Summed Up : 1. Engage people’s logic and feelings. The authors offer stories and cases to remind you that while your top executives and your colleagues might agree with your change presentation, often nothing gets done even when people have all the facts. Why? People think rationally, but they feel powerful emotions, which almost always rule. The Heaths employ an engaging metaphor to illustrate the human battle between logic and emotion. Your Rider represents your thinking side. Your Elephant represents your emotions. Change requires syncing the interests of Rider and Elephant. 2. Set the stage for change. The Heaths emphasize a truth that rests on decades of psychology and neuroscience: People do most things automatically, habitually and unconsciously. People like to believe they decide deliberately and without bias, but nobody does. According to the Heaths, this presents opportunities to drive change. To get people to do things differently, “shape their path.” For example, giving people smaller plates will help them consume fewer calories. 3. Make it easy on your Rider. Like most people, you battle short-term pleasure against long-term gain. Your Rider decides to get up before dawn to work out, but your Elephant doesn’t want to, so you hit the snooze button. For a while, the Rider can control the powerful Elephant, but it takes great effort, and the Rider tires. The Heaths advise you not to put your Rider in situations that tempt your Elephant. 4. Offer a clear and unambiguous path to change. The authors suggest setting clear, simple goals that chart the way for Elephant and Rider. Ease your Rider’s path by reducing the number of decisions it makes. Decisions outside of the daily routine force people to engage their brains, which, like any muscle, gets tired. When this happens, you refuse to decide or you make a bad choice. Set clear goals and clear directions so your Rider saves the energy to navigate the path rather than having to define it first. Tell a story and then describe the reward or vision at the end of the path. This taps the emotions and engages the Elephant. Make the specific, detailed goal easy to achieve. 5. Focus on what works and build change from there. The Heaths didn’t invent “appreciative enquiry,” but they borrow wisely from it to help you use it to make change easier. Too many leaders believe complex problems require difficult, expensive and complicated solutions. They want to go back months or years to find root causes and start bringing about change from there. The authors implore you not to do that. Suppose an impoverished region in a developing nation suffers 95% child malnourishment. To many, this problem would seem an enormous and daunting. But the Heaths remind you that 5% of children aren’t malnourished. They suggest investigating what is different in the lives of those children and use that information to help the other 95%. The Heaths explain that you can create change by finding “bright spots” and replicating them. 6. Leverage “identity.” When high school students wanted to reverse the decline of their small town, they ignored problems outside their influence, like geography, weather, taxes and infrastructure. They appealed to townsfolk on an emotional and rational basis to increase their local shopping. This simple change dramatically increased the town’s tax revenues, esthetics and overall appeal. The students’ clear, unambiguous goal cut through years of inertia and paved the way for a virtuous cycle of positive change. Emotions and rationality motivated the townspeople. The Heaths urge you to focus on what people see and feel more than on what they analyze and think. For example, when cancer-stricken children go home in remission, doctors often prescribe inconvenient but potentially lifesaving medications. Many kids don’t follow the regimen, despite knowing they put their lives at risk. In response, medical teams changed the medium. They embedded their message in a video game that raised compliance by 20%. The game worked, in theory, because it changed kids’ self-perceptions from sickly to heroic. They became heroes battling cancer with medication. 7. Help switch “fixed” mind-sets to “growth” mind-sets. The authors caution that motivating people by helping them identify with a change won’t always suffice. Sometimes you must show them that they can bring about change. People often adopt “fixed mind-sets” in which they fear failure or criticism if they try new things. When poorly performing students learned they could grow their brains like any other muscle, they performed better going forward than similar students who didn’t receive that instruction. To encourage a growth mind-set in your organization, communicate candidly about the initial difficulty people will encounter in changing and the probability that they’ll make mistakes. Tell them you expect failure, and that people need to fail in order to learn. Describe the better future that awaits once they overcome the initial pain. The Heaths emphasize that successful change means showing your team a clear, safe path to a better alternative, helping them to want to do it and making them believe they can. 8. “Nudge” people to change. The Heaths leverage evidence from psychology as a central element of their change process. Recent neuroscience proves you can nudge - that is, guide - people toward better behaviors and decisions. You encounter subtle nudges everywhere, from traffic markers to product placement in supermarkets to “Amazon’s 1-click ordering.” Governments, sellers and other influencers often alter environments, choices and situations to guide you to the behavior and decisions they desire. 