 3b Build habit
• Slide 61
• Example or strategy to build habit
• 3b Action trigger
• Slide 64
• 3c Rally the herd
• Slide 66
• By STANDER effect ndash humanbeings take decision after looking what others do
• Slide 68
• Slide 69
• Slide 70
• Summary
• Slide 72
• Slide 73
• Summary Direct the Rider(Head rational thinker)
• Summary Motivate the Elephant(Lazy pleasure loving self)
• Slide 76
• Summary Shaping the path
• Slide 78
• Slide 79
• Slide 80
• Slide 81

the science of the billboardstudy says something pretty remarkable It shows us that peopleare receptive to developing new identities that identities growfrom small beginnings Once you start seeing yourself as a concernedcitizen youll want to keep acting like one Thats tremendouslygood news for someone leading a change effort It meansfor example that if you can show people why the environment isworth caring about it wont take years for them to think of themselvesas environmentalists It took only a few days for the homeowners to think of themselves as concerned citizens

You need to create the expectationof failure-not the failure of the mission itself but failureen route This notion takes us into a fascinating area of researchthat is likely to change the way you view the world

Main strategy 3 Shape the path3a Tweak the environment

bull TWEAK THE ENVIRONMENT When the situation changes the behavior

bull changes So change the situation [Throwing out the phone system at Rackspace

bull 1-Click ordering simplifying the online time sheet]bull Tweaking the environment is about making the right

behaviors a little bit easier and the wrong behaviors a little bit harder Its that simple

bull ]

Fundamental attribution error ndash we hurrily judge someonesomething from Direct

attributes but forget about situation that may have created those attributes

frequently blind to the power of situations In a famousarticle Stanford psychologist Lee Ross surveyed dozens ofstudies in psychology and noted that people have a systematictendency to ignore the situational forces that shape other peoplesbehavior He called this deep-rooted tendency the FundamentalAttribution Error The error lies in our inclination toattribute peoples behavior to the way they are rather than to thesituation they are in

how a smoother Path can change behavior consider someresearch that studied why college students did (or didnt) donatefood to a canned-food drive for charity The researchers knewsome students would be more charitable and generous thanothers and would be more inclined to donate food Theresearchers wondered Can we alter the situation so that jerks givetoo

Pg 182

Some students received a basicletter announcing the launch of a food drive the following weekand asking them to bring canned food to a booth on TressiderPlaza (a well-known spot on campus) Other students received amore detailed letter which included a map to the precise spot arequest for a can of beans and a suggestion that they think abouta time when theyd ordinarily be near Tressider Plaza so theywouldnt have to go out of their way to get there

Students who received the basic letter were not very generousOnly 8 percent of the saints donated and not a single one ofthe jerks

Students who received the more detailedletter were substantially more charitable 42 percent of thesaints donated and so did 2 5 percent of the jerks

Tweaking the environment is about making the right behaviorsa little bit easier and the wrong behaviors a little bit harder Itsthat simple

3b Build habit

bull When something becomes a habit our rational brain(rider) does not have to exert almost any energy or will power This will power energy is of limited supply and could not work for long stretch of time

bull So if step by step procedure some objective or main task could be turned into a habit it would be easier for human beings to do it

bull BUILD HABITS When behavior is habitual its free-it doesnt tax the Rider

bull Look for ways to encourage habits [Setting action triggers eating two bowls of

bull soup while dieting using checklists

Example or strategy to build habit

bull 21 days repetition method

3b Action trigger

Peter Gollwitzer a psychologist at New York University is thepioneer of work in this area He and colleague Veronika Brandstarterfound that action triggers are quite effective in motivatingaction

By preloading the decisionwe conserve the Riders self-control(it does not have to think about what to do)

In one study they tracked college students who had theoption to earn extra credit in a class by writing a paper about how they spent Christmas Eve But there was a catch To earn the credit they had to submit the paper by December 26 Most studentshad good intentions of writing the paper but only 33 percentof them got around to writing and submitting it Otherstudents in the study were required to set action triggers-tonote in advance exactly when and where they intended to write the report (for example Ill write this report in my dads officeon Christmas morning before everyone gets up) A whopping75 percent of those students wrote the report

3c Rally the herd

bull Social and peer pressure is a very strong force in motivating us to do something

bull So if influential celebrity type people do something the majority follow through Here 8020 rule applies

bull Again if someone could be told that the majority are doing this heshe would like to be the part of the group(here) and comply with Therefore become happy as becoming of a group that fulfills our belonging needs

bull The Elephant constantly looks to the herd for cues about how to behave

bull Other people are getting their work done on time Why wont you

bull RALLY THE HERD Behavior is contagious Help it spread [Fataki in Tanzaniafree spaces in hospitals seeding the tip jar]

By STANDER effect ndash humanbeings take decision after

looking what others doColumbia University students having volunteered for a researchstudy were asked to sit in a room and fill out a surveySome were left alone others were put in rooms with two otherstudents As they filled out their surveys a crisis emergedSmoke began to pour into the room through a wall vent Thesmoke continued to flow in irregular puffs until eventually theroom was filled with haze Of the students sitting in a room bythemselves 75 percent got up and found someone to alert aboutthe smoke But when three students were placed in the roomat the same time only 38 percent of the groups of three ever reportedthe smoke They just sat there inhaling the smoke eachindividuals inaction signaling to the other two people in theroom that this smoke cloud isnt such a big deal

In a similar study individuals or pairs who were completinga survey heard what sounded like a woman falling down loudlyon the other side of a room divider Of the lone bystanders 70percent went to help her but only 40 percent of the pairs helpedEven when the pairs helped they acted more slowly than the individuals

Why do groups fail to respond as well as individualsIn ambiguous situations-smoke pouring into a room theapparent sound of a fall-people look to others for cues abouthow to interpret the event If you see a man suddenly collapse atthe mall your brain races through possible interpretations Its aheart attack Or wait maybe he tripped and fell down Or whatif hes playing a gag on someone Youre reluctant to rush overimmediately because if he simply tripped your alarm-bell behaviorwill leave you both embarrassedIf youre the only person around to react youll probably makeyour best guess-heart attack-and rush over But if theres acrowd youve got two stimuli to process the collapse itself andthe crowds reaction to the collapse You might pause briefly tostudy the crowd Are other people acting like hes had a heart attackYou stand there idling ready to spring into action at thefirst sign of crisis But as you wait other people are looking backat you and when they see you idling your behavior becomes datafor their theory that its not an emergency And thats why threepeople can sit in a room filling with smoke and not make a peep

a group of socialpsychologists persuaded a hotel manager to test out a newsign in the hotel bathrooms The sign didnt mention the environmentat alIi it simply said that the the majority of guests atthe hotel reuse their towels at least once during their stay Itworked-guests who got this sign were 26 percent more likely toreuse their towels They took cues from the herdNote the downside though If the sign had said About 8of our guests decide to reuse their towels new guests would havebeen less likely to reuse theirs

SummaryHOW TO MAKE A SWITCHFor things to change somebody somewhere has to start actingdifferently Maybe its you maybe its your teamPicture that person (or people)Each has an emotional Elephant side and a rational Rider sideYouve got to reach both And youve also got to clear the wayfor them to succeed In short you must do three things

DIRECT the RiderFOLLOW THE BRIGHT SPOTS Investigate whats working and clone it [Jerrysternin in Vietnam solutions-focused therapy]SCRIPT THE CRITICAL MOVES Dont think big picture think in terms of specificbehaviors [1 milk four rules at the Brazilian railroad]POINT TO THE DESTINATION Change is easier when you know where youregoing and why its worth it [You ll be third graders soon No dry holes at BP]

MOTIVATE the ElephantFIND THE FEELING Knowing something isn t enough to cause change Makepeople feel something [Piling gloves on the table the chemotherapy video gameRobyn Waterss demos at Target]SHRINK THE CHANGE Break down the change until it no longer spooks the Elephant[The 5-Minute Room Rescue procurement reform]GROW YOUR PEOPLE Cultivate a sense of identity and instill the growth mindset[Brasilatas inventors junior-high math kids turnaround]

SHAPE the PathTWEAK THE ENVIRONMENT When the situation changes the behaviorchanges So change the situation [Throwing out the phone system at Rackspace1-Click ordering simplifying the online time sheet]BUILD HABITS When behavior is habitual its free-it doesnt tax the RiderLook for ways to encourage habits [Setting action triggers eating two bowls ofsoup while dieting using checklists]RALLY THE HERD Behavior is contagious Help it spread [Fataki in Tanzaniafree spaces in hospitals seeding the tip jar]

Summary Direct the Rider(Head rational thinker)

Heres the good news The Riders strengths are substantialand his flaws can be mitigated When you appeal to the Rider insideyourself or inside others you are trying to influence yourgame plan should be simpleFirst follow the bright spots Think of the Vietnamese childrenwho stayed well nourished against the odds or the Genentechsales reps who racked up sales against the odds AB you analyzeyour situation youre sure to find some things that are workingbetter than others Dont obsess about the failures Instead investigateand clone the successesNext give direction to the Rider-both a start and a finishSend him a destination postcard (Youll be a third grader soon)and script his critical moves (Buy 1 milk) When you do these things youll prepare the Rider to lead aswitch And youll arm him for the ongoing struggles with hisreluctant and formidable partner the Elephant

Summary Motivate the Elephant(Lazy pleasure loving self)

In times of change we need to remind ourselves and others againand again of certain basic truths Our brains and our abilities arelike muscles They can be strengthened with practice Were notborn skateboarders or scientists or nurses we must learn how toskateboard do science or care for sick people And our inspirationto change ourselves comes from our desire to live up to thoseidentitiesIn the story of Molly Howard we see that amazing things canhappen when you combine the aspiration of a new identity withthe persistence of the growth mindset Thats how you grow yourpeople

Over the past few chapters weve seen that the centralchallenge of change is keeping the Elephant moving forwardWhereas the Rider needs direction the Elephant needs motivationAnd weve seen that motivation comes from feelingknowledgeisnt enough to motivate change But motivation alsocomes from confidence The Elephant has to believe that its capableof conquering the change And there are two routes tobuilding peoples confidence so that they feel big relative totheir challenge You can shrink the change or grow your people(or preferably both)

Summary Shaping the pathOur picture of change is still incomplete though because itsclear that in some situations even a reluctant Elephant and a confusedRider will manage to change their behavior For instanceconsider the fact that even a lost angry driver who is hopelesslylate for an appointment will stop dutifully for a red lightThats why to make changes stick weve got to think aboutshaping the Path

First you need to tweak theenvironment to provide a free space for discussion At Alpha therotational teams had a private place to meet and that created afree space where the new identity could grow Do your own reformershave a private place where they can meet and coordinate

Second you should build good habits Recall the idea of actiontriggers-visualizing when and where you are going to dosomething important The interns at Alpha were essentially settingaction triggers They thought about what they would sayand how they would act when 9 pm came and the signoutprocess was triggered They mentally rehearsed how they wouldrespond if an argument flared up with the night resident Havemembers of your team rehearsed how theyll react when theymeet resistance from your organizations old guard

Finally you should rally the herd At Alpha the leaders helpedthe reformers find one another and the reformers began to createa language-as we saw in the examples of the designateddriver and Fataki-that allowed them to talk about their valueswith others As a leader you can help prod them to create this languageto find ways to articulate what is different and better aboutthe change you seek

We started the Path section by discussing the Fundamental AttributionError-the tendency to attribute behavior to peoplescharacter rather than to their environments Look again at theteaching-hospital example At Alpha 42 percent of superiors supportedthe change at Beta 66 percent supported it Almost all ofus would have put our money on Beta Not many of us whenconfronted with that data would have immediately thought Yesbut what about the situational forces

At the two hospitals individual character competed with situationalforces and situational forces won This brings us backfull circle to the food drive study where a jerk with clear instructionswas more charitable than a saint with generic instructionsThe line between saints and jerks wasnt as clear as we mighthave thought Neither was the line between supporters and resistersof hospital reformIf the right Path can turn a jerk into a saint then the rightPath can also turn a change enemy into an ally

ReferenceReference book HOW TO CHANGE THINGS WHEN CH ANGE IS HARD

By CHIP HEATH (a professor at the GraduateSchool of Business at Stanford University) and DAN HEATH(a senior fellow at Duke Universitys Centerfor the Advancement of Social Entrepreneurship(CASE))

• Change Management
• Reference
• Slide 3
• Rider
• Elephant
• Main strategy 1 Direct the Rider 1a Follow the brightspot
• Details of Vietnam example
• Slide 8
• Slide 9
• Main strategy 1 Direct the Rider 1b Script the critical move
• Slide 11
• Slide 12
• Main strategy 1 Direct the Rider 1c POINT TO THE DESTINATION
• Main strategy 2 Motivate the Elephant 2a Find the Feeling
• Slide 15
• Slide 16
• Slide 17
• Slide 18
• Slide 19
• Slide 20
• Slide 21
• Slide 22
• Slide 23
• Main strategy 2 Motivate the Elephant 2b Shrink the Change
• Slide 25
• Slide 26
• Slide 27
• Slide 28
• Slide 29
• Slide 30
• Slide 31
• Slide 32
• Slide 33
• Slide 34
• Slide 35
• Slide 36
• Slide 37
• Slide 38
• Slide 39
• Slide 40
• Main strategy 2 Motivate the Elephant 2c Grow your people(creating sense of identity amp instill growth mindset)
• Slide 42
• Slide 43
• Slide 44
• Slide 45
• Slide 46
• Slide 47
• Slide 48
• Slide 49
• Slide 50
• Slide 51
• Slide 52
• Slide 53
• Slide 54
• Slide 55
• Main strategy 3 Shape the path 3a Tweak the environment
• Fundamental attribution error ndash we hurrily judge someonesomething from Direct attributes but forget about situation that may have created those attributes
• Slide 58
• Slide 59
• 3b Build habit
• Slide 61
• Example or strategy to build habit
• 3b Action trigger
• Slide 64
• 3c Rally the herd
• Slide 66
• By STANDER effect ndash humanbeings take decision after looking what others do
• Slide 68
• Slide 69
• Slide 70
• Summary
• Slide 72
• Slide 73
• Summary Direct the Rider(Head rational thinker)
• Summary Motivate the Elephant(Lazy pleasure loving self)
• Slide 76
• Summary Shaping the path
• Slide 78
• Slide 79
• Slide 80
• Slide 81

You need to create the expectationof failure-not the failure of the mission itself but failureen route This notion takes us into a fascinating area of researchthat is likely to change the way you view the world

Main strategy 3 Shape the path3a Tweak the environment

bull TWEAK THE ENVIRONMENT When the situation changes the behavior

bull changes So change the situation [Throwing out the phone system at Rackspace

bull 1-Click ordering simplifying the online time sheet]bull Tweaking the environment is about making the right

behaviors a little bit easier and the wrong behaviors a little bit harder Its that simple

bull ]

Fundamental attribution error ndash we hurrily judge someonesomething from Direct

attributes but forget about situation that may have created those attributes

frequently blind to the power of situations In a famousarticle Stanford psychologist Lee Ross surveyed dozens ofstudies in psychology and noted that people have a systematictendency to ignore the situational forces that shape other peoplesbehavior He called this deep-rooted tendency the FundamentalAttribution Error The error lies in our inclination toattribute peoples behavior to the way they are rather than to thesituation they are in

how a smoother Path can change behavior consider someresearch that studied why college students did (or didnt) donatefood to a canned-food drive for charity The researchers knewsome students would be more charitable and generous thanothers and would be more inclined to donate food Theresearchers wondered Can we alter the situation so that jerks givetoo

Pg 182

Some students received a basicletter announcing the launch of a food drive the following weekand asking them to bring canned food to a booth on TressiderPlaza (a well-known spot on campus) Other students received amore detailed letter which included a map to the precise spot arequest for a can of beans and a suggestion that they think abouta time when theyd ordinarily be near Tressider Plaza so theywouldnt have to go out of their way to get there

Students who received the basic letter were not very generousOnly 8 percent of the saints donated and not a single one ofthe jerks

Students who received the more detailedletter were substantially more charitable 42 percent of thesaints donated and so did 2 5 percent of the jerks

Tweaking the environment is about making the right behaviorsa little bit easier and the wrong behaviors a little bit harder Itsthat simple

3b Build habit

bull When something becomes a habit our rational brain(rider) does not have to exert almost any energy or will power This will power energy is of limited supply and could not work for long stretch of time

bull So if step by step procedure some objective or main task could be turned into a habit it would be easier for human beings to do it

bull BUILD HABITS When behavior is habitual its free-it doesnt tax the Rider

bull Look for ways to encourage habits [Setting action triggers eating two bowls of

bull soup while dieting using checklists

Example or strategy to build habit

bull 21 days repetition method

3b Action trigger

Peter Gollwitzer a psychologist at New York University is thepioneer of work in this area He and colleague Veronika Brandstarterfound that action triggers are quite effective in motivatingaction

By preloading the decisionwe conserve the Riders self-control(it does not have to think about what to do)

In one study they tracked college students who had theoption to earn extra credit in a class by writing a paper about how they spent Christmas Eve But there was a catch To earn the credit they had to submit the paper by December 26 Most studentshad good intentions of writing the paper but only 33 percentof them got around to writing and submitting it Otherstudents in the study were required to set action triggers-tonote in advance exactly when and where they intended to write the report (for example Ill write this report in my dads officeon Christmas morning before everyone gets up) A whopping75 percent of those students wrote the report

3c Rally the herd

bull Social and peer pressure is a very strong force in motivating us to do something

bull So if influential celebrity type people do something the majority follow through Here 8020 rule applies

bull Again if someone could be told that the majority are doing this heshe would like to be the part of the group(here) and comply with Therefore become happy as becoming of a group that fulfills our belonging needs

bull The Elephant constantly looks to the herd for cues about how to behave

bull Other people are getting their work done on time Why wont you

bull RALLY THE HERD Behavior is contagious Help it spread [Fataki in Tanzaniafree spaces in hospitals seeding the tip jar]

By STANDER effect ndash humanbeings take decision after

looking what others doColumbia University students having volunteered for a researchstudy were asked to sit in a room and fill out a surveySome were left alone others were put in rooms with two otherstudents As they filled out their surveys a crisis emergedSmoke began to pour into the room through a wall vent Thesmoke continued to flow in irregular puffs until eventually theroom was filled with haze Of the students sitting in a room bythemselves 75 percent got up and found someone to alert aboutthe smoke But when three students were placed in the roomat the same time only 38 percent of the groups of three ever reportedthe smoke They just sat there inhaling the smoke eachindividuals inaction signaling to the other two people in theroom that this smoke cloud isnt such a big deal

In a similar study individuals or pairs who were completinga survey heard what sounded like a woman falling down loudlyon the other side of a room divider Of the lone bystanders 70percent went to help her but only 40 percent of the pairs helpedEven when the pairs helped they acted more slowly than the individuals

Why do groups fail to respond as well as individualsIn ambiguous situations-smoke pouring into a room theapparent sound of a fall-people look to others for cues abouthow to interpret the event If you see a man suddenly collapse atthe mall your brain races through possible interpretations Its aheart attack Or wait maybe he tripped and fell down Or whatif hes playing a gag on someone Youre reluctant to rush overimmediately because if he simply tripped your alarm-bell behaviorwill leave you both embarrassedIf youre the only person around to react youll probably makeyour best guess-heart attack-and rush over But if theres acrowd youve got two stimuli to process the collapse itself andthe crowds reaction to the collapse You might pause briefly tostudy the crowd Are other people acting like hes had a heart attackYou stand there idling ready to spring into action at thefirst sign of crisis But as you wait other people are looking backat you and when they see you idling your behavior becomes datafor their theory that its not an emergency And thats why threepeople can sit in a room filling with smoke and not make a peep

a group of socialpsychologists persuaded a hotel manager to test out a newsign in the hotel bathrooms The sign didnt mention the environmentat alIi it simply said that the the majority of guests atthe hotel reuse their towels at least once during their stay Itworked-guests who got this sign were 26 percent more likely toreuse their towels They took cues from the herdNote the downside though If the sign had said About 8of our guests decide to reuse their towels new guests would havebeen less likely to reuse theirs

SummaryHOW TO MAKE A SWITCHFor things to change somebody somewhere has to start actingdifferently Maybe its you maybe its your teamPicture that person (or people)Each has an emotional Elephant side and a rational Rider sideYouve got to reach both And youve also got to clear the wayfor them to succeed In short you must do three things

DIRECT the RiderFOLLOW THE BRIGHT SPOTS Investigate whats working and clone it [Jerrysternin in Vietnam solutions-focused therapy]SCRIPT THE CRITICAL MOVES Dont think big picture think in terms of specificbehaviors [1 milk four rules at the Brazilian railroad]POINT TO THE DESTINATION Change is easier when you know where youregoing and why its worth it [You ll be third graders soon No dry holes at BP]

MOTIVATE the ElephantFIND THE FEELING Knowing something isn t enough to cause change Makepeople feel something [Piling gloves on the table the chemotherapy video gameRobyn Waterss demos at Target]SHRINK THE CHANGE Break down the change until it no longer spooks the Elephant[The 5-Minute Room Rescue procurement reform]GROW YOUR PEOPLE Cultivate a sense of identity and instill the growth mindset[Brasilatas inventors junior-high math kids turnaround]

SHAPE the PathTWEAK THE ENVIRONMENT When the situation changes the behaviorchanges So change the situation [Throwing out the phone system at Rackspace1-Click ordering simplifying the online time sheet]BUILD HABITS When behavior is habitual its free-it doesnt tax the RiderLook for ways to encourage habits [Setting action triggers eating two bowls ofsoup while dieting using checklists]RALLY THE HERD Behavior is contagious Help it spread [Fataki in Tanzaniafree spaces in hospitals seeding the tip jar]

Summary Direct the Rider(Head rational thinker)

Heres the good news The Riders strengths are substantialand his flaws can be mitigated When you appeal to the Rider insideyourself or inside others you are trying to influence yourgame plan should be simpleFirst follow the bright spots Think of the Vietnamese childrenwho stayed well nourished against the odds or the Genentechsales reps who racked up sales against the odds AB you analyzeyour situation youre sure to find some things that are workingbetter than others Dont obsess about the failures Instead investigateand clone the successesNext give direction to the Rider-both a start and a finishSend him a destination postcard (Youll be a third grader soon)and script his critical moves (Buy 1 milk) When you do these things youll prepare the Rider to lead aswitch And youll arm him for the ongoing struggles with hisreluctant and formidable partner the Elephant

Summary Motivate the Elephant(Lazy pleasure loving self)

In times of change we need to remind ourselves and others againand again of certain basic truths Our brains and our abilities arelike muscles They can be strengthened with practice Were notborn skateboarders or scientists or nurses we must learn how toskateboard do science or care for sick people And our inspirationto change ourselves comes from our desire to live up to thoseidentitiesIn the story of Molly Howard we see that amazing things canhappen when you combine the aspiration of a new identity withthe persistence of the growth mindset Thats how you grow yourpeople

Over the past few chapters weve seen that the centralchallenge of change is keeping the Elephant moving forwardWhereas the Rider needs direction the Elephant needs motivationAnd weve seen that motivation comes from feelingknowledgeisnt enough to motivate change But motivation alsocomes from confidence The Elephant has to believe that its capableof conquering the change And there are two routes tobuilding peoples confidence so that they feel big relative totheir challenge You can shrink the change or grow your people(or preferably both)

Summary Shaping the pathOur picture of change is still incomplete though because itsclear that in some situations even a reluctant Elephant and a confusedRider will manage to change their behavior For instanceconsider the fact that even a lost angry driver who is hopelesslylate for an appointment will stop dutifully for a red lightThats why to make changes stick weve got to think aboutshaping the Path

First you need to tweak theenvironment to provide a free space for discussion At Alpha therotational teams had a private place to meet and that created afree space where the new identity could grow Do your own reformershave a private place where they can meet and coordinate

Second you should build good habits Recall the idea of actiontriggers-visualizing when and where you are going to dosomething important The interns at Alpha were essentially settingaction triggers They thought about what they would sayand how they would act when 9 pm came and the signoutprocess was triggered They mentally rehearsed how they wouldrespond if an argument flared up with the night resident Havemembers of your team rehearsed how theyll react when theymeet resistance from your organizations old guard

Finally you should rally the herd At Alpha the leaders helpedthe reformers find one another and the reformers began to createa language-as we saw in the examples of the designateddriver and Fataki-that allowed them to talk about their valueswith others As a leader you can help prod them to create this languageto find ways to articulate what is different and better aboutthe change you seek

We started the Path section by discussing the Fundamental AttributionError-the tendency to attribute behavior to peoplescharacter rather than to their environments Look again at theteaching-hospital example At Alpha 42 percent of superiors supportedthe change at Beta 66 percent supported it Almost all ofus would have put our money on Beta Not many of us whenconfronted with that data would have immediately thought Yesbut what about the situational forces

At the two hospitals individual character competed with situationalforces and situational forces won This brings us backfull circle to the food drive study where a jerk with clear instructionswas more charitable than a saint with generic instructionsThe line between saints and jerks wasnt as clear as we mighthave thought Neither was the line between supporters and resistersof hospital reformIf the right Path can turn a jerk into a saint then the rightPath can also turn a change enemy into an ally

ReferenceReference book HOW TO CHANGE THINGS WHEN CH ANGE IS HARD

By CHIP HEATH (a professor at the GraduateSchool of Business at Stanford University) and DAN HEATH(a senior fellow at Duke Universitys Centerfor the Advancement of Social Entrepreneurship(CASE))

• Change Management
• Reference
• Slide 3
• Rider
• Elephant
• Main strategy 1 Direct the Rider 1a Follow the brightspot
• Details of Vietnam example
• Slide 8
• Slide 9
• Main strategy 1 Direct the Rider 1b Script the critical move
• Slide 11
• Slide 12
• Main strategy 1 Direct the Rider 1c POINT TO THE DESTINATION
• Main strategy 2 Motivate the Elephant 2a Find the Feeling
• Slide 15
• Slide 16
• Slide 17
• Slide 18
• Slide 19
• Slide 20
• Slide 21
• Slide 22
• Slide 23
• Main strategy 2 Motivate the Elephant 2b Shrink the Change
• Slide 25
• Slide 26
• Slide 27
• Slide 28
• Slide 29
• Slide 30
• Slide 31
• Slide 32
• Slide 33
• Slide 34
• Slide 35
• Slide 36
• Slide 37
• Slide 38
• Slide 39
• Slide 40
• Main strategy 2 Motivate the Elephant 2c Grow your people(creating sense of identity amp instill growth mindset)
• Slide 42
• Slide 43
• Slide 44
• Slide 45
• Slide 46
• Slide 47
• Slide 48
• Slide 49
• Slide 50
• Slide 51
• Slide 52
• Slide 53
• Slide 54
• Slide 55
• Main strategy 3 Shape the path 3a Tweak the environment
• Fundamental attribution error ndash we hurrily judge someonesomething from Direct attributes but forget about situation that may have created those attributes
• Slide 58
• Slide 59
• 3b Build habit
• Slide 61
• Example or strategy to build habit
• 3b Action trigger
• Slide 64
• 3c Rally the herd
• Slide 66
• By STANDER effect ndash humanbeings take decision after looking what others do
• Slide 68
• Slide 69
• Slide 70
• Summary
• Slide 72
• Slide 73
• Summary Direct the Rider(Head rational thinker)
• Summary Motivate the Elephant(Lazy pleasure loving self)
• Slide 76
• Summary Shaping the path
• Slide 78
• Slide 79
• Slide 80
• Slide 81

Main strategy 3 Shape the path3a Tweak the environment

bull TWEAK THE ENVIRONMENT When the situation changes the behavior

bull changes So change the situation [Throwing out the phone system at Rackspace

bull 1-Click ordering simplifying the online time sheet]bull Tweaking the environment is about making the right

behaviors a little bit easier and the wrong behaviors a little bit harder Its that simple

bull ]

Fundamental attribution error ndash we hurrily judge someonesomething from Direct

attributes but forget about situation that may have created those attributes

frequently blind to the power of situations In a famousarticle Stanford psychologist Lee Ross surveyed dozens ofstudies in psychology and noted that people have a systematictendency to ignore the situational forces that shape other peoplesbehavior He called this deep-rooted tendency the FundamentalAttribution Error The error lies in our inclination toattribute peoples behavior to the way they are rather than to thesituation they are in

how a smoother Path can change behavior consider someresearch that studied why college students did (or didnt) donatefood to a canned-food drive for charity The researchers knewsome students would be more charitable and generous thanothers and would be more inclined to donate food Theresearchers wondered Can we alter the situation so that jerks givetoo

Pg 182

Some students received a basicletter announcing the launch of a food drive the following weekand asking them to bring canned food to a booth on TressiderPlaza (a well-known spot on campus) Other students received amore detailed letter which included a map to the precise spot arequest for a can of beans and a suggestion that they think abouta time when theyd ordinarily be near Tressider Plaza so theywouldnt have to go out of their way to get there

Students who received the basic letter were not very generousOnly 8 percent of the saints donated and not a single one ofthe jerks

Students who received the more detailedletter were substantially more charitable 42 percent of thesaints donated and so did 2 5 percent of the jerks

Tweaking the environment is about making the right behaviorsa little bit easier and the wrong behaviors a little bit harder Itsthat simple

3b Build habit

bull When something becomes a habit our rational brain(rider) does not have to exert almost any energy or will power This will power energy is of limited supply and could not work for long stretch of time

bull So if step by step procedure some objective or main task could be turned into a habit it would be easier for human beings to do it

bull BUILD HABITS When behavior is habitual its free-it doesnt tax the Rider

bull Look for ways to encourage habits [Setting action triggers eating two bowls of

bull soup while dieting using checklists

Example or strategy to build habit

bull 21 days repetition method

3b Action trigger

Peter Gollwitzer a psychologist at New York University is thepioneer of work in this area He and colleague Veronika Brandstarterfound that action triggers are quite effective in motivatingaction

By preloading the decisionwe conserve the Riders self-control(it does not have to think about what to do)

