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.

Published in: Business, Technology

Switch by Chip & Dan Heath

  1. 1. Switcheg. MarketingTITLE:By Chip Heath & Dan HeathSubtitle/Description:We Read for YouEg. Online MarketingPresented by Thys PretoriusFaculty Name: eg. Godfrey ParkinCape Town: 09/09/2011 Date: 26/09/2011
  2. 2. About the authorsChip Heath is the Thrive Foundation of Dan Heath is a Senior Fellow at Duke Youth Professor of Organizational Universitys CASE center, which Behavior in the Graduate School of supports social entrepreneurs. Business at Stanford University.He is also a columnist for Fast Company He is a columnist for Fast magazine, and he has spoken and Company magazine, and he has consulted on the topic of "making taught and consulted with ideas stick" with organizations such organizations such as Microsoft, as Nike, the Nature Conservancy, Philips, Vanguard, Macys, USAID, Microsoft, Ideo, and the American and the American Heart Heart Association. Association.He has taught courses on Organizational He worked as a researcher and case Behavior, Negotiation, Strategy, and writer for Harvard Business International Strategy. Prior to School, co-authoring 10 case joining Stanford, Professor Heath taught at the University of Chicago studies on entrepreneurial Graduate School of Business and the ventures, and later served as a Fuqua School of Business at Duke Consultant to the Policy Programs University. He received his B.S. in of the Aspen Institute. Industrial Engineering from Texas A&M University and his Ph.D. in Psychology from Stanford.
  3. 3. Kotter’s - “Eight Steps of Change” Implementing and sustaining Engaging and enabling change the whole organisation Creating a climate for change 1 2 3 4 5 6 7 8 Increase Build the Get the Communicate Empower Create Short- Don’t Let Make it Urgency Guiding Team Right for Buy-in Action term Wins Up Stick Vision 5 Kotter, John P. and Cohen, Dan S. The Heart of Change. Boston: Harvard Business School Press 4
  4. 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)
  5. 5. 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
  6. 6. 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
  7. 7. How to make a switch• Direct the Rider• Motivate the elephant• Shape the pathhttp://www.heathbrothers.com/resources/download/
  8. 8. Direct the rider• Find the bright spots• Point to the destination• Script the critical moves
  9. 9. Motivate the elephant• Find the feeling• Shrink the change• Grow your people
  10. 10. Shape the path• Tweaking the environment• Build habits• Rally the herd
  11. 11. “Nobody changes anybody else” Peter Senge
  12. 12. 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
  13. 13. Next WRFY sessionReinventing Management:Smarter Choices for Getting Work DoneBy Julian Birkenshaw Cape Town: Friday, 14 October 2011 Johannesburg: Friday, 21 October 2011 www.usb-ed.com/wrfy

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