9. Leverage peer influence. The authors assert that “pressure” is an accurate word for the impact your friends and colleagues have on you. Most people follow the crowd. If your friends drink or eat too much, you’re likely to do the same. Use this aspect of human nature to your advantage in bringing about change. For example, when a large part of your team does things you like, make sure everyone knows about it. For example, when Harvard professor Jay Winsten wanted to change drunken driving behavior, he set out to popularize the concept of the “designated driver.” Winsten worked with television producers to weave mentions of designated drivers into the scripts of their shows. His efforts spread the word through hundreds of airings, and within three years 90% of Americans were familiar with the term. This, combined with other efforts, changed society’s view of drunk driving from accepted - if mildly frowned on - to socially unacceptable. 10. Banish the “Burning Platform.” In a real emergency, you might use fear to motivate people to change. Otherwise, the Heaths caution you to avoid the burning platform approach to change. The false notion that people won’t change until the ship is sinking led to a school of thought in which leaders scrambled for a threat on which to base their argument for change. Instead, tap “positive emotions” to encourage creativity, lateral thinking and innovation. The Heaths suggest engaging the Elephant’s positive emotions. People may follow a path that's based on fear, but they’ll do it by wearing blinders, and you won't get the innovation, idea generation and creativity that might otherwise appear.
There are lots of summaries of books available on youtube but your summaries are very simple and clear. You present complex ideas in a very easy to understand manner. Thanks.
What? You mean I have to motivate *other* people now? I have enough trouble with myself! :D Bemusing how much of SWITCH applies to oneself as much as others! Thanks for the video! Looking forward to the 1-pager and book!
After reading many books on habit and how to change it, I think SWITCH is among the best one! You can apply steps provided in this book to bring behavioral change in your organization ......and in places if you work in NGOs.
The most common argument for change in a top-down corporate culture continues to be 'Do as you are told or you will be passed-over for promotion and/or fired.' Regardless of corporate band-standing about empowerment, everybody has a boss and most management have mildly sociopathic tendencies (euphemistically called 'drive' or 'ambition') and continue to be self-interested/authoritarian; reverting to coercion when their charm fails. Change-culture isn't the key, it's heirarchy-culture that needs transformation.
Thanks, can you make the 1 page graphic to summarize the book? I saw you make the similar graphic on 7:32. But the word is a bit too small to read. Or u just us to download your pdf? Thanks anyway!
Well a big thumbs up to your one page summary of the insights gained by reading the books! However its my personal belief that if you can also provide the graphic contents used in the videos somehow aligned with the summary (even if it becomes 2-3 pages), it will prove highly beneficial to the viewers. Keep ip the good work👍🙏
thanks vikramyd for your analysis of Productivity Game's summary of Dan & Chip Heath I post this under your comment, but there's no pressure for you to respond. I'd merely like to find out if there's such a 2-3 page summary or not. So if people finding this comment could nudge me to something like this, I'd be grateful
Good Book Summary 😊👍🏻 Change is constant and therefore improving the Emotional Self should be daily practice by doing small things and have self appreciation.
A quick description: The primary obstacle is a conflict that's built into our brains, say Chip and Dan Heath, authors of the critically acclaimed bestseller Made to Stick. Right here, is where you convince me on your progress to design our body & souls. But, can you make it stick? What are people relaying to your secret formula? I use God Himself a lot, the spirit needs the most nurturing; however, mechanics work as well. Lisa
Summed Up :
1. Engage people’s logic and feelings.
The authors offer stories and cases to remind you that while your top executives and your colleagues might agree with your change presentation, often nothing gets done even when people have all the facts. Why? People think rationally, but they feel powerful emotions, which almost always rule. The Heaths employ an engaging metaphor to illustrate the human battle between logic and emotion. Your Rider represents your thinking side. Your Elephant represents your emotions. Change requires syncing the interests of Rider and Elephant.
2. Set the stage for change.
The Heaths emphasize a truth that rests on decades of psychology and neuroscience: People do most things automatically, habitually and unconsciously. People like to believe they decide deliberately and without bias, but nobody does. According to the Heaths, this presents opportunities to drive change. To get people to do things differently, “shape their path.” For example, giving people smaller plates will help them consume fewer calories.