In one study they tracked college students who had theoption to earn extra credit in a class by writing a paper about how they spent Christmas Eve But there was a catch To earn the credit they had to submit the paper by December 26 Most studentshad good intentions of writing the paper but only 33 percentof them got around to writing and submitting it Otherstudents in the study were required to set action triggers-tonote in advance exactly when and where they intended to write the report (for example Ill write this report in my dads officeon Christmas morning before everyone gets up) A whopping75 percent of those students wrote the report

3c Rally the herd

bull Social and peer pressure is a very strong force in motivating us to do something

bull So if influential celebrity type people do something the majority follow through Here 8020 rule applies

bull Again if someone could be told that the majority are doing this heshe would like to be the part of the group(here) and comply with Therefore become happy as becoming of a group that fulfills our belonging needs

bull The Elephant constantly looks to the herd for cues about how to behave

bull Other people are getting their work done on time Why wont you

bull RALLY THE HERD Behavior is contagious Help it spread [Fataki in Tanzaniafree spaces in hospitals seeding the tip jar]

By STANDER effect ndash humanbeings take decision after

looking what others doColumbia University students having volunteered for a researchstudy were asked to sit in a room and fill out a surveySome were left alone others were put in rooms with two otherstudents As they filled out their surveys a crisis emergedSmoke began to pour into the room through a wall vent Thesmoke continued to flow in irregular puffs until eventually theroom was filled with haze Of the students sitting in a room bythemselves 75 percent got up and found someone to alert aboutthe smoke But when three students were placed in the roomat the same time only 38 percent of the groups of three ever reportedthe smoke They just sat there inhaling the smoke eachindividuals inaction signaling to the other two people in theroom that this smoke cloud isnt such a big deal

In a similar study individuals or pairs who were completinga survey heard what sounded like a woman falling down loudlyon the other side of a room divider Of the lone bystanders 70percent went to help her but only 40 percent of the pairs helpedEven when the pairs helped they acted more slowly than the individuals

Why do groups fail to respond as well as individualsIn ambiguous situations-smoke pouring into a room theapparent sound of a fall-people look to others for cues abouthow to interpret the event If you see a man suddenly collapse atthe mall your brain races through possible interpretations Its aheart attack Or wait maybe he tripped and fell down Or whatif hes playing a gag on someone Youre reluctant to rush overimmediately because if he simply tripped your alarm-bell behaviorwill leave you both embarrassedIf youre the only person around to react youll probably makeyour best guess-heart attack-and rush over But if theres acrowd youve got two stimuli to process the collapse itself andthe crowds reaction to the collapse You might pause briefly tostudy the crowd Are other people acting like hes had a heart attackYou stand there idling ready to spring into action at thefirst sign of crisis But as you wait other people are looking backat you and when they see you idling your behavior becomes datafor their theory that its not an emergency And thats why threepeople can sit in a room filling with smoke and not make a peep

a group of socialpsychologists persuaded a hotel manager to test out a newsign in the hotel bathrooms The sign didnt mention the environmentat alIi it simply said that the the majority of guests atthe hotel reuse their towels at least once during their stay Itworked-guests who got this sign were 26 percent more likely toreuse their towels They took cues from the herdNote the downside though If the sign had said About 8of our guests decide to reuse their towels new guests would havebeen less likely to reuse theirs

SummaryHOW TO MAKE A SWITCHFor things to change somebody somewhere has to start actingdifferently Maybe its you maybe its your teamPicture that person (or people)Each has an emotional Elephant side and a rational Rider sideYouve got to reach both And youve also got to clear the wayfor them to succeed In short you must do three things

DIRECT the RiderFOLLOW THE BRIGHT SPOTS Investigate whats working and clone it [Jerrysternin in Vietnam solutions-focused therapy]SCRIPT THE CRITICAL MOVES Dont think big picture think in terms of specificbehaviors [1 milk four rules at the Brazilian railroad]POINT TO THE DESTINATION Change is easier when you know where youregoing and why its worth it [You ll be third graders soon No dry holes at BP]

MOTIVATE the ElephantFIND THE FEELING Knowing something isn t enough to cause change Makepeople feel something [Piling gloves on the table the chemotherapy video gameRobyn Waterss demos at Target]SHRINK THE CHANGE Break down the change until it no longer spooks the Elephant[The 5-Minute Room Rescue procurement reform]GROW YOUR PEOPLE Cultivate a sense of identity and instill the growth mindset[Brasilatas inventors junior-high math kids turnaround]

SHAPE the PathTWEAK THE ENVIRONMENT When the situation changes the behaviorchanges So change the situation [Throwing out the phone system at Rackspace1-Click ordering simplifying the online time sheet]BUILD HABITS When behavior is habitual its free-it doesnt tax the RiderLook for ways to encourage habits [Setting action triggers eating two bowls ofsoup while dieting using checklists]RALLY THE HERD Behavior is contagious Help it spread [Fataki in Tanzaniafree spaces in hospitals seeding the tip jar]

Summary Direct the Rider(Head rational thinker)

Heres the good news The Riders strengths are substantialand his flaws can be mitigated When you appeal to the Rider insideyourself or inside others you are trying to influence yourgame plan should be simpleFirst follow the bright spots Think of the Vietnamese childrenwho stayed well nourished against the odds or the Genentechsales reps who racked up sales against the odds AB you analyzeyour situation youre sure to find some things that are workingbetter than others Dont obsess about the failures Instead investigateand clone the successesNext give direction to the Rider-both a start and a finishSend him a destination postcard (Youll be a third grader soon)and script his critical moves (Buy 1 milk) When you do these things youll prepare the Rider to lead aswitch And youll arm him for the ongoing struggles with hisreluctant and formidable partner the Elephant

Summary Motivate the Elephant(Lazy pleasure loving self)

In times of change we need to remind ourselves and others againand again of certain basic truths Our brains and our abilities arelike muscles They can be strengthened with practice Were notborn skateboarders or scientists or nurses we must learn how toskateboard do science or care for sick people And our inspirationto change ourselves comes from our desire to live up to thoseidentitiesIn the story of Molly Howard we see that amazing things canhappen when you combine the aspiration of a new identity withthe persistence of the growth mindset Thats how you grow yourpeople

Over the past few chapters weve seen that the centralchallenge of change is keeping the Elephant moving forwardWhereas the Rider needs direction the Elephant needs motivationAnd weve seen that motivation comes from feelingknowledgeisnt enough to motivate change But motivation alsocomes from confidence The Elephant has to believe that its capableof conquering the change And there are two routes tobuilding peoples confidence so that they feel big relative totheir challenge You can shrink the change or grow your people(or preferably both)

Summary Shaping the pathOur picture of change is still incomplete though because itsclear that in some situations even a reluctant Elephant and a confusedRider will manage to change their behavior For instanceconsider the fact that even a lost angry driver who is hopelesslylate for an appointment will stop dutifully for a red lightThats why to make changes stick weve got to think aboutshaping the Path

First you need to tweak theenvironment to provide a free space for discussion At Alpha therotational teams had a private place to meet and that created afree space where the new identity could grow Do your own reformershave a private place where they can meet and coordinate

Second you should build good habits Recall the idea of actiontriggers-visualizing when and where you are going to dosomething important The interns at Alpha were essentially settingaction triggers They thought about what they would sayand how they would act when 9 pm came and the signoutprocess was triggered They mentally rehearsed how they wouldrespond if an argument flared up with the night resident Havemembers of your team rehearsed how theyll react when theymeet resistance from your organizations old guard

Finally you should rally the herd At Alpha the leaders helpedthe reformers find one another and the reformers began to createa language-as we saw in the examples of the designateddriver and Fataki-that allowed them to talk about their valueswith others As a leader you can help prod them to create this languageto find ways to articulate what is different and better aboutthe change you seek

We started the Path section by discussing the Fundamental AttributionError-the tendency to attribute behavior to peoplescharacter rather than to their environments Look again at theteaching-hospital example At Alpha 42 percent of superiors supportedthe change at Beta 66 percent supported it Almost all ofus would have put our money on Beta Not many of us whenconfronted with that data would have immediately thought Yesbut what about the situational forces

At the two hospitals individual character competed with situationalforces and situational forces won This brings us backfull circle to the food drive study where a jerk with clear instructionswas more charitable than a saint with generic instructionsThe line between saints and jerks wasnt as clear as we mighthave thought Neither was the line between supporters and resistersof hospital reformIf the right Path can turn a jerk into a saint then the rightPath can also turn a change enemy into an ally

ReferenceReference book HOW TO CHANGE THINGS WHEN CH ANGE IS HARD

By CHIP HEATH (a professor at the GraduateSchool of Business at Stanford University) and DAN HEATH(a senior fellow at Duke Universitys Centerfor the Advancement of Social Entrepreneurship(CASE))

• Change Management
• Reference
• Slide 3
• Rider
• Elephant
• Main strategy 1 Direct the Rider 1a Follow the brightspot
• Details of Vietnam example
• Slide 8
• Slide 9
• Main strategy 1 Direct the Rider 1b Script the critical move
• Slide 11
• Slide 12
• Main strategy 1 Direct the Rider 1c POINT TO THE DESTINATION
• Main strategy 2 Motivate the Elephant 2a Find the Feeling
• Slide 15
• Slide 16
• Slide 17
• Slide 18
• Slide 19
• Slide 20
• Slide 21
• Slide 22
• Slide 23
• Main strategy 2 Motivate the Elephant 2b Shrink the Change
• Slide 25
• Slide 26
• Slide 27
• Slide 28
• Slide 29
• Slide 30
• Slide 31
• Slide 32
• Slide 33
• Slide 34
• Slide 35
• Slide 36
• Slide 37
• Slide 38
• Slide 39
• Slide 40
• Main strategy 2 Motivate the Elephant 2c Grow your people(creating sense of identity amp instill growth mindset)
• Slide 42
• Slide 43
• Slide 44
• Slide 45
• Slide 46
• Slide 47
• Slide 48
• Slide 49
• Slide 50
• Slide 51
• Slide 52
• Slide 53
• Slide 54
• Slide 55
• Main strategy 3 Shape the path 3a Tweak the environment
• Fundamental attribution error ndash we hurrily judge someonesomething from Direct attributes but forget about situation that may have created those attributes
• Slide 58
• Slide 59
• 3b Build habit
• Slide 61
• Example or strategy to build habit
• 3b Action trigger
• Slide 64
• 3c Rally the herd
• Slide 66
• By STANDER effect ndash humanbeings take decision after looking what others do
• Slide 68
• Slide 69
• Slide 70
• Summary
• Slide 72
• Slide 73
• Summary Direct the Rider(Head rational thinker)
• Summary Motivate the Elephant(Lazy pleasure loving self)
• Slide 76
• Summary Shaping the path
• Slide 78
• Slide 79
• Slide 80
• Slide 81

Fundamental attribution error ndash we hurrily judge someonesomething from Direct

attributes but forget about situation that may have created those attributes

frequently blind to the power of situations In a famousarticle Stanford psychologist Lee Ross surveyed dozens ofstudies in psychology and noted that people have a systematictendency to ignore the situational forces that shape other peoplesbehavior He called this deep-rooted tendency the FundamentalAttribution Error The error lies in our inclination toattribute peoples behavior to the way they are rather than to thesituation they are in

how a smoother Path can change behavior consider someresearch that studied why college students did (or didnt) donatefood to a canned-food drive for charity The researchers knewsome students would be more charitable and generous thanothers and would be more inclined to donate food Theresearchers wondered Can we alter the situation so that jerks givetoo

Pg 182

Some students received a basicletter announcing the launch of a food drive the following weekand asking them to bring canned food to a booth on TressiderPlaza (a well-known spot on campus) Other students received amore detailed letter which included a map to the precise spot arequest for a can of beans and a suggestion that they think abouta time when theyd ordinarily be near Tressider Plaza so theywouldnt have to go out of their way to get there

Students who received the basic letter were not very generousOnly 8 percent of the saints donated and not a single one ofthe jerks

Students who received the more detailedletter were substantially more charitable 42 percent of thesaints donated and so did 2 5 percent of the jerks

Tweaking the environment is about making the right behaviorsa little bit easier and the wrong behaviors a little bit harder Itsthat simple

3b Build habit

bull When something becomes a habit our rational brain(rider) does not have to exert almost any energy or will power This will power energy is of limited supply and could not work for long stretch of time

bull So if step by step procedure some objective or main task could be turned into a habit it would be easier for human beings to do it

bull BUILD HABITS When behavior is habitual its free-it doesnt tax the Rider

bull Look for ways to encourage habits [Setting action triggers eating two bowls of

bull soup while dieting using checklists

Example or strategy to build habit

bull 21 days repetition method

3b Action trigger

Peter Gollwitzer a psychologist at New York University is thepioneer of work in this area He and colleague Veronika Brandstarterfound that action triggers are quite effective in motivatingaction

By preloading the decisionwe conserve the Riders self-control(it does not have to think about what to do)

In one study they tracked college students who had theoption to earn extra credit in a class by writing a paper about how they spent Christmas Eve But there was a catch To earn the credit they had to submit the paper by December 26 Most studentshad good intentions of writing the paper but only 33 percentof them got around to writing and submitting it Otherstudents in the study were required to set action triggers-tonote in advance exactly when and where they intended to write the report (for example Ill write this report in my dads officeon Christmas morning before everyone gets up) A whopping75 percent of those students wrote the report

3c Rally the herd

bull Social and peer pressure is a very strong force in motivating us to do something

bull So if influential celebrity type people do something the majority follow through Here 8020 rule applies

bull Again if someone could be told that the majority are doing this heshe would like to be the part of the group(here) and comply with Therefore become happy as becoming of a group that fulfills our belonging needs

bull The Elephant constantly looks to the herd for cues about how to behave

bull Other people are getting their work done on time Why wont you

bull RALLY THE HERD Behavior is contagious Help it spread [Fataki in Tanzaniafree spaces in hospitals seeding the tip jar]

By STANDER effect ndash humanbeings take decision after

looking what others doColumbia University students having volunteered for a researchstudy were asked to sit in a room and fill out a surveySome were left alone others were put in rooms with two otherstudents As they filled out their surveys a crisis emergedSmoke began to pour into the room through a wall vent Thesmoke continued to flow in irregular puffs until eventually theroom was filled with haze Of the students sitting in a room bythemselves 75 percent got up and found someone to alert aboutthe smoke But when three students were placed in the roomat the same time only 38 percent of the groups of three ever reportedthe smoke They just sat there inhaling the smoke eachindividuals inaction signaling to the other two people in theroom that this smoke cloud isnt such a big deal

In a similar study individuals or pairs who were completinga survey heard what sounded like a woman falling down loudlyon the other side of a room divider Of the lone bystanders 70percent went to help her but only 40 percent of the pairs helpedEven when the pairs helped they acted more slowly than the individuals

Why do groups fail to respond as well as individualsIn ambiguous situations-smoke pouring into a room theapparent sound of a fall-people look to others for cues abouthow to interpret the event If you see a man suddenly collapse atthe mall your brain races through possible interpretations Its aheart attack Or wait maybe he tripped and fell down Or whatif hes playing a gag on someone Youre reluctant to rush overimmediately because if he simply tripped your alarm-bell behaviorwill leave you both embarrassedIf youre the only person around to react youll probably makeyour best guess-heart attack-and rush over But if theres acrowd youve got two stimuli to process the collapse itself andthe crowds reaction to the collapse You might pause briefly tostudy the crowd Are other people acting like hes had a heart attackYou stand there idling ready to spring into action at thefirst sign of crisis But as you wait other people are looking backat you and when they see you idling your behavior becomes datafor their theory that its not an emergency And thats why threepeople can sit in a room filling with smoke and not make a peep

a group of socialpsychologists persuaded a hotel manager to test out a newsign in the hotel bathrooms The sign didnt mention the environmentat alIi it simply said that the the majority of guests atthe hotel reuse their towels at least once during their stay Itworked-guests who got this sign were 26 percent more likely toreuse their towels They took cues from the herdNote the downside though If the sign had said About 8of our guests decide to reuse their towels new guests would havebeen less likely to reuse theirs

SummaryHOW TO MAKE A SWITCHFor things to change somebody somewhere has to start actingdifferently Maybe its you maybe its your teamPicture that person (or people)Each has an emotional Elephant side and a rational Rider sideYouve got to reach both And youve also got to clear the wayfor them to succeed In short you must do three things

DIRECT the RiderFOLLOW THE BRIGHT SPOTS Investigate whats working and clone it [Jerrysternin in Vietnam solutions-focused therapy]SCRIPT THE CRITICAL MOVES Dont think big picture think in terms of specificbehaviors [1 milk four rules at the Brazilian railroad]POINT TO THE DESTINATION Change is easier when you know where youregoing and why its worth it [You ll be third graders soon No dry holes at BP]

MOTIVATE the ElephantFIND THE FEELING Knowing something isn t enough to cause change Makepeople feel something [Piling gloves on the table the chemotherapy video gameRobyn Waterss demos at Target]SHRINK THE CHANGE Break down the change until it no longer spooks the Elephant[The 5-Minute Room Rescue procurement reform]GROW YOUR PEOPLE Cultivate a sense of identity and instill the growth mindset[Brasilatas inventors junior-high math kids turnaround]

SHAPE the PathTWEAK THE ENVIRONMENT When the situation changes the behaviorchanges So change the situation [Throwing out the phone system at Rackspace1-Click ordering simplifying the online time sheet]BUILD HABITS When behavior is habitual its free-it doesnt tax the RiderLook for ways to encourage habits [Setting action triggers eating two bowls ofsoup while dieting using checklists]RALLY THE HERD Behavior is contagious Help it spread [Fataki in Tanzaniafree spaces in hospitals seeding the tip jar]

Summary Direct the Rider(Head rational thinker)

Heres the good news The Riders strengths are substantialand his flaws can be mitigated When you appeal to the Rider insideyourself or inside others you are trying to influence yourgame plan should be simpleFirst follow the bright spots Think of the Vietnamese childrenwho stayed well nourished against the odds or the Genentechsales reps who racked up sales against the odds AB you analyzeyour situation youre sure to find some things that are workingbetter than others Dont obsess about the failures Instead investigateand clone the successesNext give direction to the Rider-both a start and a finishSend him a destination postcard (Youll be a third grader soon)and script his critical moves (Buy 1 milk) When you do these things youll prepare the Rider to lead aswitch And youll arm him for the ongoing struggles with hisreluctant and formidable partner the Elephant

Summary Motivate the Elephant(Lazy pleasure loving self)

In times of change we need to remind ourselves and others againand again of certain basic truths Our brains and our abilities arelike muscles They can be strengthened with practice Were notborn skateboarders or scientists or nurses we must learn how toskateboard do science or care for sick people And our inspirationto change ourselves comes from our desire to live up to thoseidentitiesIn the story of Molly Howard we see that amazing things canhappen when you combine the aspiration of a new identity withthe persistence of the growth mindset Thats how you grow yourpeople

Over the past few chapters weve seen that the centralchallenge of change is keeping the Elephant moving forwardWhereas the Rider needs direction the Elephant needs motivationAnd weve seen that motivation comes from feelingknowledgeisnt enough to motivate change But motivation alsocomes from confidence The Elephant has to believe that its capableof conquering the change And there are two routes tobuilding peoples confidence so that they feel big relative totheir challenge You can shrink the change or grow your people(or preferably both)

Summary Shaping the pathOur picture of change is still incomplete though because itsclear that in some situations even a reluctant Elephant and a confusedRider will manage to change their behavior For instanceconsider the fact that even a lost angry driver who is hopelesslylate for an appointment will stop dutifully for a red lightThats why to make changes stick weve got to think aboutshaping the Path

First you need to tweak theenvironment to provide a free space for discussion At Alpha therotational teams had a private place to meet and that created afree space where the new identity could grow Do your own reformershave a private place where they can meet and coordinate

Second you should build good habits Recall the idea of actiontriggers-visualizing when and where you are going to dosomething important The interns at Alpha were essentially settingaction triggers They thought about what they would sayand how they would act when 9 pm came and the signoutprocess was triggered They mentally rehearsed how they wouldrespond if an argument flared up with the night resident Havemembers of your team rehearsed how theyll react when theymeet resistance from your organizations old guard

Finally you should rally the herd At Alpha the leaders helpedthe reformers find one another and the reformers began to createa language-as we saw in the examples of the designateddriver and Fataki-that allowed them to talk about their valueswith others As a leader you can help prod them to create this languageto find ways to articulate what is different and better aboutthe change you seek

We started the Path section by discussing the Fundamental AttributionError-the tendency to attribute behavior to peoplescharacter rather than to their environments Look again at theteaching-hospital example At Alpha 42 percent of superiors supportedthe change at Beta 66 percent supported it Almost all ofus would have put our money on Beta Not many of us whenconfronted with that data would have immediately thought Yesbut what about the situational forces

At the two hospitals individual character competed with situationalforces and situational forces won This brings us backfull circle to the food drive study where a jerk with clear instructionswas more charitable than a saint with generic instructionsThe line between saints and jerks wasnt as clear as we mighthave thought Neither was the line between supporters and resistersof hospital reformIf the right Path can turn a jerk into a saint then the rightPath can also turn a change enemy into an ally

ReferenceReference book HOW TO CHANGE THINGS WHEN CH ANGE IS HARD

By CHIP HEATH (a professor at the GraduateSchool of Business at Stanford University) and DAN HEATH(a senior fellow at Duke Universitys Centerfor the Advancement of Social Entrepreneurship(CASE))

• Change Management
• Reference
• Slide 3
• Rider
• Elephant
• Main strategy 1 Direct the Rider 1a Follow the brightspot
• Details of Vietnam example
• Slide 8
• Slide 9
• Main strategy 1 Direct the Rider 1b Script the critical move
• Slide 11
• Slide 12
• Main strategy 1 Direct the Rider 1c POINT TO THE DESTINATION
• Main strategy 2 Motivate the Elephant 2a Find the Feeling
• Slide 15
• Slide 16
• Slide 17
• Slide 18
• Slide 19
• Slide 20
• Slide 21
• Slide 22
• Slide 23
• Main strategy 2 Motivate the Elephant 2b Shrink the Change
• Slide 25
• Slide 26
• Slide 27
• Slide 28
• Slide 29
• Slide 30
• Slide 31
• Slide 32
• Slide 33
• Slide 34
• Slide 35
• Slide 36
• Slide 37
• Slide 38
• Slide 39
• Slide 40
• Main strategy 2 Motivate the Elephant 2c Grow your people(creating sense of identity amp instill growth mindset)
• Slide 42
• Slide 43
• Slide 44
• Slide 45
• Slide 46
• Slide 47
• Slide 48
• Slide 49
• Slide 50
• Slide 51
• Slide 52
• Slide 53
• Slide 54
• Slide 55
• Main strategy 3 Shape the path 3a Tweak the environment
• Fundamental attribution error ndash we hurrily judge someonesomething from Direct attributes but forget about situation that may have created those attributes
• Slide 58
• Slide 59
• 3b Build habit
• Slide 61
• Example or strategy to build habit
• 3b Action trigger
• Slide 64
• 3c Rally the herd
• Slide 66
• By STANDER effect ndash humanbeings take decision after looking what others do
• Slide 68
• Slide 69
• Slide 70
• Summary
• Slide 72
• Slide 73
• Summary Direct the Rider(Head rational thinker)
• Summary Motivate the Elephant(Lazy pleasure loving self)
• Slide 76
• Summary Shaping the path
• Slide 78
• Slide 79
• Slide 80
• Slide 81

how a smoother Path can change behavior consider someresearch that studied why college students did (or didnt) donatefood to a canned-food drive for charity The researchers knewsome students would be more charitable and generous thanothers and would be more inclined to donate food Theresearchers wondered Can we alter the situation so that jerks givetoo

Pg 182

Some students received a basicletter announcing the launch of a food drive the following weekand asking them to bring canned food to a booth on TressiderPlaza (a well-known spot on campus) Other students received amore detailed letter which included a map to the precise spot arequest for a can of beans and a suggestion that they think abouta time when theyd ordinarily be near Tressider Plaza so theywouldnt have to go out of their way to get there

Students who received the basic letter were not very generousOnly 8 percent of the saints donated and not a single one ofthe jerks

Students who received the more detailedletter were substantially more charitable 42 percent of thesaints donated and so did 2 5 percent of the jerks

Tweaking the environment is about making the right behaviorsa little bit easier and the wrong behaviors a little bit harder Itsthat simple

3b Build habit

bull When something becomes a habit our rational brain(rider) does not have to exert almost any energy or will power This will power energy is of limited supply and could not work for long stretch of time

bull So if step by step procedure some objective or main task could be turned into a habit it would be easier for human beings to do it

bull BUILD HABITS When behavior is habitual its free-it doesnt tax the Rider

bull Look for ways to encourage habits [Setting action triggers eating two bowls of

bull soup while dieting using checklists

Example or strategy to build habit

bull 21 days repetition method

3b Action trigger

Peter Gollwitzer a psychologist at New York University is thepioneer of work in this area He and colleague Veronika Brandstarterfound that action triggers are quite effective in motivatingaction

By preloading the decisionwe conserve the Riders self-control(it does not have to think about what to do)

In one study they tracked college students who had theoption to earn extra credit in a class by writing a paper about how they spent Christmas Eve But there was a catch To earn the credit they had to submit the paper by December 26 Most studentshad good intentions of writing the paper but only 33 percentof them got around to writing and submitting it Otherstudents in the study were required to set action triggers-tonote in advance exactly when and where they intended to write the report (for example Ill write this report in my dads officeon Christmas morning before everyone gets up) A whopping75 percent of those students wrote the report

3c Rally the herd

bull Social and peer pressure is a very strong force in motivating us to do something

bull So if influential celebrity type people do something the majority follow through Here 8020 rule applies

bull Again if someone could be told that the majority are doing this heshe would like to be the part of the group(here) and comply with Therefore become happy as becoming of a group that fulfills our belonging needs

bull The Elephant constantly looks to the herd for cues about how to behave

bull Other people are getting their work done on time Why wont you

bull RALLY THE HERD Behavior is contagious Help it spread [Fataki in Tanzaniafree spaces in hospitals seeding the tip jar]

By STANDER effect ndash humanbeings take decision after

looking what others doColumbia University students having volunteered for a researchstudy were asked to sit in a room and fill out a surveySome were left alone others were put in rooms with two otherstudents As they filled out their surveys a crisis emergedSmoke began to pour into the room through a wall vent Thesmoke continued to flow in irregular puffs until eventually theroom was filled with haze Of the students sitting in a room bythemselves 75 percent got up and found someone to alert aboutthe smoke But when three students were placed in the roomat the same time only 38 percent of the groups of three ever reportedthe smoke They just sat there inhaling the smoke eachindividuals inaction signaling to the other two people in theroom that this smoke cloud isnt such a big deal

In a similar study individuals or pairs who were completinga survey heard what sounded like a woman falling down loudlyon the other side of a room divider Of the lone bystanders 70percent went to help her but only 40 percent of the pairs helpedEven when the pairs helped they acted more slowly than the individuals

Why do groups fail to respond as well as individualsIn ambiguous situations-smoke pouring into a room theapparent sound of a fall-people look to others for cues abouthow to interpret the event If you see a man suddenly collapse atthe mall your brain races through possible interpretations Its aheart attack Or wait maybe he tripped and fell down Or whatif hes playing a gag on someone Youre reluctant to rush overimmediately because if he simply tripped your alarm-bell behaviorwill leave you both embarrassedIf youre the only person around to react youll probably makeyour best guess-heart attack-and rush over But if theres acrowd youve got two stimuli to process the collapse itself andthe crowds reaction to the collapse You might pause briefly tostudy the crowd Are other people acting like hes had a heart attackYou stand there idling ready to spring into action at thefirst sign of crisis But as you wait other people are looking backat you and when they see you idling your behavior becomes datafor their theory that its not an emergency And thats why threepeople can sit in a room filling with smoke and not make a peep

a group of socialpsychologists persuaded a hotel manager to test out a newsign in the hotel bathrooms The sign didnt mention the environmentat alIi it simply said that the the majority of guests atthe hotel reuse their towels at least once during their stay Itworked-guests who got this sign were 26 percent more likely toreuse their towels They took cues from the herdNote the downside though If the sign had said About 8of our guests decide to reuse their towels new guests would havebeen less likely to reuse theirs

SummaryHOW TO MAKE A SWITCHFor things to change somebody somewhere has to start actingdifferently Maybe its you maybe its your teamPicture that person (or people)Each has an emotional Elephant side and a rational Rider sideYouve got to reach both And youve also got to clear the wayfor them to succeed In short you must do three things

DIRECT the RiderFOLLOW THE BRIGHT SPOTS Investigate whats working and clone it [Jerrysternin in Vietnam solutions-focused therapy]SCRIPT THE CRITICAL MOVES Dont think big picture think in terms of specificbehaviors [1 milk four rules at the Brazilian railroad]POINT TO THE DESTINATION Change is easier when you know where youregoing and why its worth it [You ll be third graders soon No dry holes at BP]

MOTIVATE the ElephantFIND THE FEELING Knowing something isn t enough to cause change Makepeople feel something [Piling gloves on the table the chemotherapy video gameRobyn Waterss demos at Target]SHRINK THE CHANGE Break down the change until it no longer spooks the Elephant[The 5-Minute Room Rescue procurement reform]GROW YOUR PEOPLE Cultivate a sense of identity and instill the growth mindset[Brasilatas inventors junior-high math kids turnaround]

SHAPE the PathTWEAK THE ENVIRONMENT When the situation changes the behaviorchanges So change the situation [Throwing out the phone system at Rackspace1-Click ordering simplifying the online time sheet]BUILD HABITS When behavior is habitual its free-it doesnt tax the RiderLook for ways to encourage habits [Setting action triggers eating two bowls ofsoup while dieting using checklists]RALLY THE HERD Behavior is contagious Help it spread [Fataki in Tanzaniafree spaces in hospitals seeding the tip jar]

Summary Direct the Rider(Head rational thinker)

