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- Herausgeber: Business Book Summaries
- Kategorie: Ratgeber
- Sprache: Englisch
The must-read summary of Chip and Dan Heath's book: "Switch: How to Change Things When Change is Hard"
This complete summary of the ideas from "Switch" shows that our rational mind often fights with our emotional mind, because the latter prefers instant gratification and the former is better at long-term planning. In this summary, discover how you can engage both in order to initiate changes successfully and easily. Change is only three steps away.
Added-value of this summary:
• Save time
• Understand key concepts
• Increase your management skills
To learn more, read "Switch" and discover a realistic, logical guide to navigating change and exploiting it fully.
Das E-Book können Sie in Legimi-Apps oder einer beliebigen App lesen, die das folgende Format unterstützen:
Seitenzahl: 38
Veröffentlichungsjahr: 2013
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Book Presentation:Switch by Chip Heath and Dan Heath
Summary of Switch (Chip Heath and Dan Heath)
Book Presentation:Switch by Chip Heath and Dan Heath
Book Abstract
MAIN IDEA
Why is it hard to make lasting change – even when the change is good for you? Change is hard because in the human brain, there is always an underlying tension between your rational mind (which likes long-term payoffs) and your emotional mind (which prefers instant gratification). To change things, you’ve got to find a way to appeal to both sides of your brain simultaneously. Usually, the best way to do that is to clear the way for these two different sides of your brain to work in unison rather than at cross purposes.
To permanently change behavior in any personal or corporate situation or in any team setting, three steps are required:
“We created this framework to be useful for people who don’t have scads of authority or resources. Some people can get their way by fiat. CEOs, for instance, can sell off divisions, fire people, hire people, change incentive systems, merge teams and so on. The rest of us don’t have these tools. As helpful as we hope this framework will be to you, we’re well aware, and you should be, that this framework is no panacea. For one thing it’s incomplete. For another, the world doesn’t always want what you want. You want to change how others are acting, but they get a vote. So we don’t promise that we’re going to make change easy, but at least we can make it easier. Our goal is to teach you a framework, based on decades of scientific research, that is simple enough to remember and flexible enough to use in many different situations – family, work, community, and otherwise.”
– Dan Heath and Chip Heath
About the Author
CHIP HEATH is professor of organizational behavior at Stanford University’s School of Business. He and his brother co-wrote Made to Stick. He is also a columnist for Fast Company magazine. Chip Heath teaches courses on organizational behavior, negotiation and strategy. He previously lectured at the University of Chicago and Duke University. Chip Heath is a graduate of Texas A&M University and Standford University.
DAN HEATH is a senior fellow at Duke University. In association with his brother Chip, Dan Heath is co-author of Made to Stick and a columnist for Fast Company magazine. Dan Heath has worked as a researcher and case writer for Harvard Business School in addition to consulting with organizations including Microsoft, Philips, Vanguard, Macy’s, USAID and the American Heart Association. Dan Heath is a graduate of Harvard Business School and the University of Texas at Austin.
The Web site for this book is at www.SwitchTheBook.com.
Important Note About This Ebook
This is a summary and not a critique or a review of the book. It does not offer judgment or opinion on the content of the book. This summary may not be organized chapter-wise but is an overview of the main ideas, viewpoints and arguments from the book as a whole. This means that the organization of this summary is not a representation of the book.
Summary of Switch (Chip Heath and Dan Heath)
1. Engage the rational mind – by providing crystal-clear direction what needs to happen
All too often, what looks at first glance to be resistance is actually a lack of clarity. Provide crystal-clear direction what you want people to do and you stand a much better chance of getting the rational mind on the job. Break the new behavior you want down into simple, no-nonsense instructions everyone understands and signs up for.
1. Identify your success stories where change is working and then clone those local successes
Your rational mind has some great attributes – it’s good at thinking things through, planning meticulously and plotting a course towards a brighter future. It does also have one or two glaring weaknesses however – most people find it all too easy to fall into “analysis paralysis” where problems are studied from every angle over and over rather than getting into action. Plus, the rational mind always looks for problems before it will look for examples of success.
