Slide 2 Chip (left) and Dan (right) Heath Slide 13 Investigate what’s working and clone it. Slide 14 Case: Jerry Sternin in Vietnam Slide 15 Don’t think big picture, think in terms of specific behaviors. Ambiguity is the enemy Slide 16 Case: Buy 1% milk instead of whole milk (West Virginia) Clear move Slide 17 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. Slide 18 Change is easier when you know where you’re going and why it’s worth it. Slide 19 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. Slide 21 Knowing something isn’t enough to cause change. Make people feel something. Slide 22 Case: Jon Stegner’s Glove Shrine Numbers didn’t make people care, visualising the problem made them care. Slide 23 Break down the change until it no longer spooks the Elephant. Slide 24 Case: 5-minute room resque Having to cleaning your whole house can be discouraging Start small. 5 minutes of cleaning. Slide 25 Cultivate a sense of identity and instill the growth mindset. Slide 26 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 Slide 28 When the situation changes, the behavior changes. So change the situation. Slide 29 Case: Rackspace Bad customer service, one customer found the manager. Solution: No more phone system => Phones have to be picked up Slide 30 When behavior is habitual, it’s “free”—it doesn’t tax the Rider. Look for ways to encourage habits. Slide 31 Case: Action Triggers After I do this, I’’ll do that. Not “I’ll do that tomorrow” Slide 32 Behavior is contagious. Help it spread. Slide 33 Case: Feed the tip jar

1. SWITCH
Felix Garriau

4. For things to change, somebody
somewhere has to start acting differently.
Maybe it’s you, maybe it’s your team.

6. Each has an emotional Elephant side and a
rational Rider side.

7. You’ve got to reach both. And you’ve also
got to clear the way for them to succeed.

8. In short, you must do three things:

9. Direct the Rider

10. Motivate the
Elephant

11. Shape the Path

12. Direct the Rider

13. Follow the bright spots.

15. Script the critical moves.

18. Point to the destination.

20. Motivate the
Elephant

21. Find the feeling.

23. Shrink the change.

25. Grow your people.

27. Shape the Path

28. Tweak the environment.

30. Build habits.

32. Rally the herd.