Heres the good news The Riders strengths are substantialand his flaws can be mitigated When you appeal to the Rider insideyourself or inside others you are trying to influence yourgame plan should be simpleFirst follow the bright spots Think of the Vietnamese childrenwho stayed well nourished against the odds or the Genentechsales reps who racked up sales against the odds AB you analyzeyour situation youre sure to find some things that are workingbetter than others Dont obsess about the failures Instead investigateand clone the successesNext give direction to the Rider-both a start and a finishSend him a destination postcard (Youll be a third grader soon)and script his critical moves (Buy 1 milk) When you do these things youll prepare the Rider to lead aswitch And youll arm him for the ongoing struggles with hisreluctant and formidable partner the Elephant

Summary Motivate the Elephant(Lazy pleasure loving self)

In times of change we need to remind ourselves and others againand again of certain basic truths Our brains and our abilities arelike muscles They can be strengthened with practice Were notborn skateboarders or scientists or nurses we must learn how toskateboard do science or care for sick people And our inspirationto change ourselves comes from our desire to live up to thoseidentitiesIn the story of Molly Howard we see that amazing things canhappen when you combine the aspiration of a new identity withthe persistence of the growth mindset Thats how you grow yourpeople

Over the past few chapters weve seen that the centralchallenge of change is keeping the Elephant moving forwardWhereas the Rider needs direction the Elephant needs motivationAnd weve seen that motivation comes from feelingknowledgeisnt enough to motivate change But motivation alsocomes from confidence The Elephant has to believe that its capableof conquering the change And there are two routes tobuilding peoples confidence so that they feel big relative totheir challenge You can shrink the change or grow your people(or preferably both)

Summary Shaping the pathOur picture of change is still incomplete though because itsclear that in some situations even a reluctant Elephant and a confusedRider will manage to change their behavior For instanceconsider the fact that even a lost angry driver who is hopelesslylate for an appointment will stop dutifully for a red lightThats why to make changes stick weve got to think aboutshaping the Path

First you need to tweak theenvironment to provide a free space for discussion At Alpha therotational teams had a private place to meet and that created afree space where the new identity could grow Do your own reformershave a private place where they can meet and coordinate

Second you should build good habits Recall the idea of actiontriggers-visualizing when and where you are going to dosomething important The interns at Alpha were essentially settingaction triggers They thought about what they would sayand how they would act when 9 pm came and the signoutprocess was triggered They mentally rehearsed how they wouldrespond if an argument flared up with the night resident Havemembers of your team rehearsed how theyll react when theymeet resistance from your organizations old guard

Finally you should rally the herd At Alpha the leaders helpedthe reformers find one another and the reformers began to createa language-as we saw in the examples of the designateddriver and Fataki-that allowed them to talk about their valueswith others As a leader you can help prod them to create this languageto find ways to articulate what is different and better aboutthe change you seek

We started the Path section by discussing the Fundamental AttributionError-the tendency to attribute behavior to peoplescharacter rather than to their environments Look again at theteaching-hospital example At Alpha 42 percent of superiors supportedthe change at Beta 66 percent supported it Almost all ofus would have put our money on Beta Not many of us whenconfronted with that data would have immediately thought Yesbut what about the situational forces

At the two hospitals individual character competed with situationalforces and situational forces won This brings us backfull circle to the food drive study where a jerk with clear instructionswas more charitable than a saint with generic instructionsThe line between saints and jerks wasnt as clear as we mighthave thought Neither was the line between supporters and resistersof hospital reformIf the right Path can turn a jerk into a saint then the rightPath can also turn a change enemy into an ally

ReferenceReference book HOW TO CHANGE THINGS WHEN CH ANGE IS HARD

By CHIP HEATH (a professor at the GraduateSchool of Business at Stanford University) and DAN HEATH(a senior fellow at Duke Universitys Centerfor the Advancement of Social Entrepreneurship(CASE))

• Change Management
• Reference
• Slide 3
• Rider
• Elephant
• Main strategy 1 Direct the Rider 1a Follow the brightspot
• Details of Vietnam example
• Slide 8
• Slide 9
• Main strategy 1 Direct the Rider 1b Script the critical move
• Slide 11
• Slide 12
• Main strategy 1 Direct the Rider 1c POINT TO THE DESTINATION
• Main strategy 2 Motivate the Elephant 2a Find the Feeling
• Slide 15
• Slide 16
• Slide 17
• Slide 18
• Slide 19
• Slide 20
• Slide 21
• Slide 22
• Slide 23
• Main strategy 2 Motivate the Elephant 2b Shrink the Change
• Slide 25
• Slide 26
• Slide 27
• Slide 28
• Slide 29
• Slide 30
• Slide 31
• Slide 32
• Slide 33
• Slide 34
• Slide 35
• Slide 36
• Slide 37
• Slide 38
• Slide 39
• Slide 40
• Main strategy 2 Motivate the Elephant 2c Grow your people(creating sense of identity amp instill growth mindset)
• Slide 42
• Slide 43
• Slide 44
• Slide 45
• Slide 46
• Slide 47
• Slide 48
• Slide 49
• Slide 50
• Slide 51
• Slide 52
• Slide 53
• Slide 54
• Slide 55
• Main strategy 3 Shape the path 3a Tweak the environment
• Fundamental attribution error ndash we hurrily judge someonesomething from Direct attributes but forget about situation that may have created those attributes
• Slide 58
• Slide 59
• 3b Build habit
• Slide 61
• Example or strategy to build habit
• 3b Action trigger
• Slide 64
• 3c Rally the herd
• Slide 66
• By STANDER effect ndash humanbeings take decision after looking what others do
• Slide 68
• Slide 69
• Slide 70
• Summary
• Slide 72
• Slide 73
• Summary Direct the Rider(Head rational thinker)
• Summary Motivate the Elephant(Lazy pleasure loving self)
• Slide 76
• Summary Shaping the path
• Slide 78
• Slide 79
• Slide 80
• Slide 81

Students who received the basic letter were not very generousOnly 8 percent of the saints donated and not a single one ofthe jerks

Students who received the more detailedletter were substantially more charitable 42 percent of thesaints donated and so did 2 5 percent of the jerks

Tweaking the environment is about making the right behaviorsa little bit easier and the wrong behaviors a little bit harder Itsthat simple

3b Build habit

bull When something becomes a habit our rational brain(rider) does not have to exert almost any energy or will power This will power energy is of limited supply and could not work for long stretch of time

bull So if step by step procedure some objective or main task could be turned into a habit it would be easier for human beings to do it

bull BUILD HABITS When behavior is habitual its free-it doesnt tax the Rider

bull Look for ways to encourage habits [Setting action triggers eating two bowls of

bull soup while dieting using checklists

Example or strategy to build habit

bull 21 days repetition method

3b Action trigger

Peter Gollwitzer a psychologist at New York University is thepioneer of work in this area He and colleague Veronika Brandstarterfound that action triggers are quite effective in motivatingaction

By preloading the decisionwe conserve the Riders self-control(it does not have to think about what to do)

In one study they tracked college students who had theoption to earn extra credit in a class by writing a paper about how they spent Christmas Eve But there was a catch To earn the credit they had to submit the paper by December 26 Most studentshad good intentions of writing the paper but only 33 percentof them got around to writing and submitting it Otherstudents in the study were required to set action triggers-tonote in advance exactly when and where they intended to write the report (for example Ill write this report in my dads officeon Christmas morning before everyone gets up) A whopping75 percent of those students wrote the report

3c Rally the herd

bull Social and peer pressure is a very strong force in motivating us to do something

bull So if influential celebrity type people do something the majority follow through Here 8020 rule applies

bull Again if someone could be told that the majority are doing this heshe would like to be the part of the group(here) and comply with Therefore become happy as becoming of a group that fulfills our belonging needs

bull The Elephant constantly looks to the herd for cues about how to behave

bull Other people are getting their work done on time Why wont you

bull RALLY THE HERD Behavior is contagious Help it spread [Fataki in Tanzaniafree spaces in hospitals seeding the tip jar]

By STANDER effect ndash humanbeings take decision after

looking what others doColumbia University students having volunteered for a researchstudy were asked to sit in a room and fill out a surveySome were left alone others were put in rooms with two otherstudents As they filled out their surveys a crisis emergedSmoke began to pour into the room through a wall vent Thesmoke continued to flow in irregular puffs until eventually theroom was filled with haze Of the students sitting in a room bythemselves 75 percent got up and found someone to alert aboutthe smoke But when three students were placed in the roomat the same time only 38 percent of the groups of three ever reportedthe smoke They just sat there inhaling the smoke eachindividuals inaction signaling to the other two people in theroom that this smoke cloud isnt such a big deal

In a similar study individuals or pairs who were completinga survey heard what sounded like a woman falling down loudlyon the other side of a room divider Of the lone bystanders 70percent went to help her but only 40 percent of the pairs helpedEven when the pairs helped they acted more slowly than the individuals

Why do groups fail to respond as well as individualsIn ambiguous situations-smoke pouring into a room theapparent sound of a fall-people look to others for cues abouthow to interpret the event If you see a man suddenly collapse atthe mall your brain races through possible interpretations Its aheart attack Or wait maybe he tripped and fell down Or whatif hes playing a gag on someone Youre reluctant to rush overimmediately because if he simply tripped your alarm-bell behaviorwill leave you both embarrassedIf youre the only person around to react youll probably makeyour best guess-heart attack-and rush over But if theres acrowd youve got two stimuli to process the collapse itself andthe crowds reaction to the collapse You might pause briefly tostudy the crowd Are other people acting like hes had a heart attackYou stand there idling ready to spring into action at thefirst sign of crisis But as you wait other people are looking backat you and when they see you idling your behavior becomes datafor their theory that its not an emergency And thats why threepeople can sit in a room filling with smoke and not make a peep

a group of socialpsychologists persuaded a hotel manager to test out a newsign in the hotel bathrooms The sign didnt mention the environmentat alIi it simply said that the the majority of guests atthe hotel reuse their towels at least once during their stay Itworked-guests who got this sign were 26 percent more likely toreuse their towels They took cues from the herdNote the downside though If the sign had said About 8of our guests decide to reuse their towels new guests would havebeen less likely to reuse theirs

SummaryHOW TO MAKE A SWITCHFor things to change somebody somewhere has to start actingdifferently Maybe its you maybe its your teamPicture that person (or people)Each has an emotional Elephant side and a rational Rider sideYouve got to reach both And youve also got to clear the wayfor them to succeed In short you must do three things

DIRECT the RiderFOLLOW THE BRIGHT SPOTS Investigate whats working and clone it [Jerrysternin in Vietnam solutions-focused therapy]SCRIPT THE CRITICAL MOVES Dont think big picture think in terms of specificbehaviors [1 milk four rules at the Brazilian railroad]POINT TO THE DESTINATION Change is easier when you know where youregoing and why its worth it [You ll be third graders soon No dry holes at BP]

MOTIVATE the ElephantFIND THE FEELING Knowing something isn t enough to cause change Makepeople feel something [Piling gloves on the table the chemotherapy video gameRobyn Waterss demos at Target]SHRINK THE CHANGE Break down the change until it no longer spooks the Elephant[The 5-Minute Room Rescue procurement reform]GROW YOUR PEOPLE Cultivate a sense of identity and instill the growth mindset[Brasilatas inventors junior-high math kids turnaround]

SHAPE the PathTWEAK THE ENVIRONMENT When the situation changes the behaviorchanges So change the situation [Throwing out the phone system at Rackspace1-Click ordering simplifying the online time sheet]BUILD HABITS When behavior is habitual its free-it doesnt tax the RiderLook for ways to encourage habits [Setting action triggers eating two bowls ofsoup while dieting using checklists]RALLY THE HERD Behavior is contagious Help it spread [Fataki in Tanzaniafree spaces in hospitals seeding the tip jar]

Summary Direct the Rider(Head rational thinker)

Heres the good news The Riders strengths are substantialand his flaws can be mitigated When you appeal to the Rider insideyourself or inside others you are trying to influence yourgame plan should be simpleFirst follow the bright spots Think of the Vietnamese childrenwho stayed well nourished against the odds or the Genentechsales reps who racked up sales against the odds AB you analyzeyour situation youre sure to find some things that are workingbetter than others Dont obsess about the failures Instead investigateand clone the successesNext give direction to the Rider-both a start and a finishSend him a destination postcard (Youll be a third grader soon)and script his critical moves (Buy 1 milk) When you do these things youll prepare the Rider to lead aswitch And youll arm him for the ongoing struggles with hisreluctant and formidable partner the Elephant

Summary Motivate the Elephant(Lazy pleasure loving self)

In times of change we need to remind ourselves and others againand again of certain basic truths Our brains and our abilities arelike muscles They can be strengthened with practice Were notborn skateboarders or scientists or nurses we must learn how toskateboard do science or care for sick people And our inspirationto change ourselves comes from our desire to live up to thoseidentitiesIn the story of Molly Howard we see that amazing things canhappen when you combine the aspiration of a new identity withthe persistence of the growth mindset Thats how you grow yourpeople

Over the past few chapters weve seen that the centralchallenge of change is keeping the Elephant moving forwardWhereas the Rider needs direction the Elephant needs motivationAnd weve seen that motivation comes from feelingknowledgeisnt enough to motivate change But motivation alsocomes from confidence The Elephant has to believe that its capableof conquering the change And there are two routes tobuilding peoples confidence so that they feel big relative totheir challenge You can shrink the change or grow your people(or preferably both)

Summary Shaping the pathOur picture of change is still incomplete though because itsclear that in some situations even a reluctant Elephant and a confusedRider will manage to change their behavior For instanceconsider the fact that even a lost angry driver who is hopelesslylate for an appointment will stop dutifully for a red lightThats why to make changes stick weve got to think aboutshaping the Path

First you need to tweak theenvironment to provide a free space for discussion At Alpha therotational teams had a private place to meet and that created afree space where the new identity could grow Do your own reformershave a private place where they can meet and coordinate

Second you should build good habits Recall the idea of actiontriggers-visualizing when and where you are going to dosomething important The interns at Alpha were essentially settingaction triggers They thought about what they would sayand how they would act when 9 pm came and the signoutprocess was triggered They mentally rehearsed how they wouldrespond if an argument flared up with the night resident Havemembers of your team rehearsed how theyll react when theymeet resistance from your organizations old guard

Finally you should rally the herd At Alpha the leaders helpedthe reformers find one another and the reformers began to createa language-as we saw in the examples of the designateddriver and Fataki-that allowed them to talk about their valueswith others As a leader you can help prod them to create this languageto find ways to articulate what is different and better aboutthe change you seek

We started the Path section by discussing the Fundamental AttributionError-the tendency to attribute behavior to peoplescharacter rather than to their environments Look again at theteaching-hospital example At Alpha 42 percent of superiors supportedthe change at Beta 66 percent supported it Almost all ofus would have put our money on Beta Not many of us whenconfronted with that data would have immediately thought Yesbut what about the situational forces

At the two hospitals individual character competed with situationalforces and situational forces won This brings us backfull circle to the food drive study where a jerk with clear instructionswas more charitable than a saint with generic instructionsThe line between saints and jerks wasnt as clear as we mighthave thought Neither was the line between supporters and resistersof hospital reformIf the right Path can turn a jerk into a saint then the rightPath can also turn a change enemy into an ally

ReferenceReference book HOW TO CHANGE THINGS WHEN CH ANGE IS HARD

By CHIP HEATH (a professor at the GraduateSchool of Business at Stanford University) and DAN HEATH(a senior fellow at Duke Universitys Centerfor the Advancement of Social Entrepreneurship(CASE))

• Change Management
• Reference
• Slide 3
• Rider
• Elephant
• Main strategy 1 Direct the Rider 1a Follow the brightspot
• Details of Vietnam example
• Slide 8
• Slide 9
• Main strategy 1 Direct the Rider 1b Script the critical move
• Slide 11
• Slide 12
• Main strategy 1 Direct the Rider 1c POINT TO THE DESTINATION
• Main strategy 2 Motivate the Elephant 2a Find the Feeling
• Slide 15
• Slide 16
• Slide 17
• Slide 18
• Slide 19
• Slide 20
• Slide 21
• Slide 22
• Slide 23
• Main strategy 2 Motivate the Elephant 2b Shrink the Change
• Slide 25
• Slide 26
• Slide 27
• Slide 28
• Slide 29
• Slide 30
• Slide 31
• Slide 32
• Slide 33
• Slide 34
• Slide 35
• Slide 36
• Slide 37
• Slide 38
• Slide 39
• Slide 40
• Main strategy 2 Motivate the Elephant 2c Grow your people(creating sense of identity amp instill growth mindset)
• Slide 42
• Slide 43
• Slide 44
• Slide 45
• Slide 46
• Slide 47
• Slide 48
• Slide 49
• Slide 50
• Slide 51
• Slide 52
• Slide 53
• Slide 54
• Slide 55
• Main strategy 3 Shape the path 3a Tweak the environment
• Fundamental attribution error ndash we hurrily judge someonesomething from Direct attributes but forget about situation that may have created those attributes
• Slide 58
• Slide 59
• 3b Build habit
• Slide 61
• Example or strategy to build habit
• 3b Action trigger
• Slide 64
• 3c Rally the herd
• Slide 66
• By STANDER effect ndash humanbeings take decision after looking what others do
• Slide 68
• Slide 69
• Slide 70
• Summary
• Slide 72
• Slide 73
• Summary Direct the Rider(Head rational thinker)
• Summary Motivate the Elephant(Lazy pleasure loving self)
• Slide 76
• Summary Shaping the path
• Slide 78
• Slide 79
• Slide 80
• Slide 81

3b Build habit

bull When something becomes a habit our rational brain(rider) does not have to exert almost any energy or will power This will power energy is of limited supply and could not work for long stretch of time

bull So if step by step procedure some objective or main task could be turned into a habit it would be easier for human beings to do it

bull BUILD HABITS When behavior is habitual its free-it doesnt tax the Rider

bull Look for ways to encourage habits [Setting action triggers eating two bowls of

bull soup while dieting using checklists

Example or strategy to build habit

bull 21 days repetition method

3b Action trigger

Peter Gollwitzer a psychologist at New York University is thepioneer of work in this area He and colleague Veronika Brandstarterfound that action triggers are quite effective in motivatingaction

By preloading the decisionwe conserve the Riders self-control(it does not have to think about what to do)

In one study they tracked college students who had theoption to earn extra credit in a class by writing a paper about how they spent Christmas Eve But there was a catch To earn the credit they had to submit the paper by December 26 Most studentshad good intentions of writing the paper but only 33 percentof them got around to writing and submitting it Otherstudents in the study were required to set action triggers-tonote in advance exactly when and where they intended to write the report (for example Ill write this report in my dads officeon Christmas morning before everyone gets up) A whopping75 percent of those students wrote the report

3c Rally the herd

bull Social and peer pressure is a very strong force in motivating us to do something

bull So if influential celebrity type people do something the majority follow through Here 8020 rule applies

bull Again if someone could be told that the majority are doing this heshe would like to be the part of the group(here) and comply with Therefore become happy as becoming of a group that fulfills our belonging needs

bull The Elephant constantly looks to the herd for cues about how to behave

bull Other people are getting their work done on time Why wont you

bull RALLY THE HERD Behavior is contagious Help it spread [Fataki in Tanzaniafree spaces in hospitals seeding the tip jar]

By STANDER effect ndash humanbeings take decision after

looking what others doColumbia University students having volunteered for a researchstudy were asked to sit in a room and fill out a surveySome were left alone others were put in rooms with two otherstudents As they filled out their surveys a crisis emergedSmoke began to pour into the room through a wall vent Thesmoke continued to flow in irregular puffs until eventually theroom was filled with haze Of the students sitting in a room bythemselves 75 percent got up and found someone to alert aboutthe smoke But when three students were placed in the roomat the same time only 38 percent of the groups of three ever reportedthe smoke They just sat there inhaling the smoke eachindividuals inaction signaling to the other two people in theroom that this smoke cloud isnt such a big deal

In a similar study individuals or pairs who were completinga survey heard what sounded like a woman falling down loudlyon the other side of a room divider Of the lone bystanders 70percent went to help her but only 40 percent of the pairs helpedEven when the pairs helped they acted more slowly than the individuals

Why do groups fail to respond as well as individualsIn ambiguous situations-smoke pouring into a room theapparent sound of a fall-people look to others for cues abouthow to interpret the event If you see a man suddenly collapse atthe mall your brain races through possible interpretations Its aheart attack Or wait maybe he tripped and fell down Or whatif hes playing a gag on someone Youre reluctant to rush overimmediately because if he simply tripped your alarm-bell behaviorwill leave you both embarrassedIf youre the only person around to react youll probably makeyour best guess-heart attack-and rush over But if theres acrowd youve got two stimuli to process the collapse itself andthe crowds reaction to the collapse You might pause briefly tostudy the crowd Are other people acting like hes had a heart attackYou stand there idling ready to spring into action at thefirst sign of crisis But as you wait other people are looking backat you and when they see you idling your behavior becomes datafor their theory that its not an emergency And thats why threepeople can sit in a room filling with smoke and not make a peep

a group of socialpsychologists persuaded a hotel manager to test out a newsign in the hotel bathrooms The sign didnt mention the environmentat alIi it simply said that the the majority of guests atthe hotel reuse their towels at least once during their stay Itworked-guests who got this sign were 26 percent more likely toreuse their towels They took cues from the herdNote the downside though If the sign had said About 8of our guests decide to reuse their towels new guests would havebeen less likely to reuse theirs

SummaryHOW TO MAKE A SWITCHFor things to change somebody somewhere has to start actingdifferently Maybe its you maybe its your teamPicture that person (or people)Each has an emotional Elephant side and a rational Rider sideYouve got to reach both And youve also got to clear the wayfor them to succeed In short you must do three things

DIRECT the RiderFOLLOW THE BRIGHT SPOTS Investigate whats working and clone it [Jerrysternin in Vietnam solutions-focused therapy]SCRIPT THE CRITICAL MOVES Dont think big picture think in terms of specificbehaviors [1 milk four rules at the Brazilian railroad]POINT TO THE DESTINATION Change is easier when you know where youregoing and why its worth it [You ll be third graders soon No dry holes at BP]

MOTIVATE the ElephantFIND THE FEELING Knowing something isn t enough to cause change Makepeople feel something [Piling gloves on the table the chemotherapy video gameRobyn Waterss demos at Target]SHRINK THE CHANGE Break down the change until it no longer spooks the Elephant[The 5-Minute Room Rescue procurement reform]GROW YOUR PEOPLE Cultivate a sense of identity and instill the growth mindset[Brasilatas inventors junior-high math kids turnaround]

SHAPE the PathTWEAK THE ENVIRONMENT When the situation changes the behaviorchanges So change the situation [Throwing out the phone system at Rackspace1-Click ordering simplifying the online time sheet]BUILD HABITS When behavior is habitual its free-it doesnt tax the RiderLook for ways to encourage habits [Setting action triggers eating two bowls ofsoup while dieting using checklists]RALLY THE HERD Behavior is contagious Help it spread [Fataki in Tanzaniafree spaces in hospitals seeding the tip jar]

Summary Direct the Rider(Head rational thinker)

Heres the good news The Riders strengths are substantialand his flaws can be mitigated When you appeal to the Rider insideyourself or inside others you are trying to influence yourgame plan should be simpleFirst follow the bright spots Think of the Vietnamese childrenwho stayed well nourished against the odds or the Genentechsales reps who racked up sales against the odds AB you analyzeyour situation youre sure to find some things that are workingbetter than others Dont obsess about the failures Instead investigateand clone the successesNext give direction to the Rider-both a start and a finishSend him a destination postcard (Youll be a third grader soon)and script his critical moves (Buy 1 milk) When you do these things youll prepare the Rider to lead aswitch And youll arm him for the ongoing struggles with hisreluctant and formidable partner the Elephant

Summary Motivate the Elephant(Lazy pleasure loving self)

In times of change we need to remind ourselves and others againand again of certain basic truths Our brains and our abilities arelike muscles They can be strengthened with practice Were notborn skateboarders or scientists or nurses we must learn how toskateboard do science or care for sick people And our inspirationto change ourselves comes from our desire to live up to thoseidentitiesIn the story of Molly Howard we see that amazing things canhappen when you combine the aspiration of a new identity withthe persistence of the growth mindset Thats how you grow yourpeople

Over the past few chapters weve seen that the centralchallenge of change is keeping the Elephant moving forwardWhereas the Rider needs direction the Elephant needs motivationAnd weve seen that motivation comes from feelingknowledgeisnt enough to motivate change But motivation alsocomes from confidence The Elephant has to believe that its capableof conquering the change And there are two routes tobuilding peoples confidence so that they feel big relative totheir challenge You can shrink the change or grow your people(or preferably both)

Summary Shaping the pathOur picture of change is still incomplete though because itsclear that in some situations even a reluctant Elephant and a confusedRider will manage to change their behavior For instanceconsider the fact that even a lost angry driver who is hopelesslylate for an appointment will stop dutifully for a red lightThats why to make changes stick weve got to think aboutshaping the Path

First you need to tweak theenvironment to provide a free space for discussion At Alpha therotational teams had a private place to meet and that created afree space where the new identity could grow Do your own reformershave a private place where they can meet and coordinate

Second you should build good habits Recall the idea of actiontriggers-visualizing when and where you are going to dosomething important The interns at Alpha were essentially settingaction triggers They thought about what they would sayand how they would act when 9 pm came and the signoutprocess was triggered They mentally rehearsed how they wouldrespond if an argument flared up with the night resident Havemembers of your team rehearsed how theyll react when theymeet resistance from your organizations old guard

Finally you should rally the herd At Alpha the leaders helpedthe reformers find one another and the reformers began to createa language-as we saw in the examples of the designateddriver and Fataki-that allowed them to talk about their valueswith others As a leader you can help prod them to create this languageto find ways to articulate what is different and better aboutthe change you seek

We started the Path section by discussing the Fundamental AttributionError-the tendency to attribute behavior to peoplescharacter rather than to their environments Look again at theteaching-hospital example At Alpha 42 percent of superiors supportedthe change at Beta 66 percent supported it Almost all ofus would have put our money on Beta Not many of us whenconfronted with that data would have immediately thought Yesbut what about the situational forces

At the two hospitals individual character competed with situationalforces and situational forces won This brings us backfull circle to the food drive study where a jerk with clear instructionswas more charitable than a saint with generic instructionsThe line between saints and jerks wasnt as clear as we mighthave thought Neither was the line between supporters and resistersof hospital reformIf the right Path can turn a jerk into a saint then the rightPath can also turn a change enemy into an ally

ReferenceReference book HOW TO CHANGE THINGS WHEN CH ANGE IS HARD

By CHIP HEATH (a professor at the GraduateSchool of Business at Stanford University) and DAN HEATH(a senior fellow at Duke Universitys Centerfor the Advancement of Social Entrepreneurship(CASE))

• Change Management
• Reference
• Slide 3
• Rider
• Elephant
• Main strategy 1 Direct the Rider 1a Follow the brightspot
• Details of Vietnam example
• Slide 8
• Slide 9
• Main strategy 1 Direct the Rider 1b Script the critical move
• Slide 11
• Slide 12
• Main strategy 1 Direct the Rider 1c POINT TO THE DESTINATION
• Main strategy 2 Motivate the Elephant 2a Find the Feeling
• Slide 15
• Slide 16
• Slide 17
• Slide 18
• Slide 19
• Slide 20
• Slide 21
• Slide 22
• Slide 23
• Main strategy 2 Motivate the Elephant 2b Shrink the Change
• Slide 25
• Slide 26
• Slide 27
• Slide 28
• Slide 29
• Slide 30
• Slide 31
• Slide 32
• Slide 33
• Slide 34
• Slide 35
• Slide 36
• Slide 37
• Slide 38
• Slide 39
• Slide 40
• Main strategy 2 Motivate the Elephant 2c Grow your people(creating sense of identity amp instill growth mindset)
• Slide 42
• Slide 43
• Slide 44
• Slide 45
• Slide 46
• Slide 47
• Slide 48
• Slide 49
• Slide 50
• Slide 51
• Slide 52
• Slide 53
• Slide 54
• Slide 55
• Main strategy 3 Shape the path 3a Tweak the environment
• Fundamental attribution error ndash we hurrily judge someonesomething from Direct attributes but forget about situation that may have created those attributes
• Slide 58
• Slide 59
• 3b Build habit
• Slide 61
• Example or strategy to build habit
• 3b Action trigger
• Slide 64
• 3c Rally the herd
• Slide 66
• By STANDER effect ndash humanbeings take decision after looking what others do
• Slide 68
• Slide 69
• Slide 70
• Summary
• Slide 72
• Slide 73
• Summary Direct the Rider(Head rational thinker)
• Summary Motivate the Elephant(Lazy pleasure loving self)
• Slide 76
• Summary Shaping the path
• Slide 78
• Slide 79
• Slide 80
• Slide 81

bull BUILD HABITS When behavior is habitual its free-it doesnt tax the Rider

bull Look for ways to encourage habits [Setting action triggers eating two bowls of

bull soup while dieting using checklists

Example or strategy to build habit

bull 21 days repetition method

3b Action trigger

Peter Gollwitzer a psychologist at New York University is thepioneer of work in this area He and colleague Veronika Brandstarterfound that action triggers are quite effective in motivatingaction

By preloading the decisionwe conserve the Riders self-control(it does not have to think about what to do)

In one study they tracked college students who had theoption to earn extra credit in a class by writing a paper about how they spent Christmas Eve But there was a catch To earn the credit they had to submit the paper by December 26 Most studentshad good intentions of writing the paper but only 33 percentof them got around to writing and submitting it Otherstudents in the study were required to set action triggers-tonote in advance exactly when and where they intended to write the report (for example Ill write this report in my dads officeon Christmas morning before everyone gets up) A whopping75 percent of those students wrote the report

3c Rally the herd

bull Social and peer pressure is a very strong force in motivating us to do something

bull So if influential celebrity type people do something the majority follow through Here 8020 rule applies

bull Again if someone could be told that the majority are doing this heshe would like to be the part of the group(here) and comply with Therefore become happy as becoming of a group that fulfills our belonging needs

bull The Elephant constantly looks to the herd for cues about how to behave

bull Other people are getting their work done on time Why wont you

bull RALLY THE HERD Behavior is contagious Help it spread [Fataki in Tanzaniafree spaces in hospitals seeding the tip jar]