3. Make it easy on your Rider.
Like most people, you battle short-term pleasure against long-term gain. Your Rider decides to get up before dawn to work out, but your Elephant doesn’t want to, so you hit the snooze button. For a while, the Rider can control the powerful Elephant, but it takes great effort, and the Rider tires. The Heaths advise you not to put your Rider in situations that tempt your Elephant.
4. Offer a clear and unambiguous path to change.
The authors suggest setting clear, simple goals that chart the way for Elephant and Rider. Ease your Rider’s path by reducing the number of decisions it makes. Decisions outside of the daily routine force people to engage their brains, which, like any muscle, gets tired. When this happens, you refuse to decide or you make a bad choice. Set clear goals and clear directions so your Rider saves the energy to navigate the path rather than having to define it first. Tell a story and then describe the reward or vision at the end of the path. This taps the emotions and engages the Elephant. Make the specific, detailed goal easy to achieve.
5. Focus on what works and build change from there.
The Heaths didn’t invent “appreciative enquiry,” but they borrow wisely from it to help you use it to make change easier. Too many leaders believe complex problems require difficult, expensive and complicated solutions. They want to go back months or years to find root causes and start bringing about change from there. The authors implore you not to do that. Suppose an impoverished region in a developing nation suffers 95% child malnourishment. To many, this problem would seem an enormous and daunting. But the Heaths remind you that 5% of children aren’t malnourished. They suggest investigating what is different in the lives of those children and use that information to help the other 95%. The Heaths explain that you can create change by finding “bright spots” and replicating them.
6. Leverage “identity.”
When high school students wanted to reverse the decline of their small town, they ignored problems outside their influence, like geography, weather, taxes and infrastructure. They appealed to townsfolk on an emotional and rational basis to increase their local shopping. This simple change dramatically increased the town’s tax revenues, esthetics and overall appeal. The students’ clear, unambiguous goal cut through years of inertia and paved the way for a virtuous cycle of positive change. Emotions and rationality motivated the townspeople.
The Heaths urge you to focus on what people see and feel more than on what they analyze and think. For example, when cancer-stricken children go home in remission, doctors often prescribe inconvenient but potentially lifesaving medications. Many kids don’t follow the regimen, despite knowing they put their lives at risk. In response, medical teams changed the medium. They embedded their message in a video game that raised compliance by 20%. The game worked, in theory, because it changed kids’ self-perceptions from sickly to heroic. They became heroes battling cancer with medication.
7. Help switch “fixed” mind-sets to “growth” mind-sets.
The authors caution that motivating people by helping them identify with a change won’t always suffice. Sometimes you must show them that they can bring about change. People often adopt “fixed mind-sets” in which they fear failure or criticism if they try new things. When poorly performing students learned they could grow their brains like any other muscle, they performed better going forward than similar students who didn’t receive that instruction.
To encourage a growth mind-set in your organization, communicate candidly about the initial difficulty people will encounter in changing and the probability that they’ll make mistakes. Tell them you expect failure, and that people need to fail in order to learn. Describe the better future that awaits once they overcome the initial pain. The Heaths emphasize that successful change means showing your team a clear, safe path to a better alternative, helping them to want to do it and making them believe they can.
8. “Nudge” people to change.
The Heaths leverage evidence from psychology as a central element of their change process. Recent neuroscience proves you can nudge - that is, guide - people toward better behaviors and decisions. You encounter subtle nudges everywhere, from traffic markers to product placement in supermarkets to “Amazon’s 1-click ordering.” Governments, sellers and other influencers often alter environments, choices and situations to guide you to the behavior and decisions they desire.
9. Leverage peer influence.
The authors assert that “pressure” is an accurate word for the impact your friends and colleagues have on you. Most people follow the crowd. If your friends drink or eat too much, you’re likely to do the same. Use this aspect of human nature to your advantage in bringing about change. For example, when a large part of your team does things you like, make sure everyone knows about it.
