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Switch:
…in situations where change is needed, too much analysis can doom the effort.
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33 |
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Switch:
…understanding a problem doesn’t necessarily solve it – that knowing is not enough.
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35 |
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Switch:
…anytime you have a bright spot, your mission is to clone it.
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43 |
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Switch:
Big problems are rarely solved with commensurately big solutions.
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44 |
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Switch:
To pursue the bright spots is to ask the question ‘What’s working, and how can we do more of it?’
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45 |
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Switch:
People pay closer attention to the bad stuff, reflect on it more, remember it longer, and weigh it more heavily in assessing the person overall.
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46 |
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Switch:
We need to switch from archeological problem solving to bright-spot evangelizing.
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48 |
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Switch:
Even in failure there is success.
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48 |
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Switch:
More options, even good ones, can freeze us and make us retreat to the default plan.
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50 |
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Switch:
Big-picture, hands-off leadership isn’t likely to work in a change situation, because the hardest part of change – the paralyzing part – is precisely in the details.
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53 |
