November 22, 2011
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Free PDF , by Chip Heath Dan Heath
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, by Chip Heath Dan Heath
Free PDF , by Chip Heath Dan Heath
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Product details
File Size: 2995 KB
Print Length: 322 pages
Publisher: Currency; 1 edition (February 10, 2010)
Publication Date: February 16, 2010
Language: English
ASIN: B0030DHPGQ
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Amazon Best Sellers Rank:
#21,148 Paid in Kindle Store (See Top 100 Paid in Kindle Store)
I am by no means a big fan of "business books". Most feel like they're thrown together quickly and read like dirge. I was pleasantly surprised by Switch -- which both reads easily and is absolutely relevant to the problems we all face in our work (and personal) lives. It breaks down the process of change into three easily-remembered and compelling constructs, and gives lots of practical examples for each construct. I found myself incorporating the concepts from Switch into my daily activities immediately, and my zeal for the model hasn't diminished over the past couple of months (the typical half-life of a business book is days in my experience).If you deal with change in any aspect of your life -- this is an excellent book. If you think you *don't* deal with change -- you're probably not paying attention!
Switch is a book about managing change by the Heath brothers (Chip and Dan). Chip is a professor at the Graduate School of Business at Stanford University and Dan is a Senior Fellow at Duke University' Social Entrepreneurship center. The two have teamed up before -- in 2007 they released their critically acclaimed Made to Stick: Why Some Ideas Survive and Others Die. This latest effort focuses less on the stickiness of the idea and more on the change process itself. What should a change agent do to implement lasting change in a hard-headed organization that desperately needs it?The book is organized into eleven chapters in three parts: Part 1, Direct the Rider; Part 2, Motivate the Elephant; and Part 3, Shape the Path. The titles come from a vivid metaphor by University of Virginia psychologist Jonathan Haidt. In his book, The Happiness Hypothesis, Haidt likens a person to a rider on an elephant. The rider is the rational side of a person: the part that tells him to eat better, exercise more, and stop procrastinating, for example. The elephant is the emotional side that doesn't want to work to lose weight or exercise and would rather stay put; let's say willpower vs. won't-power; but why should that be? Whatever is autonomous and ingrained by habit belongs to the elephant. The rider is theoretically in control, but it is exhausting to continually tug on the reins and direct the stubborn elephant. Eventually the rider relents and the elephant goes back to doing what he's always done. Sound familiar?Before going much farther, you should know that two things separate Switch from so many other glib books about change: first, the book has a very solid psychological basis. Despite its accessible style, scores of major psychological findings and studies are reported and undergird the book's practical formulae for change. Second, Switch is not a self-help book. I have no doubt that the book could be used in this way, but it is really a book about how to change things. It is primarily directed toward organizational change, though its principles are much broader. And there are many surprises.The first big surprise occurs in the very first chapter."We know what you're thinking -- people resist change. But it's not quite that easy. Babies are born every day to parents who, inexplicably, welcome that change. Yet people don't resist this massive change -- they volunteer for it. In our lives we embrace lots of big changes. So there are hard changes and there are easy changes. What distinguishes one from the other?"And the surprises keep coming. Like the two researchers who dramatically and permanently got folks to reduce their saturated fat intake. Or the doctor who saved over 100,000 lives and counting in American hospitals on schedule (18 months) by getting thousands of doctors and organizations to change their practices. Or the American who went to Vietnam and changed the face of malnutrition. Or the student who saved an endangered species in a Caribbean country that didn't give two hoots about it.What do all these stories have in common? For one, none of these change agents had the sufficient budget or authority to succeed; yet, they did. How? Every one of them gave clear rational direction to the rider by finding the bright spots, scripting the critical moves, and clearly pointing to the end goal. All of them motivated the elephant by emotionally connecting with it, and they shrunk the apparent change by carefully communicating progress. They refused to underestimate their people. Instead they provided them with a newfound identity that let them to grow into the challenge. But there was more.As the authors note, many times what looks like resistance is really confusion or even the result of misaligned incentives. That's why the path needs to be shaped by making manageable changes to the environment, building sound habits, rallying the herd, and reinforcing the new habit until it becomes a way of life.Well, maybe that sounds like a lot of work. I think it is. But speaking from firsthand experience, it will be a labor of love. And if your heart is not in the change and you do not think you can derive reward from the process, perhaps you are selling yourself short -- or, maybe you're the wrong person to lead the change and you should stop kidding yourself. And perhaps that is what I like most about this book. It does not promise a panacea. It tells it like it is without the jingoism that has become the substance of many change management essays. If you are leading organizational change, the book will provide a solid prescription for achieving lasting results because Switch uses real research, reports real experiences, and provides real guidance. Here, my recommendation is enthusiastic.
Change is hard. Any change. Everywhere. In business, in personal life."Switch" is a blueprint to change. Any change. In any environment. The book is condensed wisdom on how to change. It's deeply rooted in psychology, yet written in a simple, effective language so anybody could understand and apply it."Switch" gives you not only theory but also real life examples of people changing when change is hard.If you want to change something in your life - the "Switch" is your ultimate guide.
Ever want to loose weight and you’re like me you love chocolate chip cookies? You love them so much that your 4 year old calls you the cookie monster.Are you responsible for some change in your company but don’t really have the power to make that change? Maybe you’re in charge but the entrenched ethic/patterns are totally contrary to the change that needs to be made?This is the book for you.Chip and Dan Heath explore how many organizations made the Rider (our thinking brain) and the Elephant (our feeling brain) both adopt a change. You’ll see this 2 brain thinking explored in other books like Thinking, Fast and Slow.In Switch Chip and Dan assert that our Rider is going to generally go where the Elephant wants to. With great effort it can overpower the Elephant for a short time (like when I swear off cookies) but eventually the much more powerful Elephant will win as the Rider gets tired.Switch doesn’t claim to give you all the answers to make effective change at your organization, it does give you lots of great stories and examples of how others made change and then pulls out practical application you can use to help make changes in your organization.One of the best takeaways is to make change easy. Don’t give a big overarching change policy. Give clear concise easy to carry out directions. If you’re looking to cut short term costs because you have no money maybe that direction is “We’ll always choose the cheapest option even if the long term cost is moreâ€.With that direction all purchasers have a clear direction when making any purchasing decision.There are many more great takeaways in Switch and I highly recommend you read it.
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