Switch is about making difficult changes. The author came up with a formula how to direct the rider, motivate the Elephant and shape the path. I think they are probably a good framework. Many examples were given to reinforce the framework. Very good book for someone who want to take on the challenge of changing people and make a difference. A summary is as follows:<\/p>\n
Direct the rider (the thinker)<\/strong><\/p>\n Find the bright spots:<\/em> Script the critical moves<\/em> Point to the Destination<\/em> Motivate the Elephant (emotion)<\/strong> Shrink the change<\/em> Grow the people<\/em> Shape the Path<\/strong> Build habits<\/em> Rally the herd<\/em>
\nInvestigate what’s working and clone it.
\nSolving malnutrition problem in a Vietnam village.
\nUse solution-focused therapy (not caring about archaeology): what’s the first small sign you’d see that would make you think the problem was gone.<\/p>\n
\nDon’t think big picture, think in terms of specific behavior.
\nWhen the road is uncertain, the Elephant will insist on taking the default path. Decision paralysis can be deadly for change – because the most familiar change is always the status quo. Use clear rules. 1% milk vs. eat healthy. Set behavior goals. Force abusive parents to play with the kids (bend like a reed.) Clarity dissolves resistance.<\/p>\n
\nChange is easier when you know where you’re going and why it’s worth it.
\nDestination postcards: “You will be 3rd grader soon.” Use SMART (specific, measurable, actionable, relevant, and timely) goals. Emotional goals work better. B&W (Black & White) goals: BP’s “no dry holes” goal. “When you’re at the beginning, don’t obsess about the middle, because the middle is going to look different once you get there. Just look for a strong beginning and a strong ending and get moving.” <\/p>\n
\nFind the feeling<\/em>
\nKnowing something isn’t enough to cause change. Make people feel something.
\nUse the SEE-FEEL-CHANGE. Use of video game for teenager cancel patients.<\/p>\n
\nBreak down the change until it no longer spooks the Elephant. Limit the investment you’re asking for. Think small wins. A small deal reduces importance, reduces demand, and raises received skill levels – all three factors will tend to make change easier and more self-sustaining.<\/p>\n
\nCultivate a sense of identity and instill the growth mindset.
\nConvince people they’re the people of the desired state. Two basic models of decision making: consequence model and identity model (ask “who am I? what kind of situation is this? What would someone like me do in this situation?”). How can you make your change a matter of identity rather than a matter of consequences? Fixed mindset vs. growth mindset – Will struggle, we will fail, we will be knocked down – but throughout, we’ll get better and we’ll succeed in the end. The Elephant has to be believe that it’s capable of conquering the change: shrink the change or\/and grow the people.<\/p>\n
\nTweak the environment<\/em>
\nWhen then situation changes, the behavior changes. So change the situation. [Front coaches for early bird students. Quiet hours. Throwing out the phone system at Rackspace, 1-click ordering, simplifying the online time sheet]<\/p>\n
\nWhen behavior is habitual, it’s “free” – it doesn’t tax the rider. Look for ways to encourage habits. [Setting “action triggers,” eating two bowls of soup while dieting, using checklists]<\/p>\n
\nBehavior is contagious. Help it spread. [“Fataki” in Tanzania, “free spaces” in hospital, seeding the tip jar]<\/p>\n