By STANDER effect ndash humanbeings take decision after

looking what others doColumbia University students having volunteered for a researchstudy were asked to sit in a room and fill out a surveySome were left alone others were put in rooms with two otherstudents As they filled out their surveys a crisis emergedSmoke began to pour into the room through a wall vent Thesmoke continued to flow in irregular puffs until eventually theroom was filled with haze Of the students sitting in a room bythemselves 75 percent got up and found someone to alert aboutthe smoke But when three students were placed in the roomat the same time only 38 percent of the groups of three ever reportedthe smoke They just sat there inhaling the smoke eachindividuals inaction signaling to the other two people in theroom that this smoke cloud isnt such a big deal

In a similar study individuals or pairs who were completinga survey heard what sounded like a woman falling down loudlyon the other side of a room divider Of the lone bystanders 70percent went to help her but only 40 percent of the pairs helpedEven when the pairs helped they acted more slowly than the individuals

Why do groups fail to respond as well as individualsIn ambiguous situations-smoke pouring into a room theapparent sound of a fall-people look to others for cues abouthow to interpret the event If you see a man suddenly collapse atthe mall your brain races through possible interpretations Its aheart attack Or wait maybe he tripped and fell down Or whatif hes playing a gag on someone Youre reluctant to rush overimmediately because if he simply tripped your alarm-bell behaviorwill leave you both embarrassedIf youre the only person around to react youll probably makeyour best guess-heart attack-and rush over But if theres acrowd youve got two stimuli to process the collapse itself andthe crowds reaction to the collapse You might pause briefly tostudy the crowd Are other people acting like hes had a heart attackYou stand there idling ready to spring into action at thefirst sign of crisis But as you wait other people are looking backat you and when they see you idling your behavior becomes datafor their theory that its not an emergency And thats why threepeople can sit in a room filling with smoke and not make a peep

a group of socialpsychologists persuaded a hotel manager to test out a newsign in the hotel bathrooms The sign didnt mention the environmentat alIi it simply said that the the majority of guests atthe hotel reuse their towels at least once during their stay Itworked-guests who got this sign were 26 percent more likely toreuse their towels They took cues from the herdNote the downside though If the sign had said About 8of our guests decide to reuse their towels new guests would havebeen less likely to reuse theirs

SummaryHOW TO MAKE A SWITCHFor things to change somebody somewhere has to start actingdifferently Maybe its you maybe its your teamPicture that person (or people)Each has an emotional Elephant side and a rational Rider sideYouve got to reach both And youve also got to clear the wayfor them to succeed In short you must do three things

DIRECT the RiderFOLLOW THE BRIGHT SPOTS Investigate whats working and clone it [Jerrysternin in Vietnam solutions-focused therapy]SCRIPT THE CRITICAL MOVES Dont think big picture think in terms of specificbehaviors [1 milk four rules at the Brazilian railroad]POINT TO THE DESTINATION Change is easier when you know where youregoing and why its worth it [You ll be third graders soon No dry holes at BP]

MOTIVATE the ElephantFIND THE FEELING Knowing something isn t enough to cause change Makepeople feel something [Piling gloves on the table the chemotherapy video gameRobyn Waterss demos at Target]SHRINK THE CHANGE Break down the change until it no longer spooks the Elephant[The 5-Minute Room Rescue procurement reform]GROW YOUR PEOPLE Cultivate a sense of identity and instill the growth mindset[Brasilatas inventors junior-high math kids turnaround]

SHAPE the PathTWEAK THE ENVIRONMENT When the situation changes the behaviorchanges So change the situation [Throwing out the phone system at Rackspace1-Click ordering simplifying the online time sheet]BUILD HABITS When behavior is habitual its free-it doesnt tax the RiderLook for ways to encourage habits [Setting action triggers eating two bowls ofsoup while dieting using checklists]RALLY THE HERD Behavior is contagious Help it spread [Fataki in Tanzaniafree spaces in hospitals seeding the tip jar]

Summary Direct the Rider(Head rational thinker)

Heres the good news The Riders strengths are substantialand his flaws can be mitigated When you appeal to the Rider insideyourself or inside others you are trying to influence yourgame plan should be simpleFirst follow the bright spots Think of the Vietnamese childrenwho stayed well nourished against the odds or the Genentechsales reps who racked up sales against the odds AB you analyzeyour situation youre sure to find some things that are workingbetter than others Dont obsess about the failures Instead investigateand clone the successesNext give direction to the Rider-both a start and a finishSend him a destination postcard (Youll be a third grader soon)and script his critical moves (Buy 1 milk) When you do these things youll prepare the Rider to lead aswitch And youll arm him for the ongoing struggles with hisreluctant and formidable partner the Elephant

Summary Motivate the Elephant(Lazy pleasure loving self)

In times of change we need to remind ourselves and others againand again of certain basic truths Our brains and our abilities arelike muscles They can be strengthened with practice Were notborn skateboarders or scientists or nurses we must learn how toskateboard do science or care for sick people And our inspirationto change ourselves comes from our desire to live up to thoseidentitiesIn the story of Molly Howard we see that amazing things canhappen when you combine the aspiration of a new identity withthe persistence of the growth mindset Thats how you grow yourpeople

Over the past few chapters weve seen that the centralchallenge of change is keeping the Elephant moving forwardWhereas the Rider needs direction the Elephant needs motivationAnd weve seen that motivation comes from feelingknowledgeisnt enough to motivate change But motivation alsocomes from confidence The Elephant has to believe that its capableof conquering the change And there are two routes tobuilding peoples confidence so that they feel big relative totheir challenge You can shrink the change or grow your people(or preferably both)

Summary Shaping the pathOur picture of change is still incomplete though because itsclear that in some situations even a reluctant Elephant and a confusedRider will manage to change their behavior For instanceconsider the fact that even a lost angry driver who is hopelesslylate for an appointment will stop dutifully for a red lightThats why to make changes stick weve got to think aboutshaping the Path

First you need to tweak theenvironment to provide a free space for discussion At Alpha therotational teams had a private place to meet and that created afree space where the new identity could grow Do your own reformershave a private place where they can meet and coordinate

Second you should build good habits Recall the idea of actiontriggers-visualizing when and where you are going to dosomething important The interns at Alpha were essentially settingaction triggers They thought about what they would sayand how they would act when 9 pm came and the signoutprocess was triggered They mentally rehearsed how they wouldrespond if an argument flared up with the night resident Havemembers of your team rehearsed how theyll react when theymeet resistance from your organizations old guard

Finally you should rally the herd At Alpha the leaders helpedthe reformers find one another and the reformers began to createa language-as we saw in the examples of the designateddriver and Fataki-that allowed them to talk about their valueswith others As a leader you can help prod them to create this languageto find ways to articulate what is different and better aboutthe change you seek

We started the Path section by discussing the Fundamental AttributionError-the tendency to attribute behavior to peoplescharacter rather than to their environments Look again at theteaching-hospital example At Alpha 42 percent of superiors supportedthe change at Beta 66 percent supported it Almost all ofus would have put our money on Beta Not many of us whenconfronted with that data would have immediately thought Yesbut what about the situational forces

At the two hospitals individual character competed with situationalforces and situational forces won This brings us backfull circle to the food drive study where a jerk with clear instructionswas more charitable than a saint with generic instructionsThe line between saints and jerks wasnt as clear as we mighthave thought Neither was the line between supporters and resistersof hospital reformIf the right Path can turn a jerk into a saint then the rightPath can also turn a change enemy into an ally

ReferenceReference book HOW TO CHANGE THINGS WHEN CH ANGE IS HARD

By CHIP HEATH (a professor at the GraduateSchool of Business at Stanford University) and DAN HEATH(a senior fellow at Duke Universitys Centerfor the Advancement of Social Entrepreneurship(CASE))

• Change Management
• Reference
• Slide 3
• Rider
• Elephant
• Main strategy 1 Direct the Rider 1a Follow the brightspot
• Details of Vietnam example
• Slide 8
• Slide 9
• Main strategy 1 Direct the Rider 1b Script the critical move
• Slide 11
• Slide 12
• Main strategy 1 Direct the Rider 1c POINT TO THE DESTINATION
• Main strategy 2 Motivate the Elephant 2a Find the Feeling
• Slide 15
• Slide 16
• Slide 17
• Slide 18
• Slide 19
• Slide 20
• Slide 21
• Slide 22
• Slide 23
• Main strategy 2 Motivate the Elephant 2b Shrink the Change
• Slide 25
• Slide 26
• Slide 27
• Slide 28
• Slide 29
• Slide 30
• Slide 31
• Slide 32
• Slide 33
• Slide 34
• Slide 35
• Slide 36
• Slide 37
• Slide 38
• Slide 39
• Slide 40
• Main strategy 2 Motivate the Elephant 2c Grow your people(creating sense of identity amp instill growth mindset)
• Slide 42
• Slide 43
• Slide 44
• Slide 45
• Slide 46
• Slide 47
• Slide 48
• Slide 49
• Slide 50
• Slide 51
• Slide 52
• Slide 53
• Slide 54
• Slide 55
• Main strategy 3 Shape the path 3a Tweak the environment
• Fundamental attribution error ndash we hurrily judge someonesomething from Direct attributes but forget about situation that may have created those attributes
• Slide 58
• Slide 59
• 3b Build habit
• Slide 61
• Example or strategy to build habit
• 3b Action trigger
• Slide 64
• 3c Rally the herd
• Slide 66
• By STANDER effect ndash humanbeings take decision after looking what others do
• Slide 68
• Slide 69
• Slide 70
• Summary
• Slide 72
• Slide 73
• Summary Direct the Rider(Head rational thinker)
• Summary Motivate the Elephant(Lazy pleasure loving self)
• Slide 76
• Summary Shaping the path
• Slide 78
• Slide 79
• Slide 80
• Slide 81

Example or strategy to build habit

bull 21 days repetition method

3b Action trigger

Peter Gollwitzer a psychologist at New York University is thepioneer of work in this area He and colleague Veronika Brandstarterfound that action triggers are quite effective in motivatingaction

By preloading the decisionwe conserve the Riders self-control(it does not have to think about what to do)

In one study they tracked college students who had theoption to earn extra credit in a class by writing a paper about how they spent Christmas Eve But there was a catch To earn the credit they had to submit the paper by December 26 Most studentshad good intentions of writing the paper but only 33 percentof them got around to writing and submitting it Otherstudents in the study were required to set action triggers-tonote in advance exactly when and where they intended to write the report (for example Ill write this report in my dads officeon Christmas morning before everyone gets up) A whopping75 percent of those students wrote the report

3c Rally the herd

bull Social and peer pressure is a very strong force in motivating us to do something

bull So if influential celebrity type people do something the majority follow through Here 8020 rule applies

bull Again if someone could be told that the majority are doing this heshe would like to be the part of the group(here) and comply with Therefore become happy as becoming of a group that fulfills our belonging needs

bull The Elephant constantly looks to the herd for cues about how to behave

bull Other people are getting their work done on time Why wont you

bull RALLY THE HERD Behavior is contagious Help it spread [Fataki in Tanzaniafree spaces in hospitals seeding the tip jar]

By STANDER effect ndash humanbeings take decision after

looking what others doColumbia University students having volunteered for a researchstudy were asked to sit in a room and fill out a surveySome were left alone others were put in rooms with two otherstudents As they filled out their surveys a crisis emergedSmoke began to pour into the room through a wall vent Thesmoke continued to flow in irregular puffs until eventually theroom was filled with haze Of the students sitting in a room bythemselves 75 percent got up and found someone to alert aboutthe smoke But when three students were placed in the roomat the same time only 38 percent of the groups of three ever reportedthe smoke They just sat there inhaling the smoke eachindividuals inaction signaling to the other two people in theroom that this smoke cloud isnt such a big deal

In a similar study individuals or pairs who were completinga survey heard what sounded like a woman falling down loudlyon the other side of a room divider Of the lone bystanders 70percent went to help her but only 40 percent of the pairs helpedEven when the pairs helped they acted more slowly than the individuals

Why do groups fail to respond as well as individualsIn ambiguous situations-smoke pouring into a room theapparent sound of a fall-people look to others for cues abouthow to interpret the event If you see a man suddenly collapse atthe mall your brain races through possible interpretations Its aheart attack Or wait maybe he tripped and fell down Or whatif hes playing a gag on someone Youre reluctant to rush overimmediately because if he simply tripped your alarm-bell behaviorwill leave you both embarrassedIf youre the only person around to react youll probably makeyour best guess-heart attack-and rush over But if theres acrowd youve got two stimuli to process the collapse itself andthe crowds reaction to the collapse You might pause briefly tostudy the crowd Are other people acting like hes had a heart attackYou stand there idling ready to spring into action at thefirst sign of crisis But as you wait other people are looking backat you and when they see you idling your behavior becomes datafor their theory that its not an emergency And thats why threepeople can sit in a room filling with smoke and not make a peep

a group of socialpsychologists persuaded a hotel manager to test out a newsign in the hotel bathrooms The sign didnt mention the environmentat alIi it simply said that the the majority of guests atthe hotel reuse their towels at least once during their stay Itworked-guests who got this sign were 26 percent more likely toreuse their towels They took cues from the herdNote the downside though If the sign had said About 8of our guests decide to reuse their towels new guests would havebeen less likely to reuse theirs

SummaryHOW TO MAKE A SWITCHFor things to change somebody somewhere has to start actingdifferently Maybe its you maybe its your teamPicture that person (or people)Each has an emotional Elephant side and a rational Rider sideYouve got to reach both And youve also got to clear the wayfor them to succeed In short you must do three things

DIRECT the RiderFOLLOW THE BRIGHT SPOTS Investigate whats working and clone it [Jerrysternin in Vietnam solutions-focused therapy]SCRIPT THE CRITICAL MOVES Dont think big picture think in terms of specificbehaviors [1 milk four rules at the Brazilian railroad]POINT TO THE DESTINATION Change is easier when you know where youregoing and why its worth it [You ll be third graders soon No dry holes at BP]

MOTIVATE the ElephantFIND THE FEELING Knowing something isn t enough to cause change Makepeople feel something [Piling gloves on the table the chemotherapy video gameRobyn Waterss demos at Target]SHRINK THE CHANGE Break down the change until it no longer spooks the Elephant[The 5-Minute Room Rescue procurement reform]GROW YOUR PEOPLE Cultivate a sense of identity and instill the growth mindset[Brasilatas inventors junior-high math kids turnaround]

SHAPE the PathTWEAK THE ENVIRONMENT When the situation changes the behaviorchanges So change the situation [Throwing out the phone system at Rackspace1-Click ordering simplifying the online time sheet]BUILD HABITS When behavior is habitual its free-it doesnt tax the RiderLook for ways to encourage habits [Setting action triggers eating two bowls ofsoup while dieting using checklists]RALLY THE HERD Behavior is contagious Help it spread [Fataki in Tanzaniafree spaces in hospitals seeding the tip jar]

Summary Direct the Rider(Head rational thinker)

Heres the good news The Riders strengths are substantialand his flaws can be mitigated When you appeal to the Rider insideyourself or inside others you are trying to influence yourgame plan should be simpleFirst follow the bright spots Think of the Vietnamese childrenwho stayed well nourished against the odds or the Genentechsales reps who racked up sales against the odds AB you analyzeyour situation youre sure to find some things that are workingbetter than others Dont obsess about the failures Instead investigateand clone the successesNext give direction to the Rider-both a start and a finishSend him a destination postcard (Youll be a third grader soon)and script his critical moves (Buy 1 milk) When you do these things youll prepare the Rider to lead aswitch And youll arm him for the ongoing struggles with hisreluctant and formidable partner the Elephant

Summary Motivate the Elephant(Lazy pleasure loving self)

In times of change we need to remind ourselves and others againand again of certain basic truths Our brains and our abilities arelike muscles They can be strengthened with practice Were notborn skateboarders or scientists or nurses we must learn how toskateboard do science or care for sick people And our inspirationto change ourselves comes from our desire to live up to thoseidentitiesIn the story of Molly Howard we see that amazing things canhappen when you combine the aspiration of a new identity withthe persistence of the growth mindset Thats how you grow yourpeople

Over the past few chapters weve seen that the centralchallenge of change is keeping the Elephant moving forwardWhereas the Rider needs direction the Elephant needs motivationAnd weve seen that motivation comes from feelingknowledgeisnt enough to motivate change But motivation alsocomes from confidence The Elephant has to believe that its capableof conquering the change And there are two routes tobuilding peoples confidence so that they feel big relative totheir challenge You can shrink the change or grow your people(or preferably both)

Summary Shaping the pathOur picture of change is still incomplete though because itsclear that in some situations even a reluctant Elephant and a confusedRider will manage to change their behavior For instanceconsider the fact that even a lost angry driver who is hopelesslylate for an appointment will stop dutifully for a red lightThats why to make changes stick weve got to think aboutshaping the Path

First you need to tweak theenvironment to provide a free space for discussion At Alpha therotational teams had a private place to meet and that created afree space where the new identity could grow Do your own reformershave a private place where they can meet and coordinate

Second you should build good habits Recall the idea of actiontriggers-visualizing when and where you are going to dosomething important The interns at Alpha were essentially settingaction triggers They thought about what they would sayand how they would act when 9 pm came and the signoutprocess was triggered They mentally rehearsed how they wouldrespond if an argument flared up with the night resident Havemembers of your team rehearsed how theyll react when theymeet resistance from your organizations old guard

Finally you should rally the herd At Alpha the leaders helpedthe reformers find one another and the reformers began to createa language-as we saw in the examples of the designateddriver and Fataki-that allowed them to talk about their valueswith others As a leader you can help prod them to create this languageto find ways to articulate what is different and better aboutthe change you seek

We started the Path section by discussing the Fundamental AttributionError-the tendency to attribute behavior to peoplescharacter rather than to their environments Look again at theteaching-hospital example At Alpha 42 percent of superiors supportedthe change at Beta 66 percent supported it Almost all ofus would have put our money on Beta Not many of us whenconfronted with that data would have immediately thought Yesbut what about the situational forces

At the two hospitals individual character competed with situationalforces and situational forces won This brings us backfull circle to the food drive study where a jerk with clear instructionswas more charitable than a saint with generic instructionsThe line between saints and jerks wasnt as clear as we mighthave thought Neither was the line between supporters and resistersof hospital reformIf the right Path can turn a jerk into a saint then the rightPath can also turn a change enemy into an ally

ReferenceReference book HOW TO CHANGE THINGS WHEN CH ANGE IS HARD

By CHIP HEATH (a professor at the GraduateSchool of Business at Stanford University) and DAN HEATH(a senior fellow at Duke Universitys Centerfor the Advancement of Social Entrepreneurship(CASE))

• Change Management
• Reference
• Slide 3
• Rider
• Elephant
• Main strategy 1 Direct the Rider 1a Follow the brightspot
• Details of Vietnam example
• Slide 8
• Slide 9
• Main strategy 1 Direct the Rider 1b Script the critical move
• Slide 11
• Slide 12
• Main strategy 1 Direct the Rider 1c POINT TO THE DESTINATION
• Main strategy 2 Motivate the Elephant 2a Find the Feeling
• Slide 15
• Slide 16
• Slide 17
• Slide 18
• Slide 19
• Slide 20
• Slide 21
• Slide 22
• Slide 23
• Main strategy 2 Motivate the Elephant 2b Shrink the Change
• Slide 25
• Slide 26
• Slide 27
• Slide 28
• Slide 29
• Slide 30
• Slide 31
• Slide 32
• Slide 33
• Slide 34
• Slide 35
• Slide 36
• Slide 37
• Slide 38
• Slide 39
• Slide 40
• Main strategy 2 Motivate the Elephant 2c Grow your people(creating sense of identity amp instill growth mindset)
• Slide 42
• Slide 43
• Slide 44
• Slide 45
• Slide 46
• Slide 47
• Slide 48
• Slide 49
• Slide 50
• Slide 51
• Slide 52
• Slide 53
• Slide 54
• Slide 55
• Main strategy 3 Shape the path 3a Tweak the environment
• Fundamental attribution error ndash we hurrily judge someonesomething from Direct attributes but forget about situation that may have created those attributes
• Slide 58
• Slide 59
• 3b Build habit
• Slide 61
• Example or strategy to build habit
• 3b Action trigger
• Slide 64
• 3c Rally the herd
• Slide 66
• By STANDER effect ndash humanbeings take decision after looking what others do
• Slide 68
• Slide 69
• Slide 70
• Summary
• Slide 72
• Slide 73
• Summary Direct the Rider(Head rational thinker)
• Summary Motivate the Elephant(Lazy pleasure loving self)
• Slide 76
• Summary Shaping the path
• Slide 78
• Slide 79
• Slide 80
• Slide 81

3b Action trigger

Peter Gollwitzer a psychologist at New York University is thepioneer of work in this area He and colleague Veronika Brandstarterfound that action triggers are quite effective in motivatingaction

By preloading the decisionwe conserve the Riders self-control(it does not have to think about what to do)

In one study they tracked college students who had theoption to earn extra credit in a class by writing a paper about how they spent Christmas Eve But there was a catch To earn the credit they had to submit the paper by December 26 Most studentshad good intentions of writing the paper but only 33 percentof them got around to writing and submitting it Otherstudents in the study were required to set action triggers-tonote in advance exactly when and where they intended to write the report (for example Ill write this report in my dads officeon Christmas morning before everyone gets up) A whopping75 percent of those students wrote the report

3c Rally the herd

bull Social and peer pressure is a very strong force in motivating us to do something

bull So if influential celebrity type people do something the majority follow through Here 8020 rule applies

bull Again if someone could be told that the majority are doing this heshe would like to be the part of the group(here) and comply with Therefore become happy as becoming of a group that fulfills our belonging needs

bull The Elephant constantly looks to the herd for cues about how to behave

bull Other people are getting their work done on time Why wont you

bull RALLY THE HERD Behavior is contagious Help it spread [Fataki in Tanzaniafree spaces in hospitals seeding the tip jar]

By STANDER effect ndash humanbeings take decision after

looking what others doColumbia University students having volunteered for a researchstudy were asked to sit in a room and fill out a surveySome were left alone others were put in rooms with two otherstudents As they filled out their surveys a crisis emergedSmoke began to pour into the room through a wall vent Thesmoke continued to flow in irregular puffs until eventually theroom was filled with haze Of the students sitting in a room bythemselves 75 percent got up and found someone to alert aboutthe smoke But when three students were placed in the roomat the same time only 38 percent of the groups of three ever reportedthe smoke They just sat there inhaling the smoke eachindividuals inaction signaling to the other two people in theroom that this smoke cloud isnt such a big deal

In a similar study individuals or pairs who were completinga survey heard what sounded like a woman falling down loudlyon the other side of a room divider Of the lone bystanders 70percent went to help her but only 40 percent of the pairs helpedEven when the pairs helped they acted more slowly than the individuals

Why do groups fail to respond as well as individualsIn ambiguous situations-smoke pouring into a room theapparent sound of a fall-people look to others for cues abouthow to interpret the event If you see a man suddenly collapse atthe mall your brain races through possible interpretations Its aheart attack Or wait maybe he tripped and fell down Or whatif hes playing a gag on someone Youre reluctant to rush overimmediately because if he simply tripped your alarm-bell behaviorwill leave you both embarrassedIf youre the only person around to react youll probably makeyour best guess-heart attack-and rush over But if theres acrowd youve got two stimuli to process the collapse itself andthe crowds reaction to the collapse You might pause briefly tostudy the crowd Are other people acting like hes had a heart attackYou stand there idling ready to spring into action at thefirst sign of crisis But as you wait other people are looking backat you and when they see you idling your behavior becomes datafor their theory that its not an emergency And thats why threepeople can sit in a room filling with smoke and not make a peep

a group of socialpsychologists persuaded a hotel manager to test out a newsign in the hotel bathrooms The sign didnt mention the environmentat alIi it simply said that the the majority of guests atthe hotel reuse their towels at least once during their stay Itworked-guests who got this sign were 26 percent more likely toreuse their towels They took cues from the herdNote the downside though If the sign had said About 8of our guests decide to reuse their towels new guests would havebeen less likely to reuse theirs

SummaryHOW TO MAKE A SWITCHFor things to change somebody somewhere has to start actingdifferently Maybe its you maybe its your teamPicture that person (or people)Each has an emotional Elephant side and a rational Rider sideYouve got to reach both And youve also got to clear the wayfor them to succeed In short you must do three things

DIRECT the RiderFOLLOW THE BRIGHT SPOTS Investigate whats working and clone it [Jerrysternin in Vietnam solutions-focused therapy]SCRIPT THE CRITICAL MOVES Dont think big picture think in terms of specificbehaviors [1 milk four rules at the Brazilian railroad]POINT TO THE DESTINATION Change is easier when you know where youregoing and why its worth it [You ll be third graders soon No dry holes at BP]

MOTIVATE the ElephantFIND THE FEELING Knowing something isn t enough to cause change Makepeople feel something [Piling gloves on the table the chemotherapy video gameRobyn Waterss demos at Target]SHRINK THE CHANGE Break down the change until it no longer spooks the Elephant[The 5-Minute Room Rescue procurement reform]GROW YOUR PEOPLE Cultivate a sense of identity and instill the growth mindset[Brasilatas inventors junior-high math kids turnaround]

SHAPE the PathTWEAK THE ENVIRONMENT When the situation changes the behaviorchanges So change the situation [Throwing out the phone system at Rackspace1-Click ordering simplifying the online time sheet]BUILD HABITS When behavior is habitual its free-it doesnt tax the RiderLook for ways to encourage habits [Setting action triggers eating two bowls ofsoup while dieting using checklists]RALLY THE HERD Behavior is contagious Help it spread [Fataki in Tanzaniafree spaces in hospitals seeding the tip jar]

Summary Direct the Rider(Head rational thinker)

Heres the good news The Riders strengths are substantialand his flaws can be mitigated When you appeal to the Rider insideyourself or inside others you are trying to influence yourgame plan should be simpleFirst follow the bright spots Think of the Vietnamese childrenwho stayed well nourished against the odds or the Genentechsales reps who racked up sales against the odds AB you analyzeyour situation youre sure to find some things that are workingbetter than others Dont obsess about the failures Instead investigateand clone the successesNext give direction to the Rider-both a start and a finishSend him a destination postcard (Youll be a third grader soon)and script his critical moves (Buy 1 milk) When you do these things youll prepare the Rider to lead aswitch And youll arm him for the ongoing struggles with hisreluctant and formidable partner the Elephant

Summary Motivate the Elephant(Lazy pleasure loving self)

In times of change we need to remind ourselves and others againand again of certain basic truths Our brains and our abilities arelike muscles They can be strengthened with practice Were notborn skateboarders or scientists or nurses we must learn how toskateboard do science or care for sick people And our inspirationto change ourselves comes from our desire to live up to thoseidentitiesIn the story of Molly Howard we see that amazing things canhappen when you combine the aspiration of a new identity withthe persistence of the growth mindset Thats how you grow yourpeople

Over the past few chapters weve seen that the centralchallenge of change is keeping the Elephant moving forwardWhereas the Rider needs direction the Elephant needs motivationAnd weve seen that motivation comes from feelingknowledgeisnt enough to motivate change But motivation alsocomes from confidence The Elephant has to believe that its capableof conquering the change And there are two routes tobuilding peoples confidence so that they feel big relative totheir challenge You can shrink the change or grow your people(or preferably both)

Summary Shaping the pathOur picture of change is still incomplete though because itsclear that in some situations even a reluctant Elephant and a confusedRider will manage to change their behavior For instanceconsider the fact that even a lost angry driver who is hopelesslylate for an appointment will stop dutifully for a red lightThats why to make changes stick weve got to think aboutshaping the Path

First you need to tweak theenvironment to provide a free space for discussion At Alpha therotational teams had a private place to meet and that created afree space where the new identity could grow Do your own reformershave a private place where they can meet and coordinate

Second you should build good habits Recall the idea of actiontriggers-visualizing when and where you are going to dosomething important The interns at Alpha were essentially settingaction triggers They thought about what they would sayand how they would act when 9 pm came and the signoutprocess was triggered They mentally rehearsed how they wouldrespond if an argument flared up with the night resident Havemembers of your team rehearsed how theyll react when theymeet resistance from your organizations old guard

Finally you should rally the herd At Alpha the leaders helpedthe reformers find one another and the reformers began to createa language-as we saw in the examples of the designateddriver and Fataki-that allowed them to talk about their valueswith others As a leader you can help prod them to create this languageto find ways to articulate what is different and better aboutthe change you seek

We started the Path section by discussing the Fundamental AttributionError-the tendency to attribute behavior to peoplescharacter rather than to their environments Look again at theteaching-hospital example At Alpha 42 percent of superiors supportedthe change at Beta 66 percent supported it Almost all ofus would have put our money on Beta Not many of us whenconfronted with that data would have immediately thought Yesbut what about the situational forces

At the two hospitals individual character competed with situationalforces and situational forces won This brings us backfull circle to the food drive study where a jerk with clear instructionswas more charitable than a saint with generic instructionsThe line between saints and jerks wasnt as clear as we mighthave thought Neither was the line between supporters and resistersof hospital reformIf the right Path can turn a jerk into a saint then the rightPath can also turn a change enemy into an ally

ReferenceReference book HOW TO CHANGE THINGS WHEN CH ANGE IS HARD

By CHIP HEATH (a professor at the GraduateSchool of Business at Stanford University) and DAN HEATH(a senior fellow at Duke Universitys Centerfor the Advancement of Social Entrepreneurship(CASE))

