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Switch:
…decision paralysis can be deadly for change – because the most familiar path is always the status quo.
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53 |
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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.
|
53 |
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|
Switch:
Inertia and decision paralysis will conspire to keep people doing things the old way.
|
56 |
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Switch:
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 |
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Switch:
When you want someone to behave in a new way, explain the ‘new way’ clearly. Don’t assume the new moves are obvious.
|
60 |
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Switch:
If you’re leading a change effort, you need to remove the ambiguity from your vision of change.
|
62 |
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Switch:
Until you can ladder your way down from a change idea to a specific behavior, you’re not ready to lead a switch.
|
63 |
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Switch:
Clarity dissolves resistance.
|
72 |
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Switch:
We’re all loophole-exploiting lawyers when it comes to our own self-control.
|
86 |
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Switch:
You need a black-and-white goal… an all-or-nothing goal, and it’s useful in times when you worry about backsliding.
|
86 |
