switch by chip & dan heath
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Why is it so hard to make lasting changes in our companies, our communities, and in our own lives? In this session of 'We Read For You', Thys Pretorius presents "Switch: How to Change Things When Change is Hard", the latest book by Chip and Dan Heath. According to the Heaths, the primary obstacle to making lasting changes is a conflict that is built into our brains. Psychologists have discovered that our minds are ruled by two different systems—the rational mind and the emotional mind—that compete for control. The rational mind wants a great beach body; the emotional mind wants that Oreo cookie. The rational mind wants to change something at work; the emotional mind loves the comfort of the existing routine. This tension can doom a change effort—but if it is overcome, change can come quickly.TRANSCRIPT
TITLE: eg. Marketing
Subtitle/Description: Eg. Online Marketing
Faculty Name: eg. Godfrey Parkin
Date: 26/09/2011
Switch By Chip Heath & Dan Heath
We Read for You Presented by Thys Pretorius
Cape Town: 09/09/2011
About the authors
Chip Heath is the Thrive Foundation of Youth Professor of Organizational Behavior in the Graduate School of Business at Stanford University.
He is also a columnist for Fast Company magazine, and he has spoken and consulted on the topic of "making ideas stick" with organizations such as Nike, the Nature Conservancy, Microsoft, Ideo, and the American Heart Association.
He has taught courses on Organizational Behavior, Negotiation, Strategy, and International Strategy. Prior to joining Stanford, Professor Heath taught at the University of Chicago Graduate School of Business and the Fuqua School of Business at Duke University. He received his B.S. in Industrial Engineering from Texas A&M University and his Ph.D. in Psychology from Stanford.
Dan Heath is a Senior Fellow at Duke University's CASE center, which supports social entrepreneurs.
He is a columnist for Fast Company magazine, and he has taught and consulted with organizations such as Microsoft, Philips, Vanguard, Macy's, USAID, and the American Heart Association.
He worked as a researcher and case writer for Harvard Business School, co-authoring 10 case studies on entrepreneurial ventures, and later served as a Consultant to the Policy Programs of the Aspen Institute.
Communicate
for Buy-in
Empower
Action
Create Short-
term Wins
6 6 4 4 5 5
Don’t Let
Up
Make it
Stick
7 7 8 8
Increase
Urgency
Build the
Guiding Team
Get the
Right
Vision
2 2 3 3 1 1
Kotter’s - “Eight Steps of Change”
5 Kotter, John P. and Cohen, Dan S. The Heart of Change. Boston: Harvard Business School Press
Engaging and enabling
the whole organisation
Creating a
climate for change
Implementing
and sustaining
change
4
Behaviour economics
• Dan Ariely: “Predictably Irrational” – Pattern-recognition biases
– Stability biases
– Action-oriented biases
– Interest biases
– Social biases
• “In human decision making losses loom greater than gains. Our fears carry more weight than our desires”
(Kahneman & Tversky)
Neuroscience
• Brains are built to: – Make our lives easier, through clustering/patterns/
automatic transmission / habits etc – Detect change in the environment
• Error detection signals are generated by the orbital cortex, with links to the amygdala (our fear circuitry)
• Our fears carry more weight that our desires • These two take brain resources away from the
prefrontal cortex, unless we consciously allocate resources to the rational mind.
• BUT, our “working memory” – Tires easily – 7 items (+ or – 2)
• So we do what we can do to avoid change
Three surprises (and some more) about change
• Elephant & Rider in constant struggle
• Elephant is stronger than the Rider
• Rider much brighter than the Elephant
• Rider battles with focus (Analysis Paralysis)
• What looks like laziness or indecision is often mental exhaustion
• What looks like a people problem is often a situation problem
How to make a switch
• Direct the Rider
• Motivate the elephant
• Shape the path
http://www.heathbrothers.com/resources/download/
Direct the rider
• Find the bright spots
• Point to the destination
• Script the critical moves
Motivate the elephant
• Find the feeling
• Shrink the change
• Grow your people
Shape the path
• Tweaking the environment
• Build habits
• Rally the herd
“Nobody changes anybody else” Peter Senge
Closing comment
“We now accept the fact that learning is a lifelong process of keeping abreast of
change. And the most pressing task is to teach people how to think and learn.”
Peter Drucker
Next WRFY session
Reinventing Management:
Smarter Choices for Getting Work Done By Julian Birkenshaw
Cape Town: Friday, 14 October 2011
Johannesburg: Friday, 21 October 2011
www.usb-ed.com/wrfy