• Change Management
• Reference
• Slide 3
• Rider
• Elephant
• Main strategy 1 Direct the Rider 1a Follow the brightspot
• Details of Vietnam example
• Slide 8
• Slide 9
• Main strategy 1 Direct the Rider 1b Script the critical move
• Slide 11
• Slide 12
• Main strategy 1 Direct the Rider 1c POINT TO THE DESTINATION
• Main strategy 2 Motivate the Elephant 2a Find the Feeling
• Slide 15
• Slide 16
• Slide 17
• Slide 18
• Slide 19
• Slide 20
• Slide 21
• Slide 22
• Slide 23
• Main strategy 2 Motivate the Elephant 2b Shrink the Change
• Slide 25
• Slide 26
• Slide 27
• Slide 28
• Slide 29
• Slide 30
• Slide 31
• Slide 32
• Slide 33
• Slide 34
• Slide 35
• Slide 36
• Slide 37
• Slide 38
• Slide 39
• Slide 40
• Main strategy 2 Motivate the Elephant 2c Grow your people(creating sense of identity amp instill growth mindset)
• Slide 42
• Slide 43
• Slide 44
• Slide 45
• Slide 46
• Slide 47
• Slide 48
• Slide 49
• Slide 50
• Slide 51
• Slide 52
• Slide 53
• Slide 54
• Slide 55
• Main strategy 3 Shape the path 3a Tweak the environment
• Fundamental attribution error ndash we hurrily judge someonesomething from Direct attributes but forget about situation that may have created those attributes
• Slide 58
• Slide 59
• 3b Build habit
• Slide 61
• Example or strategy to build habit
• 3b Action trigger
• Slide 64
• 3c Rally the herd
• Slide 66
• By STANDER effect ndash humanbeings take decision after looking what others do
• Slide 68
• Slide 69
• Slide 70
• Summary
• Slide 72
• Slide 73
• Summary Direct the Rider(Head rational thinker)
• Summary Motivate the Elephant(Lazy pleasure loving self)
• Slide 76
• Summary Shaping the path
• Slide 78
• Slide 79
• Slide 80
• Slide 81

In one study they tracked college students who had theoption to earn extra credit in a class by writing a paper about how they spent Christmas Eve But there was a catch To earn the credit they had to submit the paper by December 26 Most studentshad good intentions of writing the paper but only 33 percentof them got around to writing and submitting it Otherstudents in the study were required to set action triggers-tonote in advance exactly when and where they intended to write the report (for example Ill write this report in my dads officeon Christmas morning before everyone gets up) A whopping75 percent of those students wrote the report

3c Rally the herd

bull Social and peer pressure is a very strong force in motivating us to do something

bull So if influential celebrity type people do something the majority follow through Here 8020 rule applies

bull Again if someone could be told that the majority are doing this heshe would like to be the part of the group(here) and comply with Therefore become happy as becoming of a group that fulfills our belonging needs

bull The Elephant constantly looks to the herd for cues about how to behave

bull Other people are getting their work done on time Why wont you

bull RALLY THE HERD Behavior is contagious Help it spread [Fataki in Tanzaniafree spaces in hospitals seeding the tip jar]

By STANDER effect ndash humanbeings take decision after

looking what others doColumbia University students having volunteered for a researchstudy were asked to sit in a room and fill out a surveySome were left alone others were put in rooms with two otherstudents As they filled out their surveys a crisis emergedSmoke began to pour into the room through a wall vent Thesmoke continued to flow in irregular puffs until eventually theroom was filled with haze Of the students sitting in a room bythemselves 75 percent got up and found someone to alert aboutthe smoke But when three students were placed in the roomat the same time only 38 percent of the groups of three ever reportedthe smoke They just sat there inhaling the smoke eachindividuals inaction signaling to the other two people in theroom that this smoke cloud isnt such a big deal

In a similar study individuals or pairs who were completinga survey heard what sounded like a woman falling down loudlyon the other side of a room divider Of the lone bystanders 70percent went to help her but only 40 percent of the pairs helpedEven when the pairs helped they acted more slowly than the individuals

Why do groups fail to respond as well as individualsIn ambiguous situations-smoke pouring into a room theapparent sound of a fall-people look to others for cues abouthow to interpret the event If you see a man suddenly collapse atthe mall your brain races through possible interpretations Its aheart attack Or wait maybe he tripped and fell down Or whatif hes playing a gag on someone Youre reluctant to rush overimmediately because if he simply tripped your alarm-bell behaviorwill leave you both embarrassedIf youre the only person around to react youll probably makeyour best guess-heart attack-and rush over But if theres acrowd youve got two stimuli to process the collapse itself andthe crowds reaction to the collapse You might pause briefly tostudy the crowd Are other people acting like hes had a heart attackYou stand there idling ready to spring into action at thefirst sign of crisis But as you wait other people are looking backat you and when they see you idling your behavior becomes datafor their theory that its not an emergency And thats why threepeople can sit in a room filling with smoke and not make a peep

a group of socialpsychologists persuaded a hotel manager to test out a newsign in the hotel bathrooms The sign didnt mention the environmentat alIi it simply said that the the majority of guests atthe hotel reuse their towels at least once during their stay Itworked-guests who got this sign were 26 percent more likely toreuse their towels They took cues from the herdNote the downside though If the sign had said About 8of our guests decide to reuse their towels new guests would havebeen less likely to reuse theirs

SummaryHOW TO MAKE A SWITCHFor things to change somebody somewhere has to start actingdifferently Maybe its you maybe its your teamPicture that person (or people)Each has an emotional Elephant side and a rational Rider sideYouve got to reach both And youve also got to clear the wayfor them to succeed In short you must do three things

DIRECT the RiderFOLLOW THE BRIGHT SPOTS Investigate whats working and clone it [Jerrysternin in Vietnam solutions-focused therapy]SCRIPT THE CRITICAL MOVES Dont think big picture think in terms of specificbehaviors [1 milk four rules at the Brazilian railroad]POINT TO THE DESTINATION Change is easier when you know where youregoing and why its worth it [You ll be third graders soon No dry holes at BP]

MOTIVATE the ElephantFIND THE FEELING Knowing something isn t enough to cause change Makepeople feel something [Piling gloves on the table the chemotherapy video gameRobyn Waterss demos at Target]SHRINK THE CHANGE Break down the change until it no longer spooks the Elephant[The 5-Minute Room Rescue procurement reform]GROW YOUR PEOPLE Cultivate a sense of identity and instill the growth mindset[Brasilatas inventors junior-high math kids turnaround]

SHAPE the PathTWEAK THE ENVIRONMENT When the situation changes the behaviorchanges So change the situation [Throwing out the phone system at Rackspace1-Click ordering simplifying the online time sheet]BUILD HABITS When behavior is habitual its free-it doesnt tax the RiderLook for ways to encourage habits [Setting action triggers eating two bowls ofsoup while dieting using checklists]RALLY THE HERD Behavior is contagious Help it spread [Fataki in Tanzaniafree spaces in hospitals seeding the tip jar]

Summary Direct the Rider(Head rational thinker)

Heres the good news The Riders strengths are substantialand his flaws can be mitigated When you appeal to the Rider insideyourself or inside others you are trying to influence yourgame plan should be simpleFirst follow the bright spots Think of the Vietnamese childrenwho stayed well nourished against the odds or the Genentechsales reps who racked up sales against the odds AB you analyzeyour situation youre sure to find some things that are workingbetter than others Dont obsess about the failures Instead investigateand clone the successesNext give direction to the Rider-both a start and a finishSend him a destination postcard (Youll be a third grader soon)and script his critical moves (Buy 1 milk) When you do these things youll prepare the Rider to lead aswitch And youll arm him for the ongoing struggles with hisreluctant and formidable partner the Elephant

Summary Motivate the Elephant(Lazy pleasure loving self)

In times of change we need to remind ourselves and others againand again of certain basic truths Our brains and our abilities arelike muscles They can be strengthened with practice Were notborn skateboarders or scientists or nurses we must learn how toskateboard do science or care for sick people And our inspirationto change ourselves comes from our desire to live up to thoseidentitiesIn the story of Molly Howard we see that amazing things canhappen when you combine the aspiration of a new identity withthe persistence of the growth mindset Thats how you grow yourpeople

Over the past few chapters weve seen that the centralchallenge of change is keeping the Elephant moving forwardWhereas the Rider needs direction the Elephant needs motivationAnd weve seen that motivation comes from feelingknowledgeisnt enough to motivate change But motivation alsocomes from confidence The Elephant has to believe that its capableof conquering the change And there are two routes tobuilding peoples confidence so that they feel big relative totheir challenge You can shrink the change or grow your people(or preferably both)

Summary Shaping the pathOur picture of change is still incomplete though because itsclear that in some situations even a reluctant Elephant and a confusedRider will manage to change their behavior For instanceconsider the fact that even a lost angry driver who is hopelesslylate for an appointment will stop dutifully for a red lightThats why to make changes stick weve got to think aboutshaping the Path

First you need to tweak theenvironment to provide a free space for discussion At Alpha therotational teams had a private place to meet and that created afree space where the new identity could grow Do your own reformershave a private place where they can meet and coordinate

Second you should build good habits Recall the idea of actiontriggers-visualizing when and where you are going to dosomething important The interns at Alpha were essentially settingaction triggers They thought about what they would sayand how they would act when 9 pm came and the signoutprocess was triggered They mentally rehearsed how they wouldrespond if an argument flared up with the night resident Havemembers of your team rehearsed how theyll react when theymeet resistance from your organizations old guard

Finally you should rally the herd At Alpha the leaders helpedthe reformers find one another and the reformers began to createa language-as we saw in the examples of the designateddriver and Fataki-that allowed them to talk about their valueswith others As a leader you can help prod them to create this languageto find ways to articulate what is different and better aboutthe change you seek

We started the Path section by discussing the Fundamental AttributionError-the tendency to attribute behavior to peoplescharacter rather than to their environments Look again at theteaching-hospital example At Alpha 42 percent of superiors supportedthe change at Beta 66 percent supported it Almost all ofus would have put our money on Beta Not many of us whenconfronted with that data would have immediately thought Yesbut what about the situational forces

At the two hospitals individual character competed with situationalforces and situational forces won This brings us backfull circle to the food drive study where a jerk with clear instructionswas more charitable than a saint with generic instructionsThe line between saints and jerks wasnt as clear as we mighthave thought Neither was the line between supporters and resistersof hospital reformIf the right Path can turn a jerk into a saint then the rightPath can also turn a change enemy into an ally

ReferenceReference book HOW TO CHANGE THINGS WHEN CH ANGE IS HARD

By CHIP HEATH (a professor at the GraduateSchool of Business at Stanford University) and DAN HEATH(a senior fellow at Duke Universitys Centerfor the Advancement of Social Entrepreneurship(CASE))

• Change Management
• Reference
• Slide 3
• Rider
• Elephant
• Main strategy 1 Direct the Rider 1a Follow the brightspot
• Details of Vietnam example
• Slide 8
• Slide 9
• Main strategy 1 Direct the Rider 1b Script the critical move
• Slide 11
• Slide 12
• Main strategy 1 Direct the Rider 1c POINT TO THE DESTINATION
• Main strategy 2 Motivate the Elephant 2a Find the Feeling
• Slide 15
• Slide 16
• Slide 17
• Slide 18
• Slide 19
• Slide 20
• Slide 21
• Slide 22
• Slide 23
• Main strategy 2 Motivate the Elephant 2b Shrink the Change
• Slide 25
• Slide 26
• Slide 27
• Slide 28
• Slide 29
• Slide 30
• Slide 31
• Slide 32
• Slide 33
• Slide 34
• Slide 35
• Slide 36
• Slide 37
• Slide 38
• Slide 39
• Slide 40
• Main strategy 2 Motivate the Elephant 2c Grow your people(creating sense of identity amp instill growth mindset)
• Slide 42
• Slide 43
• Slide 44
• Slide 45
• Slide 46
• Slide 47
• Slide 48
• Slide 49
• Slide 50
• Slide 51
• Slide 52
• Slide 53
• Slide 54
• Slide 55
• Main strategy 3 Shape the path 3a Tweak the environment
• Fundamental attribution error ndash we hurrily judge someonesomething from Direct attributes but forget about situation that may have created those attributes
• Slide 58
• Slide 59
• 3b Build habit
• Slide 61
• Example or strategy to build habit
• 3b Action trigger
• Slide 64
• 3c Rally the herd
• Slide 66
• By STANDER effect ndash humanbeings take decision after looking what others do
• Slide 68
• Slide 69
• Slide 70
• Summary
• Slide 72
• Slide 73
• Summary Direct the Rider(Head rational thinker)
• Summary Motivate the Elephant(Lazy pleasure loving self)
• Slide 76
• Summary Shaping the path
• Slide 78
• Slide 79
• Slide 80
• Slide 81

3c Rally the herd

bull Social and peer pressure is a very strong force in motivating us to do something

bull So if influential celebrity type people do something the majority follow through Here 8020 rule applies

bull Again if someone could be told that the majority are doing this heshe would like to be the part of the group(here) and comply with Therefore become happy as becoming of a group that fulfills our belonging needs

bull The Elephant constantly looks to the herd for cues about how to behave

bull Other people are getting their work done on time Why wont you

bull RALLY THE HERD Behavior is contagious Help it spread [Fataki in Tanzaniafree spaces in hospitals seeding the tip jar]

By STANDER effect ndash humanbeings take decision after

looking what others doColumbia University students having volunteered for a researchstudy were asked to sit in a room and fill out a surveySome were left alone others were put in rooms with two otherstudents As they filled out their surveys a crisis emergedSmoke began to pour into the room through a wall vent Thesmoke continued to flow in irregular puffs until eventually theroom was filled with haze Of the students sitting in a room bythemselves 75 percent got up and found someone to alert aboutthe smoke But when three students were placed in the roomat the same time only 38 percent of the groups of three ever reportedthe smoke They just sat there inhaling the smoke eachindividuals inaction signaling to the other two people in theroom that this smoke cloud isnt such a big deal

In a similar study individuals or pairs who were completinga survey heard what sounded like a woman falling down loudlyon the other side of a room divider Of the lone bystanders 70percent went to help her but only 40 percent of the pairs helpedEven when the pairs helped they acted more slowly than the individuals

Why do groups fail to respond as well as individualsIn ambiguous situations-smoke pouring into a room theapparent sound of a fall-people look to others for cues abouthow to interpret the event If you see a man suddenly collapse atthe mall your brain races through possible interpretations Its aheart attack Or wait maybe he tripped and fell down Or whatif hes playing a gag on someone Youre reluctant to rush overimmediately because if he simply tripped your alarm-bell behaviorwill leave you both embarrassedIf youre the only person around to react youll probably makeyour best guess-heart attack-and rush over But if theres acrowd youve got two stimuli to process the collapse itself andthe crowds reaction to the collapse You might pause briefly tostudy the crowd Are other people acting like hes had a heart attackYou stand there idling ready to spring into action at thefirst sign of crisis But as you wait other people are looking backat you and when they see you idling your behavior becomes datafor their theory that its not an emergency And thats why threepeople can sit in a room filling with smoke and not make a peep

a group of socialpsychologists persuaded a hotel manager to test out a newsign in the hotel bathrooms The sign didnt mention the environmentat alIi it simply said that the the majority of guests atthe hotel reuse their towels at least once during their stay Itworked-guests who got this sign were 26 percent more likely toreuse their towels They took cues from the herdNote the downside though If the sign had said About 8of our guests decide to reuse their towels new guests would havebeen less likely to reuse theirs

SummaryHOW TO MAKE A SWITCHFor things to change somebody somewhere has to start actingdifferently Maybe its you maybe its your teamPicture that person (or people)Each has an emotional Elephant side and a rational Rider sideYouve got to reach both And youve also got to clear the wayfor them to succeed In short you must do three things

DIRECT the RiderFOLLOW THE BRIGHT SPOTS Investigate whats working and clone it [Jerrysternin in Vietnam solutions-focused therapy]SCRIPT THE CRITICAL MOVES Dont think big picture think in terms of specificbehaviors [1 milk four rules at the Brazilian railroad]POINT TO THE DESTINATION Change is easier when you know where youregoing and why its worth it [You ll be third graders soon No dry holes at BP]

MOTIVATE the ElephantFIND THE FEELING Knowing something isn t enough to cause change Makepeople feel something [Piling gloves on the table the chemotherapy video gameRobyn Waterss demos at Target]SHRINK THE CHANGE Break down the change until it no longer spooks the Elephant[The 5-Minute Room Rescue procurement reform]GROW YOUR PEOPLE Cultivate a sense of identity and instill the growth mindset[Brasilatas inventors junior-high math kids turnaround]

SHAPE the PathTWEAK THE ENVIRONMENT When the situation changes the behaviorchanges So change the situation [Throwing out the phone system at Rackspace1-Click ordering simplifying the online time sheet]BUILD HABITS When behavior is habitual its free-it doesnt tax the RiderLook for ways to encourage habits [Setting action triggers eating two bowls ofsoup while dieting using checklists]RALLY THE HERD Behavior is contagious Help it spread [Fataki in Tanzaniafree spaces in hospitals seeding the tip jar]

Summary Direct the Rider(Head rational thinker)

Heres the good news The Riders strengths are substantialand his flaws can be mitigated When you appeal to the Rider insideyourself or inside others you are trying to influence yourgame plan should be simpleFirst follow the bright spots Think of the Vietnamese childrenwho stayed well nourished against the odds or the Genentechsales reps who racked up sales against the odds AB you analyzeyour situation youre sure to find some things that are workingbetter than others Dont obsess about the failures Instead investigateand clone the successesNext give direction to the Rider-both a start and a finishSend him a destination postcard (Youll be a third grader soon)and script his critical moves (Buy 1 milk) When you do these things youll prepare the Rider to lead aswitch And youll arm him for the ongoing struggles with hisreluctant and formidable partner the Elephant

Summary Motivate the Elephant(Lazy pleasure loving self)

In times of change we need to remind ourselves and others againand again of certain basic truths Our brains and our abilities arelike muscles They can be strengthened with practice Were notborn skateboarders or scientists or nurses we must learn how toskateboard do science or care for sick people And our inspirationto change ourselves comes from our desire to live up to thoseidentitiesIn the story of Molly Howard we see that amazing things canhappen when you combine the aspiration of a new identity withthe persistence of the growth mindset Thats how you grow yourpeople

Over the past few chapters weve seen that the centralchallenge of change is keeping the Elephant moving forwardWhereas the Rider needs direction the Elephant needs motivationAnd weve seen that motivation comes from feelingknowledgeisnt enough to motivate change But motivation alsocomes from confidence The Elephant has to believe that its capableof conquering the change And there are two routes tobuilding peoples confidence so that they feel big relative totheir challenge You can shrink the change or grow your people(or preferably both)

Summary Shaping the pathOur picture of change is still incomplete though because itsclear that in some situations even a reluctant Elephant and a confusedRider will manage to change their behavior For instanceconsider the fact that even a lost angry driver who is hopelesslylate for an appointment will stop dutifully for a red lightThats why to make changes stick weve got to think aboutshaping the Path

First you need to tweak theenvironment to provide a free space for discussion At Alpha therotational teams had a private place to meet and that created afree space where the new identity could grow Do your own reformershave a private place where they can meet and coordinate

Second you should build good habits Recall the idea of actiontriggers-visualizing when and where you are going to dosomething important The interns at Alpha were essentially settingaction triggers They thought about what they would sayand how they would act when 9 pm came and the signoutprocess was triggered They mentally rehearsed how they wouldrespond if an argument flared up with the night resident Havemembers of your team rehearsed how theyll react when theymeet resistance from your organizations old guard

Finally you should rally the herd At Alpha the leaders helpedthe reformers find one another and the reformers began to createa language-as we saw in the examples of the designateddriver and Fataki-that allowed them to talk about their valueswith others As a leader you can help prod them to create this languageto find ways to articulate what is different and better aboutthe change you seek

We started the Path section by discussing the Fundamental AttributionError-the tendency to attribute behavior to peoplescharacter rather than to their environments Look again at theteaching-hospital example At Alpha 42 percent of superiors supportedthe change at Beta 66 percent supported it Almost all ofus would have put our money on Beta Not many of us whenconfronted with that data would have immediately thought Yesbut what about the situational forces

At the two hospitals individual character competed with situationalforces and situational forces won This brings us backfull circle to the food drive study where a jerk with clear instructionswas more charitable than a saint with generic instructionsThe line between saints and jerks wasnt as clear as we mighthave thought Neither was the line between supporters and resistersof hospital reformIf the right Path can turn a jerk into a saint then the rightPath can also turn a change enemy into an ally

ReferenceReference book HOW TO CHANGE THINGS WHEN CH ANGE IS HARD

By CHIP HEATH (a professor at the GraduateSchool of Business at Stanford University) and DAN HEATH(a senior fellow at Duke Universitys Centerfor the Advancement of Social Entrepreneurship(CASE))

• Change Management
• Reference
• Slide 3
• Rider
• Elephant
• Main strategy 1 Direct the Rider 1a Follow the brightspot
• Details of Vietnam example
• Slide 8
• Slide 9
• Main strategy 1 Direct the Rider 1b Script the critical move
• Slide 11
• Slide 12
• Main strategy 1 Direct the Rider 1c POINT TO THE DESTINATION
• Main strategy 2 Motivate the Elephant 2a Find the Feeling
• Slide 15
• Slide 16
• Slide 17
• Slide 18
• Slide 19
• Slide 20
• Slide 21
• Slide 22
• Slide 23
• Main strategy 2 Motivate the Elephant 2b Shrink the Change
• Slide 25
• Slide 26
• Slide 27
• Slide 28
• Slide 29
• Slide 30
• Slide 31
• Slide 32
• Slide 33
• Slide 34
• Slide 35
• Slide 36
• Slide 37
• Slide 38
• Slide 39
• Slide 40
• Main strategy 2 Motivate the Elephant 2c Grow your people(creating sense of identity amp instill growth mindset)
• Slide 42
• Slide 43
• Slide 44
• Slide 45
• Slide 46
• Slide 47
• Slide 48
• Slide 49
• Slide 50
• Slide 51
• Slide 52
• Slide 53
• Slide 54
• Slide 55
• Main strategy 3 Shape the path 3a Tweak the environment
• Fundamental attribution error ndash we hurrily judge someonesomething from Direct attributes but forget about situation that may have created those attributes
• Slide 58
• Slide 59
• 3b Build habit
• Slide 61
• Example or strategy to build habit
• 3b Action trigger
• Slide 64
• 3c Rally the herd
• Slide 66
• By STANDER effect ndash humanbeings take decision after looking what others do
• Slide 68
• Slide 69
• Slide 70
• Summary
• Slide 72
• Slide 73
• Summary Direct the Rider(Head rational thinker)
• Summary Motivate the Elephant(Lazy pleasure loving self)
• Slide 76
• Summary Shaping the path
• Slide 78
• Slide 79
• Slide 80
• Slide 81

bull RALLY THE HERD Behavior is contagious Help it spread [Fataki in Tanzaniafree spaces in hospitals seeding the tip jar]

By STANDER effect ndash humanbeings take decision after

looking what others doColumbia University students having volunteered for a researchstudy were asked to sit in a room and fill out a surveySome were left alone others were put in rooms with two otherstudents As they filled out their surveys a crisis emergedSmoke began to pour into the room through a wall vent Thesmoke continued to flow in irregular puffs until eventually theroom was filled with haze Of the students sitting in a room bythemselves 75 percent got up and found someone to alert aboutthe smoke But when three students were placed in the roomat the same time only 38 percent of the groups of three ever reportedthe smoke They just sat there inhaling the smoke eachindividuals inaction signaling to the other two people in theroom that this smoke cloud isnt such a big deal

In a similar study individuals or pairs who were completinga survey heard what sounded like a woman falling down loudlyon the other side of a room divider Of the lone bystanders 70percent went to help her but only 40 percent of the pairs helpedEven when the pairs helped they acted more slowly than the individuals

Why do groups fail to respond as well as individualsIn ambiguous situations-smoke pouring into a room theapparent sound of a fall-people look to others for cues abouthow to interpret the event If you see a man suddenly collapse atthe mall your brain races through possible interpretations Its aheart attack Or wait maybe he tripped and fell down Or whatif hes playing a gag on someone Youre reluctant to rush overimmediately because if he simply tripped your alarm-bell behaviorwill leave you both embarrassedIf youre the only person around to react youll probably makeyour best guess-heart attack-and rush over But if theres acrowd youve got two stimuli to process the collapse itself andthe crowds reaction to the collapse You might pause briefly tostudy the crowd Are other people acting like hes had a heart attackYou stand there idling ready to spring into action at thefirst sign of crisis But as you wait other people are looking backat you and when they see you idling your behavior becomes datafor their theory that its not an emergency And thats why threepeople can sit in a room filling with smoke and not make a peep

a group of socialpsychologists persuaded a hotel manager to test out a newsign in the hotel bathrooms The sign didnt mention the environmentat alIi it simply said that the the majority of guests atthe hotel reuse their towels at least once during their stay Itworked-guests who got this sign were 26 percent more likely toreuse their towels They took cues from the herdNote the downside though If the sign had said About 8of our guests decide to reuse their towels new guests would havebeen less likely to reuse theirs

SummaryHOW TO MAKE A SWITCHFor things to change somebody somewhere has to start actingdifferently Maybe its you maybe its your teamPicture that person (or people)Each has an emotional Elephant side and a rational Rider sideYouve got to reach both And youve also got to clear the wayfor them to succeed In short you must do three things

DIRECT the RiderFOLLOW THE BRIGHT SPOTS Investigate whats working and clone it [Jerrysternin in Vietnam solutions-focused therapy]SCRIPT THE CRITICAL MOVES Dont think big picture think in terms of specificbehaviors [1 milk four rules at the Brazilian railroad]POINT TO THE DESTINATION Change is easier when you know where youregoing and why its worth it [You ll be third graders soon No dry holes at BP]

MOTIVATE the ElephantFIND THE FEELING Knowing something isn t enough to cause change Makepeople feel something [Piling gloves on the table the chemotherapy video gameRobyn Waterss demos at Target]SHRINK THE CHANGE Break down the change until it no longer spooks the Elephant[The 5-Minute Room Rescue procurement reform]GROW YOUR PEOPLE Cultivate a sense of identity and instill the growth mindset[Brasilatas inventors junior-high math kids turnaround]

SHAPE the PathTWEAK THE ENVIRONMENT When the situation changes the behaviorchanges So change the situation [Throwing out the phone system at Rackspace1-Click ordering simplifying the online time sheet]BUILD HABITS When behavior is habitual its free-it doesnt tax the RiderLook for ways to encourage habits [Setting action triggers eating two bowls ofsoup while dieting using checklists]RALLY THE HERD Behavior is contagious Help it spread [Fataki in Tanzaniafree spaces in hospitals seeding the tip jar]

Summary Direct the Rider(Head rational thinker)

Heres the good news The Riders strengths are substantialand his flaws can be mitigated When you appeal to the Rider insideyourself or inside others you are trying to influence yourgame plan should be simpleFirst follow the bright spots Think of the Vietnamese childrenwho stayed well nourished against the odds or the Genentechsales reps who racked up sales against the odds AB you analyzeyour situation youre sure to find some things that are workingbetter than others Dont obsess about the failures Instead investigateand clone the successesNext give direction to the Rider-both a start and a finishSend him a destination postcard (Youll be a third grader soon)and script his critical moves (Buy 1 milk) When you do these things youll prepare the Rider to lead aswitch And youll arm him for the ongoing struggles with hisreluctant and formidable partner the Elephant

Summary Motivate the Elephant(Lazy pleasure loving self)

In times of change we need to remind ourselves and others againand again of certain basic truths Our brains and our abilities arelike muscles They can be strengthened with practice Were notborn skateboarders or scientists or nurses we must learn how toskateboard do science or care for sick people And our inspirationto change ourselves comes from our desire to live up to thoseidentitiesIn the story of Molly Howard we see that amazing things canhappen when you combine the aspiration of a new identity withthe persistence of the growth mindset Thats how you grow yourpeople

Over the past few chapters weve seen that the centralchallenge of change is keeping the Elephant moving forwardWhereas the Rider needs direction the Elephant needs motivationAnd weve seen that motivation comes from feelingknowledgeisnt enough to motivate change But motivation alsocomes from confidence The Elephant has to believe that its capableof conquering the change And there are two routes tobuilding peoples confidence so that they feel big relative totheir challenge You can shrink the change or grow your people(or preferably both)

Summary Shaping the pathOur picture of change is still incomplete though because itsclear that in some situations even a reluctant Elephant and a confusedRider will manage to change their behavior For instanceconsider the fact that even a lost angry driver who is hopelesslylate for an appointment will stop dutifully for a red lightThats why to make changes stick weve got to think aboutshaping the Path

First you need to tweak theenvironment to provide a free space for discussion At Alpha therotational teams had a private place to meet and that created afree space where the new identity could grow Do your own reformershave a private place where they can meet and coordinate

Second you should build good habits Recall the idea of actiontriggers-visualizing when and where you are going to dosomething important The interns at Alpha were essentially settingaction triggers They thought about what they would sayand how they would act when 9 pm came and the signoutprocess was triggered They mentally rehearsed how they wouldrespond if an argument flared up with the night resident Havemembers of your team rehearsed how theyll react when theymeet resistance from your organizations old guard

Finally you should rally the herd At Alpha the leaders helpedthe reformers find one another and the reformers began to createa language-as we saw in the examples of the designateddriver and Fataki-that allowed them to talk about their valueswith others As a leader you can help prod them to create this languageto find ways to articulate what is different and better aboutthe change you seek

We started the Path section by discussing the Fundamental AttributionError-the tendency to attribute behavior to peoplescharacter rather than to their environments Look again at theteaching-hospital example At Alpha 42 percent of superiors supportedthe change at Beta 66 percent supported it Almost all ofus would have put our money on Beta Not many of us whenconfronted with that data would have immediately thought Yesbut what about the situational forces

At the two hospitals individual character competed with situationalforces and situational forces won This brings us backfull circle to the food drive study where a jerk with clear instructionswas more charitable than a saint with generic instructionsThe line between saints and jerks wasnt as clear as we mighthave thought Neither was the line between supporters and resistersof hospital reformIf the right Path can turn a jerk into a saint then the rightPath can also turn a change enemy into an ally

ReferenceReference book HOW TO CHANGE THINGS WHEN CH ANGE IS HARD

By CHIP HEATH (a professor at the GraduateSchool of Business at Stanford University) and DAN HEATH(a senior fellow at Duke Universitys Centerfor the Advancement of Social Entrepreneurship(CASE))

