 |
…[the] potent mixture of job ambiguity and lack of metrics… allows behavior that can seem ridiculous… to thrive…
|
65 |
 |
…shallow behavior, though satisfying the moment, is not conducive to creativity.
|
227 |
 |
For individuals’ behavior to change, you’ve got to influence not only their environment but their hearts and minds. The problem is this: Often the heart and mind disagree, fervently.
|
5 |
 |
Much of our daily behavior… is more automatic than supervised, and that’s a good thing because the supervised behavior is the hard stuff. It’s draining.
|
11 |
 |
Change begins at the level of individual decisions and behaviors, but that’s a hard place to start because that’s where the friction is.
|
56 |
 |
When you want someone to behave in a new way, explain the ‘new way’ clearly. Don’t assume the new moves are obvious.
|
60 |
 |
Until you can ladder your way down from a change idea to a specific behavior, you’re not ready to lead a switch.
|
63 |
 |
Why can’t we simply think our way into new behavior? The answer is that, in some cases, we really can’t trust our own thinking.
|
113 |
 |
Small targets lead to small victories, and small victories can often trigger a positive spiral of behavior.
|
146 |
 |
…people have a systematic tendency to ignore the situational forces that shape other people’s behavior.
|
180 |
