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For an organization to work, leaders must cultivate habits that both create a real and balanced peace and, paradoxically, make it absolutely clear who’s in charge.

During turmoil, organizational habits become malleable enough to both assign responsibility and create a more equitable balance of power.

Good leaders seize crises to remake organizational habits.

…a pillar of modern marketing theory: People’s buying habits are more likely to change when they go through a major life event.

If you dress a new something in old habits, it’s easier for the public to accept it.

To market a new habit – be it groceries or aerobics – you must understand how to make the move seem familiar.

…the surest way to achieve… is to give people new habits that help them figure out where to go on their own.

Movements don’t emerge because everyone suddenly decides to face the same direction at once.

…habits – even once they are rooted in our minds – aren’t destiny.

…to modify a habit, you must decide to change it. You must consciously accept the hard work of identifying the cues and rewards that drive the habits’ routines, and find alternatives.