• Change Management
• Reference
• Slide 3
• Rider
• Elephant
• Main strategy 1 Direct the Rider 1a Follow the brightspot
• Details of Vietnam example
• Slide 8
• Slide 9
• Main strategy 1 Direct the Rider 1b Script the critical move
• Slide 11
• Slide 12
• Main strategy 1 Direct the Rider 1c POINT TO THE DESTINATION
• Main strategy 2 Motivate the Elephant 2a Find the Feeling
• Slide 15
• Slide 16
• Slide 17
• Slide 18
• Slide 19
• Slide 20
• Slide 21
• Slide 22
• Slide 23
• Main strategy 2 Motivate the Elephant 2b Shrink the Change
• Slide 25
• Slide 26
• Slide 27
• Slide 28
• Slide 29
• Slide 30
• Slide 31
• Slide 32
• Slide 33
• Slide 34
• Slide 35
• Slide 36
• Slide 37
• Slide 38
• Slide 39
• Slide 40
• Main strategy 2 Motivate the Elephant 2c Grow your people(creating sense of identity amp instill growth mindset)
• Slide 42
• Slide 43
• Slide 44
• Slide 45
• Slide 46
• Slide 47
• Slide 48
• Slide 49
• Slide 50
• Slide 51
• Slide 52
• Slide 53
• Slide 54
• Slide 55
• Main strategy 3 Shape the path 3a Tweak the environment
• Fundamental attribution error ndash we hurrily judge someonesomething from Direct attributes but forget about situation that may have created those attributes
• Slide 58
• Slide 59
• 3b Build habit
• Slide 61
• Example or strategy to build habit
• 3b Action trigger
• Slide 64
• 3c Rally the herd
• Slide 66
• By STANDER effect ndash humanbeings take decision after looking what others do
• Slide 68
• Slide 69
• Slide 70
• Summary
• Slide 72
• Slide 73
• Summary Direct the Rider(Head rational thinker)
• Summary Motivate the Elephant(Lazy pleasure loving self)
• Slide 76
• Summary Shaping the path
• Slide 78
• Slide 79
• Slide 80
• Slide 81

By STANDER effect ndash humanbeings take decision after

looking what others doColumbia University students having volunteered for a researchstudy were asked to sit in a room and fill out a surveySome were left alone others were put in rooms with two otherstudents As they filled out their surveys a crisis emergedSmoke began to pour into the room through a wall vent Thesmoke continued to flow in irregular puffs until eventually theroom was filled with haze Of the students sitting in a room bythemselves 75 percent got up and found someone to alert aboutthe smoke But when three students were placed in the roomat the same time only 38 percent of the groups of three ever reportedthe smoke They just sat there inhaling the smoke eachindividuals inaction signaling to the other two people in theroom that this smoke cloud isnt such a big deal

In a similar study individuals or pairs who were completinga survey heard what sounded like a woman falling down loudlyon the other side of a room divider Of the lone bystanders 70percent went to help her but only 40 percent of the pairs helpedEven when the pairs helped they acted more slowly than the individuals

Why do groups fail to respond as well as individualsIn ambiguous situations-smoke pouring into a room theapparent sound of a fall-people look to others for cues abouthow to interpret the event If you see a man suddenly collapse atthe mall your brain races through possible interpretations Its aheart attack Or wait maybe he tripped and fell down Or whatif hes playing a gag on someone Youre reluctant to rush overimmediately because if he simply tripped your alarm-bell behaviorwill leave you both embarrassedIf youre the only person around to react youll probably makeyour best guess-heart attack-and rush over But if theres acrowd youve got two stimuli to process the collapse itself andthe crowds reaction to the collapse You might pause briefly tostudy the crowd Are other people acting like hes had a heart attackYou stand there idling ready to spring into action at thefirst sign of crisis But as you wait other people are looking backat you and when they see you idling your behavior becomes datafor their theory that its not an emergency And thats why threepeople can sit in a room filling with smoke and not make a peep

a group of socialpsychologists persuaded a hotel manager to test out a newsign in the hotel bathrooms The sign didnt mention the environmentat alIi it simply said that the the majority of guests atthe hotel reuse their towels at least once during their stay Itworked-guests who got this sign were 26 percent more likely toreuse their towels They took cues from the herdNote the downside though If the sign had said About 8of our guests decide to reuse their towels new guests would havebeen less likely to reuse theirs

SummaryHOW TO MAKE A SWITCHFor things to change somebody somewhere has to start actingdifferently Maybe its you maybe its your teamPicture that person (or people)Each has an emotional Elephant side and a rational Rider sideYouve got to reach both And youve also got to clear the wayfor them to succeed In short you must do three things

DIRECT the RiderFOLLOW THE BRIGHT SPOTS Investigate whats working and clone it [Jerrysternin in Vietnam solutions-focused therapy]SCRIPT THE CRITICAL MOVES Dont think big picture think in terms of specificbehaviors [1 milk four rules at the Brazilian railroad]POINT TO THE DESTINATION Change is easier when you know where youregoing and why its worth it [You ll be third graders soon No dry holes at BP]

MOTIVATE the ElephantFIND THE FEELING Knowing something isn t enough to cause change Makepeople feel something [Piling gloves on the table the chemotherapy video gameRobyn Waterss demos at Target]SHRINK THE CHANGE Break down the change until it no longer spooks the Elephant[The 5-Minute Room Rescue procurement reform]GROW YOUR PEOPLE Cultivate a sense of identity and instill the growth mindset[Brasilatas inventors junior-high math kids turnaround]

SHAPE the PathTWEAK THE ENVIRONMENT When the situation changes the behaviorchanges So change the situation [Throwing out the phone system at Rackspace1-Click ordering simplifying the online time sheet]BUILD HABITS When behavior is habitual its free-it doesnt tax the RiderLook for ways to encourage habits [Setting action triggers eating two bowls ofsoup while dieting using checklists]RALLY THE HERD Behavior is contagious Help it spread [Fataki in Tanzaniafree spaces in hospitals seeding the tip jar]

Summary Direct the Rider(Head rational thinker)

Heres the good news The Riders strengths are substantialand his flaws can be mitigated When you appeal to the Rider insideyourself or inside others you are trying to influence yourgame plan should be simpleFirst follow the bright spots Think of the Vietnamese childrenwho stayed well nourished against the odds or the Genentechsales reps who racked up sales against the odds AB you analyzeyour situation youre sure to find some things that are workingbetter than others Dont obsess about the failures Instead investigateand clone the successesNext give direction to the Rider-both a start and a finishSend him a destination postcard (Youll be a third grader soon)and script his critical moves (Buy 1 milk) When you do these things youll prepare the Rider to lead aswitch And youll arm him for the ongoing struggles with hisreluctant and formidable partner the Elephant

Summary Motivate the Elephant(Lazy pleasure loving self)

In times of change we need to remind ourselves and others againand again of certain basic truths Our brains and our abilities arelike muscles They can be strengthened with practice Were notborn skateboarders or scientists or nurses we must learn how toskateboard do science or care for sick people And our inspirationto change ourselves comes from our desire to live up to thoseidentitiesIn the story of Molly Howard we see that amazing things canhappen when you combine the aspiration of a new identity withthe persistence of the growth mindset Thats how you grow yourpeople

Over the past few chapters weve seen that the centralchallenge of change is keeping the Elephant moving forwardWhereas the Rider needs direction the Elephant needs motivationAnd weve seen that motivation comes from feelingknowledgeisnt enough to motivate change But motivation alsocomes from confidence The Elephant has to believe that its capableof conquering the change And there are two routes tobuilding peoples confidence so that they feel big relative totheir challenge You can shrink the change or grow your people(or preferably both)

Summary Shaping the pathOur picture of change is still incomplete though because itsclear that in some situations even a reluctant Elephant and a confusedRider will manage to change their behavior For instanceconsider the fact that even a lost angry driver who is hopelesslylate for an appointment will stop dutifully for a red lightThats why to make changes stick weve got to think aboutshaping the Path

First you need to tweak theenvironment to provide a free space for discussion At Alpha therotational teams had a private place to meet and that created afree space where the new identity could grow Do your own reformershave a private place where they can meet and coordinate

Second you should build good habits Recall the idea of actiontriggers-visualizing when and where you are going to dosomething important The interns at Alpha were essentially settingaction triggers They thought about what they would sayand how they would act when 9 pm came and the signoutprocess was triggered They mentally rehearsed how they wouldrespond if an argument flared up with the night resident Havemembers of your team rehearsed how theyll react when theymeet resistance from your organizations old guard

Finally you should rally the herd At Alpha the leaders helpedthe reformers find one another and the reformers began to createa language-as we saw in the examples of the designateddriver and Fataki-that allowed them to talk about their valueswith others As a leader you can help prod them to create this languageto find ways to articulate what is different and better aboutthe change you seek

We started the Path section by discussing the Fundamental AttributionError-the tendency to attribute behavior to peoplescharacter rather than to their environments Look again at theteaching-hospital example At Alpha 42 percent of superiors supportedthe change at Beta 66 percent supported it Almost all ofus would have put our money on Beta Not many of us whenconfronted with that data would have immediately thought Yesbut what about the situational forces

At the two hospitals individual character competed with situationalforces and situational forces won This brings us backfull circle to the food drive study where a jerk with clear instructionswas more charitable than a saint with generic instructionsThe line between saints and jerks wasnt as clear as we mighthave thought Neither was the line between supporters and resistersof hospital reformIf the right Path can turn a jerk into a saint then the rightPath can also turn a change enemy into an ally

ReferenceReference book HOW TO CHANGE THINGS WHEN CH ANGE IS HARD

By CHIP HEATH (a professor at the GraduateSchool of Business at Stanford University) and DAN HEATH(a senior fellow at Duke Universitys Centerfor the Advancement of Social Entrepreneurship(CASE))

• Change Management
• Reference
• Slide 3
• Rider
• Elephant
• Main strategy 1 Direct the Rider 1a Follow the brightspot
• Details of Vietnam example
• Slide 8
• Slide 9
• Main strategy 1 Direct the Rider 1b Script the critical move
• Slide 11
• Slide 12
• Main strategy 1 Direct the Rider 1c POINT TO THE DESTINATION
• Main strategy 2 Motivate the Elephant 2a Find the Feeling
• Slide 15
• Slide 16
• Slide 17
• Slide 18
• Slide 19
• Slide 20
• Slide 21
• Slide 22
• Slide 23
• Main strategy 2 Motivate the Elephant 2b Shrink the Change
• Slide 25
• Slide 26
• Slide 27
• Slide 28
• Slide 29
• Slide 30
• Slide 31
• Slide 32
• Slide 33
• Slide 34
• Slide 35
• Slide 36
• Slide 37
• Slide 38
• Slide 39
• Slide 40
• Main strategy 2 Motivate the Elephant 2c Grow your people(creating sense of identity amp instill growth mindset)
• Slide 42
• Slide 43
• Slide 44
• Slide 45
• Slide 46
• Slide 47
• Slide 48
• Slide 49
• Slide 50
• Slide 51
• Slide 52
• Slide 53
• Slide 54
• Slide 55
• Main strategy 3 Shape the path 3a Tweak the environment
• Fundamental attribution error ndash we hurrily judge someonesomething from Direct attributes but forget about situation that may have created those attributes
• Slide 58
• Slide 59
• 3b Build habit
• Slide 61
• Example or strategy to build habit
• 3b Action trigger
• Slide 64
• 3c Rally the herd
• Slide 66
• By STANDER effect ndash humanbeings take decision after looking what others do
• Slide 68
• Slide 69
• Slide 70
• Summary
• Slide 72
• Slide 73
• Summary Direct the Rider(Head rational thinker)
• Summary Motivate the Elephant(Lazy pleasure loving self)
• Slide 76
• Summary Shaping the path
• Slide 78
• Slide 79
• Slide 80
• Slide 81

In a similar study individuals or pairs who were completinga survey heard what sounded like a woman falling down loudlyon the other side of a room divider Of the lone bystanders 70percent went to help her but only 40 percent of the pairs helpedEven when the pairs helped they acted more slowly than the individuals

Why do groups fail to respond as well as individualsIn ambiguous situations-smoke pouring into a room theapparent sound of a fall-people look to others for cues abouthow to interpret the event If you see a man suddenly collapse atthe mall your brain races through possible interpretations Its aheart attack Or wait maybe he tripped and fell down Or whatif hes playing a gag on someone Youre reluctant to rush overimmediately because if he simply tripped your alarm-bell behaviorwill leave you both embarrassedIf youre the only person around to react youll probably makeyour best guess-heart attack-and rush over But if theres acrowd youve got two stimuli to process the collapse itself andthe crowds reaction to the collapse You might pause briefly tostudy the crowd Are other people acting like hes had a heart attackYou stand there idling ready to spring into action at thefirst sign of crisis But as you wait other people are looking backat you and when they see you idling your behavior becomes datafor their theory that its not an emergency And thats why threepeople can sit in a room filling with smoke and not make a peep

a group of socialpsychologists persuaded a hotel manager to test out a newsign in the hotel bathrooms The sign didnt mention the environmentat alIi it simply said that the the majority of guests atthe hotel reuse their towels at least once during their stay Itworked-guests who got this sign were 26 percent more likely toreuse their towels They took cues from the herdNote the downside though If the sign had said About 8of our guests decide to reuse their towels new guests would havebeen less likely to reuse theirs

SummaryHOW TO MAKE A SWITCHFor things to change somebody somewhere has to start actingdifferently Maybe its you maybe its your teamPicture that person (or people)Each has an emotional Elephant side and a rational Rider sideYouve got to reach both And youve also got to clear the wayfor them to succeed In short you must do three things

DIRECT the RiderFOLLOW THE BRIGHT SPOTS Investigate whats working and clone it [Jerrysternin in Vietnam solutions-focused therapy]SCRIPT THE CRITICAL MOVES Dont think big picture think in terms of specificbehaviors [1 milk four rules at the Brazilian railroad]POINT TO THE DESTINATION Change is easier when you know where youregoing and why its worth it [You ll be third graders soon No dry holes at BP]

MOTIVATE the ElephantFIND THE FEELING Knowing something isn t enough to cause change Makepeople feel something [Piling gloves on the table the chemotherapy video gameRobyn Waterss demos at Target]SHRINK THE CHANGE Break down the change until it no longer spooks the Elephant[The 5-Minute Room Rescue procurement reform]GROW YOUR PEOPLE Cultivate a sense of identity and instill the growth mindset[Brasilatas inventors junior-high math kids turnaround]

SHAPE the PathTWEAK THE ENVIRONMENT When the situation changes the behaviorchanges So change the situation [Throwing out the phone system at Rackspace1-Click ordering simplifying the online time sheet]BUILD HABITS When behavior is habitual its free-it doesnt tax the RiderLook for ways to encourage habits [Setting action triggers eating two bowls ofsoup while dieting using checklists]RALLY THE HERD Behavior is contagious Help it spread [Fataki in Tanzaniafree spaces in hospitals seeding the tip jar]

Summary Direct the Rider(Head rational thinker)

Heres the good news The Riders strengths are substantialand his flaws can be mitigated When you appeal to the Rider insideyourself or inside others you are trying to influence yourgame plan should be simpleFirst follow the bright spots Think of the Vietnamese childrenwho stayed well nourished against the odds or the Genentechsales reps who racked up sales against the odds AB you analyzeyour situation youre sure to find some things that are workingbetter than others Dont obsess about the failures Instead investigateand clone the successesNext give direction to the Rider-both a start and a finishSend him a destination postcard (Youll be a third grader soon)and script his critical moves (Buy 1 milk) When you do these things youll prepare the Rider to lead aswitch And youll arm him for the ongoing struggles with hisreluctant and formidable partner the Elephant

Summary Motivate the Elephant(Lazy pleasure loving self)

In times of change we need to remind ourselves and others againand again of certain basic truths Our brains and our abilities arelike muscles They can be strengthened with practice Were notborn skateboarders or scientists or nurses we must learn how toskateboard do science or care for sick people And our inspirationto change ourselves comes from our desire to live up to thoseidentitiesIn the story of Molly Howard we see that amazing things canhappen when you combine the aspiration of a new identity withthe persistence of the growth mindset Thats how you grow yourpeople

Over the past few chapters weve seen that the centralchallenge of change is keeping the Elephant moving forwardWhereas the Rider needs direction the Elephant needs motivationAnd weve seen that motivation comes from feelingknowledgeisnt enough to motivate change But motivation alsocomes from confidence The Elephant has to believe that its capableof conquering the change And there are two routes tobuilding peoples confidence so that they feel big relative totheir challenge You can shrink the change or grow your people(or preferably both)

Summary Shaping the pathOur picture of change is still incomplete though because itsclear that in some situations even a reluctant Elephant and a confusedRider will manage to change their behavior For instanceconsider the fact that even a lost angry driver who is hopelesslylate for an appointment will stop dutifully for a red lightThats why to make changes stick weve got to think aboutshaping the Path

First you need to tweak theenvironment to provide a free space for discussion At Alpha therotational teams had a private place to meet and that created afree space where the new identity could grow Do your own reformershave a private place where they can meet and coordinate

Second you should build good habits Recall the idea of actiontriggers-visualizing when and where you are going to dosomething important The interns at Alpha were essentially settingaction triggers They thought about what they would sayand how they would act when 9 pm came and the signoutprocess was triggered They mentally rehearsed how they wouldrespond if an argument flared up with the night resident Havemembers of your team rehearsed how theyll react when theymeet resistance from your organizations old guard

Finally you should rally the herd At Alpha the leaders helpedthe reformers find one another and the reformers began to createa language-as we saw in the examples of the designateddriver and Fataki-that allowed them to talk about their valueswith others As a leader you can help prod them to create this languageto find ways to articulate what is different and better aboutthe change you seek

We started the Path section by discussing the Fundamental AttributionError-the tendency to attribute behavior to peoplescharacter rather than to their environments Look again at theteaching-hospital example At Alpha 42 percent of superiors supportedthe change at Beta 66 percent supported it Almost all ofus would have put our money on Beta Not many of us whenconfronted with that data would have immediately thought Yesbut what about the situational forces

At the two hospitals individual character competed with situationalforces and situational forces won This brings us backfull circle to the food drive study where a jerk with clear instructionswas more charitable than a saint with generic instructionsThe line between saints and jerks wasnt as clear as we mighthave thought Neither was the line between supporters and resistersof hospital reformIf the right Path can turn a jerk into a saint then the rightPath can also turn a change enemy into an ally

ReferenceReference book HOW TO CHANGE THINGS WHEN CH ANGE IS HARD

By CHIP HEATH (a professor at the GraduateSchool of Business at Stanford University) and DAN HEATH(a senior fellow at Duke Universitys Centerfor the Advancement of Social Entrepreneurship(CASE))

• Change Management
• Reference
• Slide 3
• Rider
• Elephant
• Main strategy 1 Direct the Rider 1a Follow the brightspot
• Details of Vietnam example
• Slide 8
• Slide 9
• Main strategy 1 Direct the Rider 1b Script the critical move
• Slide 11
• Slide 12
• Main strategy 1 Direct the Rider 1c POINT TO THE DESTINATION
• Main strategy 2 Motivate the Elephant 2a Find the Feeling
• Slide 15
• Slide 16
• Slide 17
• Slide 18
• Slide 19
• Slide 20
• Slide 21
• Slide 22
• Slide 23
• Main strategy 2 Motivate the Elephant 2b Shrink the Change
• Slide 25
• Slide 26
• Slide 27
• Slide 28
• Slide 29
• Slide 30
• Slide 31
• Slide 32
• Slide 33
• Slide 34
• Slide 35
• Slide 36
• Slide 37
• Slide 38
• Slide 39
• Slide 40
• Main strategy 2 Motivate the Elephant 2c Grow your people(creating sense of identity amp instill growth mindset)
• Slide 42
• Slide 43
• Slide 44
• Slide 45
• Slide 46
• Slide 47
• Slide 48
• Slide 49
• Slide 50
• Slide 51
• Slide 52
• Slide 53
• Slide 54
• Slide 55
• Main strategy 3 Shape the path 3a Tweak the environment
• Fundamental attribution error ndash we hurrily judge someonesomething from Direct attributes but forget about situation that may have created those attributes
• Slide 58
• Slide 59
• 3b Build habit
• Slide 61
• Example or strategy to build habit
• 3b Action trigger
• Slide 64
• 3c Rally the herd
• Slide 66
• By STANDER effect ndash humanbeings take decision after looking what others do
• Slide 68
• Slide 69
• Slide 70
• Summary
• Slide 72
• Slide 73
• Summary Direct the Rider(Head rational thinker)
• Summary Motivate the Elephant(Lazy pleasure loving self)
• Slide 76
• Summary Shaping the path
• Slide 78
• Slide 79
• Slide 80
• Slide 81

Why do groups fail to respond as well as individualsIn ambiguous situations-smoke pouring into a room theapparent sound of a fall-people look to others for cues abouthow to interpret the event If you see a man suddenly collapse atthe mall your brain races through possible interpretations Its aheart attack Or wait maybe he tripped and fell down Or whatif hes playing a gag on someone Youre reluctant to rush overimmediately because if he simply tripped your alarm-bell behaviorwill leave you both embarrassedIf youre the only person around to react youll probably makeyour best guess-heart attack-and rush over But if theres acrowd youve got two stimuli to process the collapse itself andthe crowds reaction to the collapse You might pause briefly tostudy the crowd Are other people acting like hes had a heart attackYou stand there idling ready to spring into action at thefirst sign of crisis But as you wait other people are looking backat you and when they see you idling your behavior becomes datafor their theory that its not an emergency And thats why threepeople can sit in a room filling with smoke and not make a peep

a group of socialpsychologists persuaded a hotel manager to test out a newsign in the hotel bathrooms The sign didnt mention the environmentat alIi it simply said that the the majority of guests atthe hotel reuse their towels at least once during their stay Itworked-guests who got this sign were 26 percent more likely toreuse their towels They took cues from the herdNote the downside though If the sign had said About 8of our guests decide to reuse their towels new guests would havebeen less likely to reuse theirs

SummaryHOW TO MAKE A SWITCHFor things to change somebody somewhere has to start actingdifferently Maybe its you maybe its your teamPicture that person (or people)Each has an emotional Elephant side and a rational Rider sideYouve got to reach both And youve also got to clear the wayfor them to succeed In short you must do three things

DIRECT the RiderFOLLOW THE BRIGHT SPOTS Investigate whats working and clone it [Jerrysternin in Vietnam solutions-focused therapy]SCRIPT THE CRITICAL MOVES Dont think big picture think in terms of specificbehaviors [1 milk four rules at the Brazilian railroad]POINT TO THE DESTINATION Change is easier when you know where youregoing and why its worth it [You ll be third graders soon No dry holes at BP]

MOTIVATE the ElephantFIND THE FEELING Knowing something isn t enough to cause change Makepeople feel something [Piling gloves on the table the chemotherapy video gameRobyn Waterss demos at Target]SHRINK THE CHANGE Break down the change until it no longer spooks the Elephant[The 5-Minute Room Rescue procurement reform]GROW YOUR PEOPLE Cultivate a sense of identity and instill the growth mindset[Brasilatas inventors junior-high math kids turnaround]

SHAPE the PathTWEAK THE ENVIRONMENT When the situation changes the behaviorchanges So change the situation [Throwing out the phone system at Rackspace1-Click ordering simplifying the online time sheet]BUILD HABITS When behavior is habitual its free-it doesnt tax the RiderLook for ways to encourage habits [Setting action triggers eating two bowls ofsoup while dieting using checklists]RALLY THE HERD Behavior is contagious Help it spread [Fataki in Tanzaniafree spaces in hospitals seeding the tip jar]

Summary Direct the Rider(Head rational thinker)

Heres the good news The Riders strengths are substantialand his flaws can be mitigated When you appeal to the Rider insideyourself or inside others you are trying to influence yourgame plan should be simpleFirst follow the bright spots Think of the Vietnamese childrenwho stayed well nourished against the odds or the Genentechsales reps who racked up sales against the odds AB you analyzeyour situation youre sure to find some things that are workingbetter than others Dont obsess about the failures Instead investigateand clone the successesNext give direction to the Rider-both a start and a finishSend him a destination postcard (Youll be a third grader soon)and script his critical moves (Buy 1 milk) When you do these things youll prepare the Rider to lead aswitch And youll arm him for the ongoing struggles with hisreluctant and formidable partner the Elephant

Summary Motivate the Elephant(Lazy pleasure loving self)

In times of change we need to remind ourselves and others againand again of certain basic truths Our brains and our abilities arelike muscles They can be strengthened with practice Were notborn skateboarders or scientists or nurses we must learn how toskateboard do science or care for sick people And our inspirationto change ourselves comes from our desire to live up to thoseidentitiesIn the story of Molly Howard we see that amazing things canhappen when you combine the aspiration of a new identity withthe persistence of the growth mindset Thats how you grow yourpeople

Over the past few chapters weve seen that the centralchallenge of change is keeping the Elephant moving forwardWhereas the Rider needs direction the Elephant needs motivationAnd weve seen that motivation comes from feelingknowledgeisnt enough to motivate change But motivation alsocomes from confidence The Elephant has to believe that its capableof conquering the change And there are two routes tobuilding peoples confidence so that they feel big relative totheir challenge You can shrink the change or grow your people(or preferably both)

Summary Shaping the pathOur picture of change is still incomplete though because itsclear that in some situations even a reluctant Elephant and a confusedRider will manage to change their behavior For instanceconsider the fact that even a lost angry driver who is hopelesslylate for an appointment will stop dutifully for a red lightThats why to make changes stick weve got to think aboutshaping the Path

First you need to tweak theenvironment to provide a free space for discussion At Alpha therotational teams had a private place to meet and that created afree space where the new identity could grow Do your own reformershave a private place where they can meet and coordinate

Second you should build good habits Recall the idea of actiontriggers-visualizing when and where you are going to dosomething important The interns at Alpha were essentially settingaction triggers They thought about what they would sayand how they would act when 9 pm came and the signoutprocess was triggered They mentally rehearsed how they wouldrespond if an argument flared up with the night resident Havemembers of your team rehearsed how theyll react when theymeet resistance from your organizations old guard

Finally you should rally the herd At Alpha the leaders helpedthe reformers find one another and the reformers began to createa language-as we saw in the examples of the designateddriver and Fataki-that allowed them to talk about their valueswith others As a leader you can help prod them to create this languageto find ways to articulate what is different and better aboutthe change you seek

We started the Path section by discussing the Fundamental AttributionError-the tendency to attribute behavior to peoplescharacter rather than to their environments Look again at theteaching-hospital example At Alpha 42 percent of superiors supportedthe change at Beta 66 percent supported it Almost all ofus would have put our money on Beta Not many of us whenconfronted with that data would have immediately thought Yesbut what about the situational forces

At the two hospitals individual character competed with situationalforces and situational forces won This brings us backfull circle to the food drive study where a jerk with clear instructionswas more charitable than a saint with generic instructionsThe line between saints and jerks wasnt as clear as we mighthave thought Neither was the line between supporters and resistersof hospital reformIf the right Path can turn a jerk into a saint then the rightPath can also turn a change enemy into an ally

ReferenceReference book HOW TO CHANGE THINGS WHEN CH ANGE IS HARD

By CHIP HEATH (a professor at the GraduateSchool of Business at Stanford University) and DAN HEATH(a senior fellow at Duke Universitys Centerfor the Advancement of Social Entrepreneurship(CASE))

• Change Management
• Reference
• Slide 3
• Rider
• Elephant
• Main strategy 1 Direct the Rider 1a Follow the brightspot
• Details of Vietnam example
• Slide 8
• Slide 9
• Main strategy 1 Direct the Rider 1b Script the critical move
• Slide 11
• Slide 12
• Main strategy 1 Direct the Rider 1c POINT TO THE DESTINATION
• Main strategy 2 Motivate the Elephant 2a Find the Feeling
• Slide 15
• Slide 16
• Slide 17
• Slide 18
• Slide 19
• Slide 20
• Slide 21
• Slide 22
• Slide 23
• Main strategy 2 Motivate the Elephant 2b Shrink the Change
• Slide 25
• Slide 26
• Slide 27
• Slide 28
• Slide 29
• Slide 30
• Slide 31
• Slide 32
• Slide 33
• Slide 34
• Slide 35
• Slide 36
• Slide 37
• Slide 38
• Slide 39
• Slide 40
• Main strategy 2 Motivate the Elephant 2c Grow your people(creating sense of identity amp instill growth mindset)
• Slide 42
• Slide 43
• Slide 44
• Slide 45
• Slide 46
• Slide 47
• Slide 48
• Slide 49
• Slide 50
• Slide 51
• Slide 52
• Slide 53
• Slide 54
• Slide 55
• Main strategy 3 Shape the path 3a Tweak the environment
• Fundamental attribution error ndash we hurrily judge someonesomething from Direct attributes but forget about situation that may have created those attributes
• Slide 58
• Slide 59
• 3b Build habit
• Slide 61
• Example or strategy to build habit
• 3b Action trigger
• Slide 64
• 3c Rally the herd
• Slide 66
• By STANDER effect ndash humanbeings take decision after looking what others do
• Slide 68
• Slide 69
• Slide 70
• Summary
• Slide 72
• Slide 73
• Summary Direct the Rider(Head rational thinker)
• Summary Motivate the Elephant(Lazy pleasure loving self)
• Slide 76
• Summary Shaping the path
• Slide 78
• Slide 79
• Slide 80
• Slide 81

a group of socialpsychologists persuaded a hotel manager to test out a newsign in the hotel bathrooms The sign didnt mention the environmentat alIi it simply said that the the majority of guests atthe hotel reuse their towels at least once during their stay Itworked-guests who got this sign were 26 percent more likely toreuse their towels They took cues from the herdNote the downside though If the sign had said About 8of our guests decide to reuse their towels new guests would havebeen less likely to reuse theirs

SummaryHOW TO MAKE A SWITCHFor things to change somebody somewhere has to start actingdifferently Maybe its you maybe its your teamPicture that person (or people)Each has an emotional Elephant side and a rational Rider sideYouve got to reach both And youve also got to clear the wayfor them to succeed In short you must do three things