For example, when Harvard professor Jay Winsten wanted to change drunken driving behavior, he set out to popularize the concept of the “designated driver.” Winsten worked with television producers to weave mentions of designated drivers into the scripts of their shows. His efforts spread the word through hundreds of airings, and within three years 90% of Americans were familiar with the term. This, combined with other efforts, changed society’s view of drunk driving from accepted - if mildly frowned on - to socially unacceptable.
10. Banish the “Burning Platform.”
In a real emergency, you might use fear to motivate people to change. Otherwise, the Heaths caution you to avoid the burning platform approach to change. The false notion that people won’t change until the ship is sinking led to a school of thought in which leaders scrambled for a threat on which to base their argument for change. Instead, tap “positive emotions” to encourage creativity, lateral thinking and innovation. The Heaths suggest engaging the Elephant’s positive emotions. People may follow a path that's based on fear, but they’ll do it by wearing blinders, and you won't get the innovation, idea generation and creativity that might otherwise appear.
A
More complicated
Thank you
💯💯
There are lots of summaries of books available on youtube but your summaries are very simple and clear. You present complex ideas in a very easy to understand manner. Thanks.
You have one of the most underrated channels on RUclips! Well done sir.
What? You mean I have to motivate *other* people now? I have enough trouble with myself! :D Bemusing how much of SWITCH applies to oneself as much as others! Thanks for the video! Looking forward to the 1-pager and book!
Great summary of my favorite book about change. More information to tie in the path may have been helpful but nicely done! I love the channel.
I love this Chanel, so much insight about really good books and then I know which books to read!
That was to the point and clear. Job well done !
Your videos are impeccable.
Good work. Thanks!
After reading many books on habit and how to change it, I think SWITCH is among the best one! You can apply steps provided in this book to bring behavioral change in your organization ......and in places if you work in NGOs.
This was great. Thank you!
Great summary, thanks!
Thank
This works and hugely productive
Awesome summary!! really very helpful. Thank you!!
Amazing Summary
The most common argument for change in a top-down corporate culture continues to be 'Do as you are told or you will be passed-over for promotion and/or fired.' Regardless of corporate band-standing about empowerment, everybody has a boss and most management have mildly sociopathic tendencies (euphemistically called 'drive' or 'ambition') and continue to be self-interested/authoritarian; reverting to coercion when their charm fails. Change-culture isn't the key, it's heirarchy-culture that needs transformation.
You are amazing
Thank You Brother
Thnx for the summary!
good job bro
Amazing book, bought today, gonna dive into this book today
Thanks, can you make the 1 page graphic to summarize the book? I saw you make the similar graphic on 7:32. But the word is a bit too small to read. Or u just us to download your pdf? Thanks anyway!
Great points! Thank you
Notif squad here we go
Great summary, as usual. Thanks. If you can be bothered, in line with the theme of change: it's ambiguity, not abiguity :-)
Well a big thumbs up to your one page summary of the insights gained by reading the books!
However its my personal belief that if you can also provide the graphic contents used in the videos somehow aligned with the summary (even if it becomes 2-3 pages), it will prove highly beneficial to the viewers. Keep ip the good work👍🙏
thanks vikramyd for your analysis of Productivity Game's summary of Dan & Chip Heath
I post this under your comment, but there's no pressure for you to respond. I'd merely like to find out if there's such a 2-3 page summary or not. So if people finding this comment could nudge me to something like this, I'd be grateful
Good Book Summary 😊👍🏻
Change is constant and therefore improving the Emotional Self should be daily practice by doing small things and have self appreciation.
Thank you for sharing...
@productivitygame what tool do you use to make these animations and videos?
5:36 ----> ambiguity (missing the "m")
A quick description: The primary obstacle is a conflict that's built into our brains, say Chip and Dan Heath, authors of the critically acclaimed bestseller Made to Stick. Right here, is where you convince me on your progress to design our body & souls. But, can you make it stick? What are people relaying to your secret formula? I use God Himself a lot, the spirit needs the most nurturing; however, mechanics work as well. Lisa
💯
You wrote ambiguity wrong, forgot the m.
nice, can you do a summary of ultralearning book by Scott Young? thanks
To the person reading this: Even though I don’t know you, I wish you the best of what life has to offer ❤
Please make a summary of the art of public speaking..
bridles and reins on a Elephant? come on! phd?????
My backlog is ridiculous
40#? 🤔
My humble request , please speak slowly and clearly☺😊