Chip (left) and Dan (right) Heath
Investigate what’s working and clone it.
Case: Jerry Sternin in Vietnam
Don’t think big picture, think in terms of specific behaviors.
Ambiguity is the enemy
Case: Buy 1% milk instead of whole milk (West Virginia)
Bad Case: The U.S. government’s Food Pyramid, or how to make the move confusing.
The top of the pyramid (which was oils) was mistaken by people as being the most important.
So they fixed it. Ahum.
And now the pyramid makes no sense whatsoever.
Change is easier when you know where you’re going and why it’s worth it.
Case: “No dry holes” at BP
BP’s leaders wanted to slash exploration costs from $5 per barrel to $1
Historical success rate was 1 in 8 drills
Explorers had to put on their geologists hat instead of acting like venture capitalists.
Knowing something isn’t enough to cause change. Make people feel something.
Case: Jon Stegner’s Glove Shrine
Numbers didn’t make people care, visualising the problem made them care.
Break down the change until it no longer spooks the Elephant.
Case: 5-minute room resque
Having to cleaning your whole house can be discouraging
Start small. 5 minutes of cleaning.
Cultivate a sense of identity and instill the growth mindset.
Case: Brasilata’s “inventors”
Based on the Japanese model (Honda and Toyota)
Employees became “inventors”, had to sign an “innovation contract”
Top management challenged employees
In one year 134.000 ideas, or 145 per employee
When the situation changes, the behavior changes. So change the situation.
Bad customer service, one customer found the manager.
Solution: No more phone system => Phones have to be picked up
When behavior is habitual, it’s “free”—it doesn’t tax the Rider. Look for ways to encourage habits.
Case: Action Triggers
After I do this, I’’ll do that.
Not “I’ll do that tomorrow”
Behavior is contagious. Help it spread.
Case: Feed the tip jar