DIRECT the RiderFOLLOW THE BRIGHT SPOTS Investigate whats working and clone it [Jerrysternin in Vietnam solutions-focused therapy]SCRIPT THE CRITICAL MOVES Dont think big picture think in terms of specificbehaviors [1 milk four rules at the Brazilian railroad]POINT TO THE DESTINATION Change is easier when you know where youregoing and why its worth it [You ll be third graders soon No dry holes at BP]

MOTIVATE the ElephantFIND THE FEELING Knowing something isn t enough to cause change Makepeople feel something [Piling gloves on the table the chemotherapy video gameRobyn Waterss demos at Target]SHRINK THE CHANGE Break down the change until it no longer spooks the Elephant[The 5-Minute Room Rescue procurement reform]GROW YOUR PEOPLE Cultivate a sense of identity and instill the growth mindset[Brasilatas inventors junior-high math kids turnaround]

SHAPE the PathTWEAK THE ENVIRONMENT When the situation changes the behaviorchanges So change the situation [Throwing out the phone system at Rackspace1-Click ordering simplifying the online time sheet]BUILD HABITS When behavior is habitual its free-it doesnt tax the RiderLook for ways to encourage habits [Setting action triggers eating two bowls ofsoup while dieting using checklists]RALLY THE HERD Behavior is contagious Help it spread [Fataki in Tanzaniafree spaces in hospitals seeding the tip jar]

Summary Direct the Rider(Head rational thinker)

Heres the good news The Riders strengths are substantialand his flaws can be mitigated When you appeal to the Rider insideyourself or inside others you are trying to influence yourgame plan should be simpleFirst follow the bright spots Think of the Vietnamese childrenwho stayed well nourished against the odds or the Genentechsales reps who racked up sales against the odds AB you analyzeyour situation youre sure to find some things that are workingbetter than others Dont obsess about the failures Instead investigateand clone the successesNext give direction to the Rider-both a start and a finishSend him a destination postcard (Youll be a third grader soon)and script his critical moves (Buy 1 milk) When you do these things youll prepare the Rider to lead aswitch And youll arm him for the ongoing struggles with hisreluctant and formidable partner the Elephant

Summary Motivate the Elephant(Lazy pleasure loving self)

In times of change we need to remind ourselves and others againand again of certain basic truths Our brains and our abilities arelike muscles They can be strengthened with practice Were notborn skateboarders or scientists or nurses we must learn how toskateboard do science or care for sick people And our inspirationto change ourselves comes from our desire to live up to thoseidentitiesIn the story of Molly Howard we see that amazing things canhappen when you combine the aspiration of a new identity withthe persistence of the growth mindset Thats how you grow yourpeople

Over the past few chapters weve seen that the centralchallenge of change is keeping the Elephant moving forwardWhereas the Rider needs direction the Elephant needs motivationAnd weve seen that motivation comes from feelingknowledgeisnt enough to motivate change But motivation alsocomes from confidence The Elephant has to believe that its capableof conquering the change And there are two routes tobuilding peoples confidence so that they feel big relative totheir challenge You can shrink the change or grow your people(or preferably both)

Summary Shaping the pathOur picture of change is still incomplete though because itsclear that in some situations even a reluctant Elephant and a confusedRider will manage to change their behavior For instanceconsider the fact that even a lost angry driver who is hopelesslylate for an appointment will stop dutifully for a red lightThats why to make changes stick weve got to think aboutshaping the Path

First you need to tweak theenvironment to provide a free space for discussion At Alpha therotational teams had a private place to meet and that created afree space where the new identity could grow Do your own reformershave a private place where they can meet and coordinate

Second you should build good habits Recall the idea of actiontriggers-visualizing when and where you are going to dosomething important The interns at Alpha were essentially settingaction triggers They thought about what they would sayand how they would act when 9 pm came and the signoutprocess was triggered They mentally rehearsed how they wouldrespond if an argument flared up with the night resident Havemembers of your team rehearsed how theyll react when theymeet resistance from your organizations old guard

Finally you should rally the herd At Alpha the leaders helpedthe reformers find one another and the reformers began to createa language-as we saw in the examples of the designateddriver and Fataki-that allowed them to talk about their valueswith others As a leader you can help prod them to create this languageto find ways to articulate what is different and better aboutthe change you seek

We started the Path section by discussing the Fundamental AttributionError-the tendency to attribute behavior to peoplescharacter rather than to their environments Look again at theteaching-hospital example At Alpha 42 percent of superiors supportedthe change at Beta 66 percent supported it Almost all ofus would have put our money on Beta Not many of us whenconfronted with that data would have immediately thought Yesbut what about the situational forces

At the two hospitals individual character competed with situationalforces and situational forces won This brings us backfull circle to the food drive study where a jerk with clear instructionswas more charitable than a saint with generic instructionsThe line between saints and jerks wasnt as clear as we mighthave thought Neither was the line between supporters and resistersof hospital reformIf the right Path can turn a jerk into a saint then the rightPath can also turn a change enemy into an ally

ReferenceReference book HOW TO CHANGE THINGS WHEN CH ANGE IS HARD

By CHIP HEATH (a professor at the GraduateSchool of Business at Stanford University) and DAN HEATH(a senior fellow at Duke Universitys Centerfor the Advancement of Social Entrepreneurship(CASE))

• Change Management
• Reference
• Slide 3
• Rider
• Elephant
• Main strategy 1 Direct the Rider 1a Follow the brightspot
• Details of Vietnam example
• Slide 8
• Slide 9
• Main strategy 1 Direct the Rider 1b Script the critical move
• Slide 11
• Slide 12
• Main strategy 1 Direct the Rider 1c POINT TO THE DESTINATION
• Main strategy 2 Motivate the Elephant 2a Find the Feeling
• Slide 15
• Slide 16
• Slide 17
• Slide 18
• Slide 19
• Slide 20
• Slide 21
• Slide 22
• Slide 23
• Main strategy 2 Motivate the Elephant 2b Shrink the Change
• Slide 25
• Slide 26
• Slide 27
• Slide 28
• Slide 29
• Slide 30
• Slide 31
• Slide 32
• Slide 33
• Slide 34
• Slide 35
• Slide 36
• Slide 37
• Slide 38
• Slide 39
• Slide 40
• Main strategy 2 Motivate the Elephant 2c Grow your people(creating sense of identity amp instill growth mindset)
• Slide 42
• Slide 43
• Slide 44
• Slide 45
• Slide 46
• Slide 47
• Slide 48
• Slide 49
• Slide 50
• Slide 51
• Slide 52
• Slide 53
• Slide 54
• Slide 55
• Main strategy 3 Shape the path 3a Tweak the environment
• Fundamental attribution error ndash we hurrily judge someonesomething from Direct attributes but forget about situation that may have created those attributes
• Slide 58
• Slide 59
• 3b Build habit
• Slide 61
• Example or strategy to build habit
• 3b Action trigger
• Slide 64
• 3c Rally the herd
• Slide 66
• By STANDER effect ndash humanbeings take decision after looking what others do
• Slide 68
• Slide 69
• Slide 70
• Summary
• Slide 72
• Slide 73
• Summary Direct the Rider(Head rational thinker)
• Summary Motivate the Elephant(Lazy pleasure loving self)
• Slide 76
• Summary Shaping the path
• Slide 78
• Slide 79
• Slide 80
• Slide 81

SummaryHOW TO MAKE A SWITCHFor things to change somebody somewhere has to start actingdifferently Maybe its you maybe its your teamPicture that person (or people)Each has an emotional Elephant side and a rational Rider sideYouve got to reach both And youve also got to clear the wayfor them to succeed In short you must do three things

DIRECT the RiderFOLLOW THE BRIGHT SPOTS Investigate whats working and clone it [Jerrysternin in Vietnam solutions-focused therapy]SCRIPT THE CRITICAL MOVES Dont think big picture think in terms of specificbehaviors [1 milk four rules at the Brazilian railroad]POINT TO THE DESTINATION Change is easier when you know where youregoing and why its worth it [You ll be third graders soon No dry holes at BP]

MOTIVATE the ElephantFIND THE FEELING Knowing something isn t enough to cause change Makepeople feel something [Piling gloves on the table the chemotherapy video gameRobyn Waterss demos at Target]SHRINK THE CHANGE Break down the change until it no longer spooks the Elephant[The 5-Minute Room Rescue procurement reform]GROW YOUR PEOPLE Cultivate a sense of identity and instill the growth mindset[Brasilatas inventors junior-high math kids turnaround]

SHAPE the PathTWEAK THE ENVIRONMENT When the situation changes the behaviorchanges So change the situation [Throwing out the phone system at Rackspace1-Click ordering simplifying the online time sheet]BUILD HABITS When behavior is habitual its free-it doesnt tax the RiderLook for ways to encourage habits [Setting action triggers eating two bowls ofsoup while dieting using checklists]RALLY THE HERD Behavior is contagious Help it spread [Fataki in Tanzaniafree spaces in hospitals seeding the tip jar]

Summary Direct the Rider(Head rational thinker)

Heres the good news The Riders strengths are substantialand his flaws can be mitigated When you appeal to the Rider insideyourself or inside others you are trying to influence yourgame plan should be simpleFirst follow the bright spots Think of the Vietnamese childrenwho stayed well nourished against the odds or the Genentechsales reps who racked up sales against the odds AB you analyzeyour situation youre sure to find some things that are workingbetter than others Dont obsess about the failures Instead investigateand clone the successesNext give direction to the Rider-both a start and a finishSend him a destination postcard (Youll be a third grader soon)and script his critical moves (Buy 1 milk) When you do these things youll prepare the Rider to lead aswitch And youll arm him for the ongoing struggles with hisreluctant and formidable partner the Elephant

Summary Motivate the Elephant(Lazy pleasure loving self)

In times of change we need to remind ourselves and others againand again of certain basic truths Our brains and our abilities arelike muscles They can be strengthened with practice Were notborn skateboarders or scientists or nurses we must learn how toskateboard do science or care for sick people And our inspirationto change ourselves comes from our desire to live up to thoseidentitiesIn the story of Molly Howard we see that amazing things canhappen when you combine the aspiration of a new identity withthe persistence of the growth mindset Thats how you grow yourpeople

Over the past few chapters weve seen that the centralchallenge of change is keeping the Elephant moving forwardWhereas the Rider needs direction the Elephant needs motivationAnd weve seen that motivation comes from feelingknowledgeisnt enough to motivate change But motivation alsocomes from confidence The Elephant has to believe that its capableof conquering the change And there are two routes tobuilding peoples confidence so that they feel big relative totheir challenge You can shrink the change or grow your people(or preferably both)

Summary Shaping the pathOur picture of change is still incomplete though because itsclear that in some situations even a reluctant Elephant and a confusedRider will manage to change their behavior For instanceconsider the fact that even a lost angry driver who is hopelesslylate for an appointment will stop dutifully for a red lightThats why to make changes stick weve got to think aboutshaping the Path

First you need to tweak theenvironment to provide a free space for discussion At Alpha therotational teams had a private place to meet and that created afree space where the new identity could grow Do your own reformershave a private place where they can meet and coordinate

Second you should build good habits Recall the idea of actiontriggers-visualizing when and where you are going to dosomething important The interns at Alpha were essentially settingaction triggers They thought about what they would sayand how they would act when 9 pm came and the signoutprocess was triggered They mentally rehearsed how they wouldrespond if an argument flared up with the night resident Havemembers of your team rehearsed how theyll react when theymeet resistance from your organizations old guard

Finally you should rally the herd At Alpha the leaders helpedthe reformers find one another and the reformers began to createa language-as we saw in the examples of the designateddriver and Fataki-that allowed them to talk about their valueswith others As a leader you can help prod them to create this languageto find ways to articulate what is different and better aboutthe change you seek

We started the Path section by discussing the Fundamental AttributionError-the tendency to attribute behavior to peoplescharacter rather than to their environments Look again at theteaching-hospital example At Alpha 42 percent of superiors supportedthe change at Beta 66 percent supported it Almost all ofus would have put our money on Beta Not many of us whenconfronted with that data would have immediately thought Yesbut what about the situational forces

At the two hospitals individual character competed with situationalforces and situational forces won This brings us backfull circle to the food drive study where a jerk with clear instructionswas more charitable than a saint with generic instructionsThe line between saints and jerks wasnt as clear as we mighthave thought Neither was the line between supporters and resistersof hospital reformIf the right Path can turn a jerk into a saint then the rightPath can also turn a change enemy into an ally

ReferenceReference book HOW TO CHANGE THINGS WHEN CH ANGE IS HARD

By CHIP HEATH (a professor at the GraduateSchool of Business at Stanford University) and DAN HEATH(a senior fellow at Duke Universitys Centerfor the Advancement of Social Entrepreneurship(CASE))

• Change Management
• Reference
• Slide 3
• Rider
• Elephant
• Main strategy 1 Direct the Rider 1a Follow the brightspot
• Details of Vietnam example
• Slide 8
• Slide 9
• Main strategy 1 Direct the Rider 1b Script the critical move
• Slide 11
• Slide 12
• Main strategy 1 Direct the Rider 1c POINT TO THE DESTINATION
• Main strategy 2 Motivate the Elephant 2a Find the Feeling
• Slide 15
• Slide 16
• Slide 17
• Slide 18
• Slide 19
• Slide 20
• Slide 21
• Slide 22
• Slide 23
• Main strategy 2 Motivate the Elephant 2b Shrink the Change
• Slide 25
• Slide 26
• Slide 27
• Slide 28
• Slide 29
• Slide 30
• Slide 31
• Slide 32
• Slide 33
• Slide 34
• Slide 35
• Slide 36
• Slide 37
• Slide 38
• Slide 39
• Slide 40
• Main strategy 2 Motivate the Elephant 2c Grow your people(creating sense of identity amp instill growth mindset)
• Slide 42
• Slide 43
• Slide 44
• Slide 45
• Slide 46
• Slide 47
• Slide 48
• Slide 49
• Slide 50
• Slide 51
• Slide 52
• Slide 53
• Slide 54
• Slide 55
• Main strategy 3 Shape the path 3a Tweak the environment
• Fundamental attribution error ndash we hurrily judge someonesomething from Direct attributes but forget about situation that may have created those attributes
• Slide 58
• Slide 59
• 3b Build habit
• Slide 61
• Example or strategy to build habit
• 3b Action trigger
• Slide 64
• 3c Rally the herd
• Slide 66
• By STANDER effect ndash humanbeings take decision after looking what others do
• Slide 68
• Slide 69
• Slide 70
• Summary
• Slide 72
• Slide 73
• Summary Direct the Rider(Head rational thinker)
• Summary Motivate the Elephant(Lazy pleasure loving self)
• Slide 76
• Summary Shaping the path
• Slide 78
• Slide 79
• Slide 80
• Slide 81

MOTIVATE the ElephantFIND THE FEELING Knowing something isn t enough to cause change Makepeople feel something [Piling gloves on the table the chemotherapy video gameRobyn Waterss demos at Target]SHRINK THE CHANGE Break down the change until it no longer spooks the Elephant[The 5-Minute Room Rescue procurement reform]GROW YOUR PEOPLE Cultivate a sense of identity and instill the growth mindset[Brasilatas inventors junior-high math kids turnaround]

SHAPE the PathTWEAK THE ENVIRONMENT When the situation changes the behaviorchanges So change the situation [Throwing out the phone system at Rackspace1-Click ordering simplifying the online time sheet]BUILD HABITS When behavior is habitual its free-it doesnt tax the RiderLook for ways to encourage habits [Setting action triggers eating two bowls ofsoup while dieting using checklists]RALLY THE HERD Behavior is contagious Help it spread [Fataki in Tanzaniafree spaces in hospitals seeding the tip jar]

Summary Direct the Rider(Head rational thinker)

Heres the good news The Riders strengths are substantialand his flaws can be mitigated When you appeal to the Rider insideyourself or inside others you are trying to influence yourgame plan should be simpleFirst follow the bright spots Think of the Vietnamese childrenwho stayed well nourished against the odds or the Genentechsales reps who racked up sales against the odds AB you analyzeyour situation youre sure to find some things that are workingbetter than others Dont obsess about the failures Instead investigateand clone the successesNext give direction to the Rider-both a start and a finishSend him a destination postcard (Youll be a third grader soon)and script his critical moves (Buy 1 milk) When you do these things youll prepare the Rider to lead aswitch And youll arm him for the ongoing struggles with hisreluctant and formidable partner the Elephant

Summary Motivate the Elephant(Lazy pleasure loving self)

In times of change we need to remind ourselves and others againand again of certain basic truths Our brains and our abilities arelike muscles They can be strengthened with practice Were notborn skateboarders or scientists or nurses we must learn how toskateboard do science or care for sick people And our inspirationto change ourselves comes from our desire to live up to thoseidentitiesIn the story of Molly Howard we see that amazing things canhappen when you combine the aspiration of a new identity withthe persistence of the growth mindset Thats how you grow yourpeople

Over the past few chapters weve seen that the centralchallenge of change is keeping the Elephant moving forwardWhereas the Rider needs direction the Elephant needs motivationAnd weve seen that motivation comes from feelingknowledgeisnt enough to motivate change But motivation alsocomes from confidence The Elephant has to believe that its capableof conquering the change And there are two routes tobuilding peoples confidence so that they feel big relative totheir challenge You can shrink the change or grow your people(or preferably both)

Summary Shaping the pathOur picture of change is still incomplete though because itsclear that in some situations even a reluctant Elephant and a confusedRider will manage to change their behavior For instanceconsider the fact that even a lost angry driver who is hopelesslylate for an appointment will stop dutifully for a red lightThats why to make changes stick weve got to think aboutshaping the Path

First you need to tweak theenvironment to provide a free space for discussion At Alpha therotational teams had a private place to meet and that created afree space where the new identity could grow Do your own reformershave a private place where they can meet and coordinate

Second you should build good habits Recall the idea of actiontriggers-visualizing when and where you are going to dosomething important The interns at Alpha were essentially settingaction triggers They thought about what they would sayand how they would act when 9 pm came and the signoutprocess was triggered They mentally rehearsed how they wouldrespond if an argument flared up with the night resident Havemembers of your team rehearsed how theyll react when theymeet resistance from your organizations old guard

Finally you should rally the herd At Alpha the leaders helpedthe reformers find one another and the reformers began to createa language-as we saw in the examples of the designateddriver and Fataki-that allowed them to talk about their valueswith others As a leader you can help prod them to create this languageto find ways to articulate what is different and better aboutthe change you seek

We started the Path section by discussing the Fundamental AttributionError-the tendency to attribute behavior to peoplescharacter rather than to their environments Look again at theteaching-hospital example At Alpha 42 percent of superiors supportedthe change at Beta 66 percent supported it Almost all ofus would have put our money on Beta Not many of us whenconfronted with that data would have immediately thought Yesbut what about the situational forces

At the two hospitals individual character competed with situationalforces and situational forces won This brings us backfull circle to the food drive study where a jerk with clear instructionswas more charitable than a saint with generic instructionsThe line between saints and jerks wasnt as clear as we mighthave thought Neither was the line between supporters and resistersof hospital reformIf the right Path can turn a jerk into a saint then the rightPath can also turn a change enemy into an ally

ReferenceReference book HOW TO CHANGE THINGS WHEN CH ANGE IS HARD

By CHIP HEATH (a professor at the GraduateSchool of Business at Stanford University) and DAN HEATH(a senior fellow at Duke Universitys Centerfor the Advancement of Social Entrepreneurship(CASE))

• Change Management
• Reference
• Slide 3
• Rider
• Elephant
• Main strategy 1 Direct the Rider 1a Follow the brightspot
• Details of Vietnam example
• Slide 8
• Slide 9
• Main strategy 1 Direct the Rider 1b Script the critical move
• Slide 11
• Slide 12
• Main strategy 1 Direct the Rider 1c POINT TO THE DESTINATION
• Main strategy 2 Motivate the Elephant 2a Find the Feeling
• Slide 15
• Slide 16
• Slide 17
• Slide 18
• Slide 19
• Slide 20
• Slide 21
• Slide 22
• Slide 23
• Main strategy 2 Motivate the Elephant 2b Shrink the Change
• Slide 25
• Slide 26
• Slide 27
• Slide 28
• Slide 29
• Slide 30
• Slide 31
• Slide 32
• Slide 33
• Slide 34
• Slide 35
• Slide 36
• Slide 37
• Slide 38
• Slide 39
• Slide 40
• Main strategy 2 Motivate the Elephant 2c Grow your people(creating sense of identity amp instill growth mindset)
• Slide 42
• Slide 43
• Slide 44
• Slide 45
• Slide 46
• Slide 47
• Slide 48
• Slide 49
• Slide 50
• Slide 51
• Slide 52
• Slide 53
• Slide 54
• Slide 55
• Main strategy 3 Shape the path 3a Tweak the environment
• Fundamental attribution error ndash we hurrily judge someonesomething from Direct attributes but forget about situation that may have created those attributes
• Slide 58
• Slide 59
• 3b Build habit
• Slide 61
• Example or strategy to build habit
• 3b Action trigger
• Slide 64
• 3c Rally the herd
• Slide 66
• By STANDER effect ndash humanbeings take decision after looking what others do
• Slide 68
• Slide 69
• Slide 70
• Summary
• Slide 72
• Slide 73
• Summary Direct the Rider(Head rational thinker)
• Summary Motivate the Elephant(Lazy pleasure loving self)
• Slide 76
• Summary Shaping the path
• Slide 78
• Slide 79
• Slide 80
• Slide 81

SHAPE the PathTWEAK THE ENVIRONMENT When the situation changes the behaviorchanges So change the situation [Throwing out the phone system at Rackspace1-Click ordering simplifying the online time sheet]BUILD HABITS When behavior is habitual its free-it doesnt tax the RiderLook for ways to encourage habits [Setting action triggers eating two bowls ofsoup while dieting using checklists]RALLY THE HERD Behavior is contagious Help it spread [Fataki in Tanzaniafree spaces in hospitals seeding the tip jar]

Summary Direct the Rider(Head rational thinker)

Heres the good news The Riders strengths are substantialand his flaws can be mitigated When you appeal to the Rider insideyourself or inside others you are trying to influence yourgame plan should be simpleFirst follow the bright spots Think of the Vietnamese childrenwho stayed well nourished against the odds or the Genentechsales reps who racked up sales against the odds AB you analyzeyour situation youre sure to find some things that are workingbetter than others Dont obsess about the failures Instead investigateand clone the successesNext give direction to the Rider-both a start and a finishSend him a destination postcard (Youll be a third grader soon)and script his critical moves (Buy 1 milk) When you do these things youll prepare the Rider to lead aswitch And youll arm him for the ongoing struggles with hisreluctant and formidable partner the Elephant

Summary Motivate the Elephant(Lazy pleasure loving self)

In times of change we need to remind ourselves and others againand again of certain basic truths Our brains and our abilities arelike muscles They can be strengthened with practice Were notborn skateboarders or scientists or nurses we must learn how toskateboard do science or care for sick people And our inspirationto change ourselves comes from our desire to live up to thoseidentitiesIn the story of Molly Howard we see that amazing things canhappen when you combine the aspiration of a new identity withthe persistence of the growth mindset Thats how you grow yourpeople

Over the past few chapters weve seen that the centralchallenge of change is keeping the Elephant moving forwardWhereas the Rider needs direction the Elephant needs motivationAnd weve seen that motivation comes from feelingknowledgeisnt enough to motivate change But motivation alsocomes from confidence The Elephant has to believe that its capableof conquering the change And there are two routes tobuilding peoples confidence so that they feel big relative totheir challenge You can shrink the change or grow your people(or preferably both)

Summary Shaping the pathOur picture of change is still incomplete though because itsclear that in some situations even a reluctant Elephant and a confusedRider will manage to change their behavior For instanceconsider the fact that even a lost angry driver who is hopelesslylate for an appointment will stop dutifully for a red lightThats why to make changes stick weve got to think aboutshaping the Path

First you need to tweak theenvironment to provide a free space for discussion At Alpha therotational teams had a private place to meet and that created afree space where the new identity could grow Do your own reformershave a private place where they can meet and coordinate

Second you should build good habits Recall the idea of actiontriggers-visualizing when and where you are going to dosomething important The interns at Alpha were essentially settingaction triggers They thought about what they would sayand how they would act when 9 pm came and the signoutprocess was triggered They mentally rehearsed how they wouldrespond if an argument flared up with the night resident Havemembers of your team rehearsed how theyll react when theymeet resistance from your organizations old guard

Finally you should rally the herd At Alpha the leaders helpedthe reformers find one another and the reformers began to createa language-as we saw in the examples of the designateddriver and Fataki-that allowed them to talk about their valueswith others As a leader you can help prod them to create this languageto find ways to articulate what is different and better aboutthe change you seek

We started the Path section by discussing the Fundamental AttributionError-the tendency to attribute behavior to peoplescharacter rather than to their environments Look again at theteaching-hospital example At Alpha 42 percent of superiors supportedthe change at Beta 66 percent supported it Almost all ofus would have put our money on Beta Not many of us whenconfronted with that data would have immediately thought Yesbut what about the situational forces

At the two hospitals individual character competed with situationalforces and situational forces won This brings us backfull circle to the food drive study where a jerk with clear instructionswas more charitable than a saint with generic instructionsThe line between saints and jerks wasnt as clear as we mighthave thought Neither was the line between supporters and resistersof hospital reformIf the right Path can turn a jerk into a saint then the rightPath can also turn a change enemy into an ally

ReferenceReference book HOW TO CHANGE THINGS WHEN CH ANGE IS HARD

By CHIP HEATH (a professor at the GraduateSchool of Business at Stanford University) and DAN HEATH(a senior fellow at Duke Universitys Centerfor the Advancement of Social Entrepreneurship(CASE))

• Change Management
• Reference
• Slide 3
• Rider
• Elephant
• Main strategy 1 Direct the Rider 1a Follow the brightspot
• Details of Vietnam example
• Slide 8
• Slide 9
• Main strategy 1 Direct the Rider 1b Script the critical move
• Slide 11
• Slide 12
• Main strategy 1 Direct the Rider 1c POINT TO THE DESTINATION
• Main strategy 2 Motivate the Elephant 2a Find the Feeling
• Slide 15
• Slide 16
• Slide 17
• Slide 18
• Slide 19
• Slide 20
• Slide 21
• Slide 22
• Slide 23
• Main strategy 2 Motivate the Elephant 2b Shrink the Change
• Slide 25
• Slide 26
• Slide 27
• Slide 28
• Slide 29
• Slide 30
• Slide 31
• Slide 32
• Slide 33
• Slide 34
• Slide 35
• Slide 36
• Slide 37
• Slide 38
• Slide 39
• Slide 40
• Main strategy 2 Motivate the Elephant 2c Grow your people(creating sense of identity amp instill growth mindset)
• Slide 42
• Slide 43
• Slide 44
• Slide 45
• Slide 46
• Slide 47
• Slide 48
• Slide 49
• Slide 50
• Slide 51
• Slide 52
• Slide 53
• Slide 54
• Slide 55
• Main strategy 3 Shape the path 3a Tweak the environment
• Fundamental attribution error ndash we hurrily judge someonesomething from Direct attributes but forget about situation that may have created those attributes
• Slide 58
• Slide 59
• 3b Build habit
• Slide 61
• Example or strategy to build habit
• 3b Action trigger
• Slide 64
• 3c Rally the herd
• Slide 66
• By STANDER effect ndash humanbeings take decision after looking what others do
• Slide 68
• Slide 69
• Slide 70
• Summary
• Slide 72
• Slide 73
• Summary Direct the Rider(Head rational thinker)
• Summary Motivate the Elephant(Lazy pleasure loving self)
• Slide 76
• Summary Shaping the path
• Slide 78
• Slide 79
• Slide 80
• Slide 81

Summary Direct the Rider(Head rational thinker)

Heres the good news The Riders strengths are substantialand his flaws can be mitigated When you appeal to the Rider insideyourself or inside others you are trying to influence yourgame plan should be simpleFirst follow the bright spots Think of the Vietnamese childrenwho stayed well nourished against the odds or the Genentechsales reps who racked up sales against the odds AB you analyzeyour situation youre sure to find some things that are workingbetter than others Dont obsess about the failures Instead investigateand clone the successesNext give direction to the Rider-both a start and a finishSend him a destination postcard (Youll be a third grader soon)and script his critical moves (Buy 1 milk) When you do these things youll prepare the Rider to lead aswitch And youll arm him for the ongoing struggles with hisreluctant and formidable partner the Elephant

Summary Motivate the Elephant(Lazy pleasure loving self)

In times of change we need to remind ourselves and others againand again of certain basic truths Our brains and our abilities arelike muscles They can be strengthened with practice Were notborn skateboarders or scientists or nurses we must learn how toskateboard do science or care for sick people And our inspirationto change ourselves comes from our desire to live up to thoseidentitiesIn the story of Molly Howard we see that amazing things canhappen when you combine the aspiration of a new identity withthe persistence of the growth mindset Thats how you grow yourpeople

Over the past few chapters weve seen that the centralchallenge of change is keeping the Elephant moving forwardWhereas the Rider needs direction the Elephant needs motivationAnd weve seen that motivation comes from feelingknowledgeisnt enough to motivate change But motivation alsocomes from confidence The Elephant has to believe that its capableof conquering the change And there are two routes tobuilding peoples confidence so that they feel big relative totheir challenge You can shrink the change or grow your people(or preferably both)

Summary Shaping the pathOur picture of change is still incomplete though because itsclear that in some situations even a reluctant Elephant and a confusedRider will manage to change their behavior For instanceconsider the fact that even a lost angry driver who is hopelesslylate for an appointment will stop dutifully for a red lightThats why to make changes stick weve got to think aboutshaping the Path

First you need to tweak theenvironment to provide a free space for discussion At Alpha therotational teams had a private place to meet and that created afree space where the new identity could grow Do your own reformershave a private place where they can meet and coordinate

Second you should build good habits Recall the idea of actiontriggers-visualizing when and where you are going to dosomething important The interns at Alpha were essentially settingaction triggers They thought about what they would sayand how they would act when 9 pm came and the signoutprocess was triggered They mentally rehearsed how they wouldrespond if an argument flared up with the night resident Havemembers of your team rehearsed how theyll react when theymeet resistance from your organizations old guard

Finally you should rally the herd At Alpha the leaders helpedthe reformers find one another and the reformers began to createa language-as we saw in the examples of the designateddriver and Fataki-that allowed them to talk about their valueswith others As a leader you can help prod them to create this languageto find ways to articulate what is different and better aboutthe change you seek

We started the Path section by discussing the Fundamental AttributionError-the tendency to attribute behavior to peoplescharacter rather than to their environments Look again at theteaching-hospital example At Alpha 42 percent of superiors supportedthe change at Beta 66 percent supported it Almost all ofus would have put our money on Beta Not many of us whenconfronted with that data would have immediately thought Yesbut what about the situational forces

At the two hospitals individual character competed with situationalforces and situational forces won This brings us backfull circle to the food drive study where a jerk with clear instructionswas more charitable than a saint with generic instructionsThe line between saints and jerks wasnt as clear as we mighthave thought Neither was the line between supporters and resistersof hospital reformIf the right Path can turn a jerk into a saint then the rightPath can also turn a change enemy into an ally

ReferenceReference book HOW TO CHANGE THINGS WHEN CH ANGE IS HARD

By CHIP HEATH (a professor at the GraduateSchool of Business at Stanford University) and DAN HEATH(a senior fellow at Duke Universitys Centerfor the Advancement of Social Entrepreneurship(CASE))

• Change Management
• Reference
• Slide 3
• Rider
• Elephant
• Main strategy 1 Direct the Rider 1a Follow the brightspot
• Details of Vietnam example
• Slide 8
• Slide 9
• Main strategy 1 Direct the Rider 1b Script the critical move
• Slide 11
• Slide 12
• Main strategy 1 Direct the Rider 1c POINT TO THE DESTINATION
• Main strategy 2 Motivate the Elephant 2a Find the Feeling
• Slide 15
• Slide 16
• Slide 17
• Slide 18
• Slide 19
• Slide 20
• Slide 21
• Slide 22
• Slide 23
• Main strategy 2 Motivate the Elephant 2b Shrink the Change
• Slide 25
• Slide 26
• Slide 27
• Slide 28
• Slide 29
• Slide 30
• Slide 31
• Slide 32
• Slide 33
• Slide 34
• Slide 35
• Slide 36
• Slide 37
• Slide 38
• Slide 39
• Slide 40
• Main strategy 2 Motivate the Elephant 2c Grow your people(creating sense of identity amp instill growth mindset)
• Slide 42
• Slide 43
• Slide 44
• Slide 45
• Slide 46
• Slide 47
• Slide 48
• Slide 49
• Slide 50
• Slide 51
• Slide 52
• Slide 53
• Slide 54
• Slide 55
• Main strategy 3 Shape the path 3a Tweak the environment
• Fundamental attribution error ndash we hurrily judge someonesomething from Direct attributes but forget about situation that may have created those attributes
• Slide 58
• Slide 59
• 3b Build habit
• Slide 61
• Example or strategy to build habit
• 3b Action trigger
• Slide 64
• 3c Rally the herd
• Slide 66
• By STANDER effect ndash humanbeings take decision after looking what others do
• Slide 68
• Slide 69
• Slide 70
• Summary
• Slide 72
• Slide 73
• Summary Direct the Rider(Head rational thinker)
• Summary Motivate the Elephant(Lazy pleasure loving self)
• Slide 76
• Summary Shaping the path
• Slide 78
• Slide 79
• Slide 80
• Slide 81

Summary Motivate the Elephant(Lazy pleasure loving self)

In times of change we need to remind ourselves and others againand again of certain basic truths Our brains and our abilities arelike muscles They can be strengthened with practice Were notborn skateboarders or scientists or nurses we must learn how toskateboard do science or care for sick people And our inspirationto change ourselves comes from our desire to live up to thoseidentitiesIn the story of Molly Howard we see that amazing things canhappen when you combine the aspiration of a new identity withthe persistence of the growth mindset Thats how you grow yourpeople

Over the past few chapters weve seen that the centralchallenge of change is keeping the Elephant moving forwardWhereas the Rider needs direction the Elephant needs motivationAnd weve seen that motivation comes from feelingknowledgeisnt enough to motivate change But motivation alsocomes from confidence The Elephant has to believe that its capableof conquering the change And there are two routes tobuilding peoples confidence so that they feel big relative totheir challenge You can shrink the change or grow your people(or preferably both)

Summary Shaping the pathOur picture of change is still incomplete though because itsclear that in some situations even a reluctant Elephant and a confusedRider will manage to change their behavior For instanceconsider the fact that even a lost angry driver who is hopelesslylate for an appointment will stop dutifully for a red lightThats why to make changes stick weve got to think aboutshaping the Path

First you need to tweak theenvironment to provide a free space for discussion At Alpha therotational teams had a private place to meet and that created afree space where the new identity could grow Do your own reformershave a private place where they can meet and coordinate

Second you should build good habits Recall the idea of actiontriggers-visualizing when and where you are going to dosomething important The interns at Alpha were essentially settingaction triggers They thought about what they would sayand how they would act when 9 pm came and the signoutprocess was triggered They mentally rehearsed how they wouldrespond if an argument flared up with the night resident Havemembers of your team rehearsed how theyll react when theymeet resistance from your organizations old guard

Finally you should rally the herd At Alpha the leaders helpedthe reformers find one another and the reformers began to createa language-as we saw in the examples of the designateddriver and Fataki-that allowed them to talk about their valueswith others As a leader you can help prod them to create this languageto find ways to articulate what is different and better aboutthe change you seek

We started the Path section by discussing the Fundamental AttributionError-the tendency to attribute behavior to peoplescharacter rather than to their environments Look again at theteaching-hospital example At Alpha 42 percent of superiors supportedthe change at Beta 66 percent supported it Almost all ofus would have put our money on Beta Not many of us whenconfronted with that data would have immediately thought Yesbut what about the situational forces

At the two hospitals individual character competed with situationalforces and situational forces won This brings us backfull circle to the food drive study where a jerk with clear instructionswas more charitable than a saint with generic instructionsThe line between saints and jerks wasnt as clear as we mighthave thought Neither was the line between supporters and resistersof hospital reformIf the right Path can turn a jerk into a saint then the rightPath can also turn a change enemy into an ally

ReferenceReference book HOW TO CHANGE THINGS WHEN CH ANGE IS HARD

By CHIP HEATH (a professor at the GraduateSchool of Business at Stanford University) and DAN HEATH(a senior fellow at Duke Universitys Centerfor the Advancement of Social Entrepreneurship(CASE))

• Change Management
• Reference
• Slide 3
• Rider
• Elephant
• Main strategy 1 Direct the Rider 1a Follow the brightspot
• Details of Vietnam example
• Slide 8
• Slide 9
• Main strategy 1 Direct the Rider 1b Script the critical move
• Slide 11
• Slide 12
• Main strategy 1 Direct the Rider 1c POINT TO THE DESTINATION
• Main strategy 2 Motivate the Elephant 2a Find the Feeling
• Slide 15
• Slide 16
• Slide 17
• Slide 18
• Slide 19
• Slide 20
• Slide 21
• Slide 22
• Slide 23
• Main strategy 2 Motivate the Elephant 2b Shrink the Change
• Slide 25
• Slide 26
• Slide 27
• Slide 28
• Slide 29
• Slide 30
• Slide 31
• Slide 32
• Slide 33
• Slide 34
• Slide 35
• Slide 36
• Slide 37
• Slide 38
• Slide 39
• Slide 40
• Main strategy 2 Motivate the Elephant 2c Grow your people(creating sense of identity amp instill growth mindset)
• Slide 42
• Slide 43
• Slide 44
• Slide 45
• Slide 46
• Slide 47
• Slide 48
• Slide 49
• Slide 50
• Slide 51
• Slide 52
• Slide 53
• Slide 54
• Slide 55
• Main strategy 3 Shape the path 3a Tweak the environment
• Fundamental attribution error ndash we hurrily judge someonesomething from Direct attributes but forget about situation that may have created those attributes
• Slide 58
• Slide 59
• 3b Build habit
• Slide 61
• Example or strategy to build habit
• 3b Action trigger
• Slide 64
• 3c Rally the herd
• Slide 66
• By STANDER effect ndash humanbeings take decision after looking what others do
• Slide 68
• Slide 69
• Slide 70
• Summary
• Slide 72
• Slide 73
• Summary Direct the Rider(Head rational thinker)
• Summary Motivate the Elephant(Lazy pleasure loving self)
• Slide 76
• Summary Shaping the path
• Slide 78
• Slide 79
• Slide 80
• Slide 81

Over the past few chapters weve seen that the centralchallenge of change is keeping the Elephant moving forwardWhereas the Rider needs direction the Elephant needs motivationAnd weve seen that motivation comes from feelingknowledgeisnt enough to motivate change But motivation alsocomes from confidence The Elephant has to believe that its capableof conquering the change And there are two routes tobuilding peoples confidence so that they feel big relative totheir challenge You can shrink the change or grow your people(or preferably both)

Summary Shaping the pathOur picture of change is still incomplete though because itsclear that in some situations even a reluctant Elephant and a confusedRider will manage to change their behavior For instanceconsider the fact that even a lost angry driver who is hopelesslylate for an appointment will stop dutifully for a red lightThats why to make changes stick weve got to think aboutshaping the Path

First you need to tweak theenvironment to provide a free space for discussion At Alpha therotational teams had a private place to meet and that created afree space where the new identity could grow Do your own reformershave a private place where they can meet and coordinate

Second you should build good habits Recall the idea of actiontriggers-visualizing when and where you are going to dosomething important The interns at Alpha were essentially settingaction triggers They thought about what they would sayand how they would act when 9 pm came and the signoutprocess was triggered They mentally rehearsed how they wouldrespond if an argument flared up with the night resident Havemembers of your team rehearsed how theyll react when theymeet resistance from your organizations old guard

Finally you should rally the herd At Alpha the leaders helpedthe reformers find one another and the reformers began to createa language-as we saw in the examples of the designateddriver and Fataki-that allowed them to talk about their valueswith others As a leader you can help prod them to create this languageto find ways to articulate what is different and better aboutthe change you seek

We started the Path section by discussing the Fundamental AttributionError-the tendency to attribute behavior to peoplescharacter rather than to their environments Look again at theteaching-hospital example At Alpha 42 percent of superiors supportedthe change at Beta 66 percent supported it Almost all ofus would have put our money on Beta Not many of us whenconfronted with that data would have immediately thought Yesbut what about the situational forces

At the two hospitals individual character competed with situationalforces and situational forces won This brings us backfull circle to the food drive study where a jerk with clear instructionswas more charitable than a saint with generic instructionsThe line between saints and jerks wasnt as clear as we mighthave thought Neither was the line between supporters and resistersof hospital reformIf the right Path can turn a jerk into a saint then the rightPath can also turn a change enemy into an ally

ReferenceReference book HOW TO CHANGE THINGS WHEN CH ANGE IS HARD

By CHIP HEATH (a professor at the GraduateSchool of Business at Stanford University) and DAN HEATH(a senior fellow at Duke Universitys Centerfor the Advancement of Social Entrepreneurship(CASE))

• Change Management
• Reference
• Slide 3
• Rider
• Elephant
• Main strategy 1 Direct the Rider 1a Follow the brightspot
• Details of Vietnam example
• Slide 8
• Slide 9
• Main strategy 1 Direct the Rider 1b Script the critical move
• Slide 11
• Slide 12
• Main strategy 1 Direct the Rider 1c POINT TO THE DESTINATION
• Main strategy 2 Motivate the Elephant 2a Find the Feeling
• Slide 15
• Slide 16
• Slide 17
• Slide 18
• Slide 19
• Slide 20
• Slide 21
• Slide 22
• Slide 23
• Main strategy 2 Motivate the Elephant 2b Shrink the Change
• Slide 25
• Slide 26
• Slide 27
• Slide 28
• Slide 29
• Slide 30
• Slide 31
• Slide 32
• Slide 33
• Slide 34
• Slide 35
• Slide 36
• Slide 37
• Slide 38
• Slide 39
• Slide 40
• Main strategy 2 Motivate the Elephant 2c Grow your people(creating sense of identity amp instill growth mindset)
• Slide 42
• Slide 43
• Slide 44
• Slide 45
• Slide 46
• Slide 47
• Slide 48
• Slide 49
• Slide 50
• Slide 51
• Slide 52
• Slide 53
• Slide 54
• Slide 55
• Main strategy 3 Shape the path 3a Tweak the environment
• Fundamental attribution error ndash we hurrily judge someonesomething from Direct attributes but forget about situation that may have created those attributes
• Slide 58
• Slide 59
• 3b Build habit
• Slide 61
• Example or strategy to build habit
• 3b Action trigger
• Slide 64
• 3c Rally the herd
• Slide 66
• By STANDER effect ndash humanbeings take decision after looking what others do
• Slide 68
• Slide 69
• Slide 70
• Summary
• Slide 72
• Slide 73
• Summary Direct the Rider(Head rational thinker)
• Summary Motivate the Elephant(Lazy pleasure loving self)
• Slide 76
• Summary Shaping the path
• Slide 78
• Slide 79
• Slide 80
• Slide 81

Summary Shaping the pathOur picture of change is still incomplete though because itsclear that in some situations even a reluctant Elephant and a confusedRider will manage to change their behavior For instanceconsider the fact that even a lost angry driver who is hopelesslylate for an appointment will stop dutifully for a red lightThats why to make changes stick weve got to think aboutshaping the Path

First you need to tweak theenvironment to provide a free space for discussion At Alpha therotational teams had a private place to meet and that created afree space where the new identity could grow Do your own reformershave a private place where they can meet and coordinate

Second you should build good habits Recall the idea of actiontriggers-visualizing when and where you are going to dosomething important The interns at Alpha were essentially settingaction triggers They thought about what they would sayand how they would act when 9 pm came and the signoutprocess was triggered They mentally rehearsed how they wouldrespond if an argument flared up with the night resident Havemembers of your team rehearsed how theyll react when theymeet resistance from your organizations old guard

Finally you should rally the herd At Alpha the leaders helpedthe reformers find one another and the reformers began to createa language-as we saw in the examples of the designateddriver and Fataki-that allowed them to talk about their valueswith others As a leader you can help prod them to create this languageto find ways to articulate what is different and better aboutthe change you seek

We started the Path section by discussing the Fundamental AttributionError-the tendency to attribute behavior to peoplescharacter rather than to their environments Look again at theteaching-hospital example At Alpha 42 percent of superiors supportedthe change at Beta 66 percent supported it Almost all ofus would have put our money on Beta Not many of us whenconfronted with that data would have immediately thought Yesbut what about the situational forces

At the two hospitals individual character competed with situationalforces and situational forces won This brings us backfull circle to the food drive study where a jerk with clear instructionswas more charitable than a saint with generic instructionsThe line between saints and jerks wasnt as clear as we mighthave thought Neither was the line between supporters and resistersof hospital reformIf the right Path can turn a jerk into a saint then the rightPath can also turn a change enemy into an ally

ReferenceReference book HOW TO CHANGE THINGS WHEN CH ANGE IS HARD

By CHIP HEATH (a professor at the GraduateSchool of Business at Stanford University) and DAN HEATH(a senior fellow at Duke Universitys Centerfor the Advancement of Social Entrepreneurship(CASE))

• Change Management
• Reference
• Slide 3
• Rider
• Elephant
• Main strategy 1 Direct the Rider 1a Follow the brightspot
• Details of Vietnam example
• Slide 8
• Slide 9
• Main strategy 1 Direct the Rider 1b Script the critical move
• Slide 11
• Slide 12
• Main strategy 1 Direct the Rider 1c POINT TO THE DESTINATION
• Main strategy 2 Motivate the Elephant 2a Find the Feeling
• Slide 15
• Slide 16
• Slide 17
• Slide 18
• Slide 19
• Slide 20
• Slide 21
• Slide 22
• Slide 23
• Main strategy 2 Motivate the Elephant 2b Shrink the Change
• Slide 25
• Slide 26
• Slide 27
• Slide 28
• Slide 29
• Slide 30
• Slide 31
• Slide 32
• Slide 33
• Slide 34
• Slide 35
• Slide 36
• Slide 37
• Slide 38
• Slide 39
• Slide 40
• Main strategy 2 Motivate the Elephant 2c Grow your people(creating sense of identity amp instill growth mindset)
• Slide 42
• Slide 43
• Slide 44
• Slide 45
• Slide 46
• Slide 47
• Slide 48
• Slide 49
• Slide 50
• Slide 51
• Slide 52
• Slide 53
• Slide 54
• Slide 55
• Main strategy 3 Shape the path 3a Tweak the environment
• Fundamental attribution error ndash we hurrily judge someonesomething from Direct attributes but forget about situation that may have created those attributes
• Slide 58
• Slide 59
• 3b Build habit
• Slide 61
• Example or strategy to build habit
• 3b Action trigger
• Slide 64
• 3c Rally the herd
• Slide 66
• By STANDER effect ndash humanbeings take decision after looking what others do
• Slide 68
• Slide 69
• Slide 70
• Summary
• Slide 72
• Slide 73
• Summary Direct the Rider(Head rational thinker)
• Summary Motivate the Elephant(Lazy pleasure loving self)
• Slide 76
• Summary Shaping the path
• Slide 78
• Slide 79
• Slide 80
• Slide 81

First you need to tweak theenvironment to provide a free space for discussion At Alpha therotational teams had a private place to meet and that created afree space where the new identity could grow Do your own reformershave a private place where they can meet and coordinate

Second you should build good habits Recall the idea of actiontriggers-visualizing when and where you are going to dosomething important The interns at Alpha were essentially settingaction triggers They thought about what they would sayand how they would act when 9 pm came and the signoutprocess was triggered They mentally rehearsed how they wouldrespond if an argument flared up with the night resident Havemembers of your team rehearsed how theyll react when theymeet resistance from your organizations old guard

Finally you should rally the herd At Alpha the leaders helpedthe reformers find one another and the reformers began to createa language-as we saw in the examples of the designateddriver and Fataki-that allowed them to talk about their valueswith others As a leader you can help prod them to create this languageto find ways to articulate what is different and better aboutthe change you seek

We started the Path section by discussing the Fundamental AttributionError-the tendency to attribute behavior to peoplescharacter rather than to their environments Look again at theteaching-hospital example At Alpha 42 percent of superiors supportedthe change at Beta 66 percent supported it Almost all ofus would have put our money on Beta Not many of us whenconfronted with that data would have immediately thought Yesbut what about the situational forces

At the two hospitals individual character competed with situationalforces and situational forces won This brings us backfull circle to the food drive study where a jerk with clear instructionswas more charitable than a saint with generic instructionsThe line between saints and jerks wasnt as clear as we mighthave thought Neither was the line between supporters and resistersof hospital reformIf the right Path can turn a jerk into a saint then the rightPath can also turn a change enemy into an ally

ReferenceReference book HOW TO CHANGE THINGS WHEN CH ANGE IS HARD

By CHIP HEATH (a professor at the GraduateSchool of Business at Stanford University) and DAN HEATH(a senior fellow at Duke Universitys Centerfor the Advancement of Social Entrepreneurship(CASE))

• Change Management
• Reference
• Slide 3
• Rider
• Elephant
• Main strategy 1 Direct the Rider 1a Follow the brightspot
• Details of Vietnam example
• Slide 8
• Slide 9
• Main strategy 1 Direct the Rider 1b Script the critical move
• Slide 11
• Slide 12
• Main strategy 1 Direct the Rider 1c POINT TO THE DESTINATION
• Main strategy 2 Motivate the Elephant 2a Find the Feeling
• Slide 15
• Slide 16
• Slide 17
• Slide 18
• Slide 19
• Slide 20
• Slide 21
• Slide 22
• Slide 23
• Main strategy 2 Motivate the Elephant 2b Shrink the Change
• Slide 25
• Slide 26
• Slide 27
• Slide 28
• Slide 29
• Slide 30
• Slide 31
• Slide 32
• Slide 33
• Slide 34
• Slide 35
• Slide 36
• Slide 37
• Slide 38
• Slide 39
• Slide 40
• Main strategy 2 Motivate the Elephant 2c Grow your people(creating sense of identity amp instill growth mindset)
• Slide 42
• Slide 43
• Slide 44
• Slide 45
• Slide 46
• Slide 47
• Slide 48
• Slide 49
• Slide 50
• Slide 51
• Slide 52
• Slide 53
• Slide 54
• Slide 55
• Main strategy 3 Shape the path 3a Tweak the environment
• Fundamental attribution error ndash we hurrily judge someonesomething from Direct attributes but forget about situation that may have created those attributes
• Slide 58
• Slide 59
• 3b Build habit
• Slide 61
• Example or strategy to build habit
• 3b Action trigger
• Slide 64
• 3c Rally the herd
• Slide 66
• By STANDER effect ndash humanbeings take decision after looking what others do
• Slide 68
• Slide 69
• Slide 70
• Summary
• Slide 72
• Slide 73
• Summary Direct the Rider(Head rational thinker)
• Summary Motivate the Elephant(Lazy pleasure loving self)
• Slide 76
• Summary Shaping the path
• Slide 78
• Slide 79
• Slide 80
• Slide 81

Finally you should rally the herd At Alpha the leaders helpedthe reformers find one another and the reformers began to createa language-as we saw in the examples of the designateddriver and Fataki-that allowed them to talk about their valueswith others As a leader you can help prod them to create this languageto find ways to articulate what is different and better aboutthe change you seek

We started the Path section by discussing the Fundamental AttributionError-the tendency to attribute behavior to peoplescharacter rather than to their environments Look again at theteaching-hospital example At Alpha 42 percent of superiors supportedthe change at Beta 66 percent supported it Almost all ofus would have put our money on Beta Not many of us whenconfronted with that data would have immediately thought Yesbut what about the situational forces

At the two hospitals individual character competed with situationalforces and situational forces won This brings us backfull circle to the food drive study where a jerk with clear instructionswas more charitable than a saint with generic instructionsThe line between saints and jerks wasnt as clear as we mighthave thought Neither was the line between supporters and resistersof hospital reformIf the right Path can turn a jerk into a saint then the rightPath can also turn a change enemy into an ally

ReferenceReference book HOW TO CHANGE THINGS WHEN CH ANGE IS HARD

By CHIP HEATH (a professor at the GraduateSchool of Business at Stanford University) and DAN HEATH(a senior fellow at Duke Universitys Centerfor the Advancement of Social Entrepreneurship(CASE))

• Change Management
• Reference
• Slide 3
• Rider
• Elephant
• Main strategy 1 Direct the Rider 1a Follow the brightspot
• Details of Vietnam example
• Slide 8
• Slide 9
• Main strategy 1 Direct the Rider 1b Script the critical move
• Slide 11
• Slide 12
• Main strategy 1 Direct the Rider 1c POINT TO THE DESTINATION
• Main strategy 2 Motivate the Elephant 2a Find the Feeling
• Slide 15
• Slide 16
• Slide 17
• Slide 18
• Slide 19
• Slide 20
• Slide 21
• Slide 22
• Slide 23
• Main strategy 2 Motivate the Elephant 2b Shrink the Change
• Slide 25
• Slide 26
• Slide 27
• Slide 28
• Slide 29
• Slide 30
• Slide 31
• Slide 32
• Slide 33
• Slide 34
• Slide 35
• Slide 36
• Slide 37
• Slide 38
• Slide 39
• Slide 40
• Main strategy 2 Motivate the Elephant 2c Grow your people(creating sense of identity amp instill growth mindset)
• Slide 42
• Slide 43
• Slide 44
• Slide 45
• Slide 46
• Slide 47
• Slide 48
• Slide 49
• Slide 50
• Slide 51
• Slide 52
• Slide 53
• Slide 54
• Slide 55
• Main strategy 3 Shape the path 3a Tweak the environment
• Fundamental attribution error ndash we hurrily judge someonesomething from Direct attributes but forget about situation that may have created those attributes
• Slide 58
• Slide 59
• 3b Build habit
• Slide 61
• Example or strategy to build habit
• 3b Action trigger
• Slide 64
• 3c Rally the herd
• Slide 66
• By STANDER effect ndash humanbeings take decision after looking what others do
• Slide 68
• Slide 69
• Slide 70
• Summary
• Slide 72
• Slide 73
• Summary Direct the Rider(Head rational thinker)
• Summary Motivate the Elephant(Lazy pleasure loving self)
• Slide 76
• Summary Shaping the path
• Slide 78
• Slide 79
• Slide 80
• Slide 81

We started the Path section by discussing the Fundamental AttributionError-the tendency to attribute behavior to peoplescharacter rather than to their environments Look again at theteaching-hospital example At Alpha 42 percent of superiors supportedthe change at Beta 66 percent supported it Almost all ofus would have put our money on Beta Not many of us whenconfronted with that data would have immediately thought Yesbut what about the situational forces

At the two hospitals individual character competed with situationalforces and situational forces won This brings us backfull circle to the food drive study where a jerk with clear instructionswas more charitable than a saint with generic instructionsThe line between saints and jerks wasnt as clear as we mighthave thought Neither was the line between supporters and resistersof hospital reformIf the right Path can turn a jerk into a saint then the rightPath can also turn a change enemy into an ally

ReferenceReference book HOW TO CHANGE THINGS WHEN CH ANGE IS HARD

By CHIP HEATH (a professor at the GraduateSchool of Business at Stanford University) and DAN HEATH(a senior fellow at Duke Universitys Centerfor the Advancement of Social Entrepreneurship(CASE))

• Change Management
• Reference
• Slide 3
• Rider
• Elephant
• Main strategy 1 Direct the Rider 1a Follow the brightspot
• Details of Vietnam example
• Slide 8
• Slide 9
• Main strategy 1 Direct the Rider 1b Script the critical move
• Slide 11
• Slide 12
• Main strategy 1 Direct the Rider 1c POINT TO THE DESTINATION
• Main strategy 2 Motivate the Elephant 2a Find the Feeling
• Slide 15
• Slide 16
• Slide 17
• Slide 18
• Slide 19
• Slide 20
• Slide 21
• Slide 22
• Slide 23
• Main strategy 2 Motivate the Elephant 2b Shrink the Change
• Slide 25
• Slide 26
• Slide 27
• Slide 28
• Slide 29
• Slide 30
• Slide 31
• Slide 32
• Slide 33
• Slide 34
• Slide 35
• Slide 36
• Slide 37
• Slide 38
• Slide 39
• Slide 40
• Main strategy 2 Motivate the Elephant 2c Grow your people(creating sense of identity amp instill growth mindset)
• Slide 42
• Slide 43
• Slide 44
• Slide 45
• Slide 46
• Slide 47
• Slide 48
• Slide 49
• Slide 50
• Slide 51
• Slide 52
• Slide 53
• Slide 54
• Slide 55
• Main strategy 3 Shape the path 3a Tweak the environment
• Fundamental attribution error ndash we hurrily judge someonesomething from Direct attributes but forget about situation that may have created those attributes
• Slide 58
• Slide 59
• 3b Build habit
• Slide 61
• Example or strategy to build habit
• 3b Action trigger
• Slide 64
• 3c Rally the herd
• Slide 66
• By STANDER effect ndash humanbeings take decision after looking what others do
• Slide 68
• Slide 69
• Slide 70
• Summary
• Slide 72
• Slide 73
• Summary Direct the Rider(Head rational thinker)
• Summary Motivate the Elephant(Lazy pleasure loving self)
• Slide 76
• Summary Shaping the path
• Slide 78
• Slide 79
• Slide 80
• Slide 81

ReferenceReference book HOW TO CHANGE THINGS WHEN CH ANGE IS HARD

By CHIP HEATH (a professor at the GraduateSchool of Business at Stanford University) and DAN HEATH(a senior fellow at Duke Universitys Centerfor the Advancement of Social Entrepreneurship(CASE))

• Change Management
• Reference
• Slide 3
• Rider
• Elephant
• Main strategy 1 Direct the Rider 1a Follow the brightspot
• Details of Vietnam example
• Slide 8
• Slide 9
• Main strategy 1 Direct the Rider 1b Script the critical move
• Slide 11
• Slide 12
• Main strategy 1 Direct the Rider 1c POINT TO THE DESTINATION
• Main strategy 2 Motivate the Elephant 2a Find the Feeling
• Slide 15
• Slide 16
• Slide 17
• Slide 18
• Slide 19
• Slide 20
• Slide 21
• Slide 22
• Slide 23
• Main strategy 2 Motivate the Elephant 2b Shrink the Change
• Slide 25
• Slide 26
• Slide 27
• Slide 28
• Slide 29
• Slide 30
• Slide 31
• Slide 32
• Slide 33
• Slide 34
• Slide 35
• Slide 36
• Slide 37
• Slide 38
• Slide 39
• Slide 40
• Main strategy 2 Motivate the Elephant 2c Grow your people(creating sense of identity amp instill growth mindset)
• Slide 42
• Slide 43
• Slide 44
• Slide 45
• Slide 46
• Slide 47
• Slide 48
• Slide 49
• Slide 50
• Slide 51
• Slide 52
• Slide 53
• Slide 54
• Slide 55
• Main strategy 3 Shape the path 3a Tweak the environment
• Fundamental attribution error ndash we hurrily judge someonesomething from Direct attributes but forget about situation that may have created those attributes
• Slide 58
• Slide 59
• 3b Build habit
• Slide 61
• Example or strategy to build habit
• 3b Action trigger
• Slide 64
• 3c Rally the herd
• Slide 66
• By STANDER effect ndash humanbeings take decision after looking what others do
• Slide 68
• Slide 69
• Slide 70
• Summary
• Slide 72
• Slide 73
• Summary Direct the Rider(Head rational thinker)
• Summary Motivate the Elephant(Lazy pleasure loving self)
• Slide 76
• Summary Shaping the path
• Slide 78
• Slide 79
• Slide 80
• Slide 81