The Switch Book: The Complete Guide to LAN Switching Technology [Rich Seifert] on ruthenpress.info *FREE* shipping on qualifying offers. The most in-depth . Switch is a book about managing change by the Heath brothers (Chip and Dan). Chip is a professor at the Graduate School of Business at Stanford University. Start by marking “Switch: How to Change Things When Change Is Hard” as Want to Read: Chip and Dan Heath, the best-selling authors of Made to Stick, are back with a ground-breaking book that addresses one of the greatest challenges of our personal and professional lives — how to.
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The Switch book. Read reviews from the world's largest community for readers. Michael Tanner is heading home from a business trip when he accidentall. Listen in as co-author Chip Heath explains why some attempts to change are more successful than If you are in the role of a “change agent” this book is your. One of the best books that teaches people how to change things when change is hard is called Switch, written by Chip & Dan Heath. The book presents many.
By changing the environment, you can make change easier for people. You make the journey to a new destination a lot easier. By shaping the path, you create a steep downhill slope and give yourself or other people a push. Learn to manipulate discipline with transaction costs Tweaking the environment or shaping the path simply means that you make the right behaviors a little bit easier and the wrong behaviors a little bit harder.
You play with transaction costs , because environmental tweaks beat self-control every time. By tweaking the environment, you basically outsmart yourself. Think of what you can do at three points of the change situation: pre-event, event and post-event, to tweak the environment in your favor, to shape the path in a way that will lead you to perform positive habits.
Make the old behavior harder, and the new behavior easier at all three points. Build healthy habits Habits are behavioral autopilots. New habits present the essence of every change. Habits are not only contagious, they also get formed inevitably, whether intentionally or not. If the habit is too hard to embrace, it creates its own independent change problem.
One way to encourage new habits is by installing action triggers. Action triggers encourage you to execute a certain action when you encounter a certain situational trigger also called a reminder. The second way to encourage new habits are checklists. Checklists are very powerful at educating people and they show people an ironclad way of doing something new.
They help people avoid blind spots in a complex environment. Write down habits that are easy to perform. Install action triggers for those habits.
Help people follow them with checklists and watch the change grow. Rally the Herd In ambiguous situations, we look at other people around us for cues on how to behave. Behavior is contagious at the individual, group and social level. For example, you change your idea of what is an acceptable body type by looking at the people around you.
Drinking is also contagious. And the list of socially contagious things goes on and on, from marriage to shaking hands and investing in different companies.
Because in the end, social signals from the Herd can either guarantee a change effort or doom it. There are several things you can do to rally the right Herd: First, you have to get all the reformers together.
They need free space and time to coordinate new behaviors and goals outside of the resistance gaze. You need to create a free space for discussion and new identity to grow. For a short time, a struggle between us reformers and them status quo usually takes place.
Reformers versus the rest. And your job is to support the reformers. In the end, rally the Herd. Bring more right people together.
Build good habits, create action triggers. When your Herd embraces the right behavior, publicize it. Make sure the reformers find one another and spread the new identity across your organization like a virus.
Keep the switch going The final question is how to keep the switch going. When you want someone to behave in a new way, explain that new way clearly, don't assume the new moves are obvious. Point to a desired destination- Make it clear where you want to go. I want to lose 10 pounds by Jan 3 at midnight. That goal is clear. The emotion can be fear, love, sympathy, anything, but we all have to download into the change with our emotions. Shrink the change- When you realize how close you are already, you are motivated to keep going.
Make the first few steps in the right direction big ones so there is motivation to keep going. Dave Ramsey-a financial guru, advises to pay off the smallest debt first, not the one with the highest interest, because when the debt is paid off, you feel like you have accomplished something great, and it motivates you to keep going.
Celebrate the first steps of the change. Grow the people-the more people you have on board making the change, it will make the other people feel the positive peer pressure to change.
Make people want to identify with your group. You don't want to be the one person that doesn't pick up after your dog. If you know this right up front, it actually creates a positive feeling, not a depressing on.
I think this is found in Alma 32 when he talks about not throwing out the seed of faith. He lets them know that there will be a time of doubt and hardship and frustration, but if you don't give up, it will grow into a tree that brings forth a wonderful fruit. Expect to feel that way before you even start, so you are ready for it. WE will struggle, we will fail, and we will get knocked down, but throughout we will get better, and we succeed in the end. It reframes failure as a natural part of the change process.
Think of site's 1 click ordering. Leave the scriptures out on the table, or ensign in the bathroom. The less everyday steps you have to take to accomplish a goal, the more chances you will do it.
Sometimes what is perceived as a people problem is actually a situational problem. We will all eat way too much popcorn if we are given it in a big bag. Try giving the popcorn in smaller bags and people will eat less popcorn. Environmental tweaks beats self control every time. Build Habits-when we are on autopilot we don't have to work so hard at everything. If we automatically say our prayers, then we can spend our mental and emotional efforts being nice, or withstanding the brownies that your son just made.
Habits will change more easily when our environment changes. Build an action trigger. Note in advance when where and how you will execute the change. Put something somewhere different to remind you of the change. Build habits that advance the change you want in your life. Choose habits that are relatively easy to embrace. Making checklists make big screw ups less likely. Rally the Herd- You will imitate the actions of the people around you, especially in unfamiliar situations.
Elephants will go with the herd. If you want to change, or help someone else change, hang around people that have already implemented that change in their life or at least excited and motivated to make that same change. You will want to be on the team. View 1 comment. Apr 24, Deb Readerbuzz Nance rated it really liked it Shelves: Let me sum this book up: To change behavior, you must do three things.
The authors use the analogy of an Elephant and his Rider. The Rider is your logical brain. The Elephant is your heart. To get the elephant to move, you must engage both the Rider and the Elephant. So, to put it another way, to change behavior, you must Direct the Rider provide clear direction , Motivate the Elephant eng Let me sum this book up: Here are some more ideas from the book. Ask what small changes can be made to make things work better.
The hardest part of change is in the details. Set what Built to Last authors call a BHAG, a Big Hairy Audacious Goal, a goal that hits you in the gut and motivates you, a destination postcard, pictures of a future that hard work can make possible.
When it is time to change behavior, our first instinct is to teach them something. Instead, we need to appeal to the heart. Go ahead and give two stamps toward the goal on the Loyalty Card, what the authors call Shrink the Change, build by providing an early small win. Small targets lead to small victories. Grow your people. Lock your people into identifying with being a great person. Tweak the environment. Create specific action triggers. Build habits. Use the humble checklist. I wish that I could give this book 2.
Because I think that I have seen it all and tried it all before. And I think the book could have been cut by several chapters without being hurt at all.
I like the basic metaphor of this book: Also discussed is the path—the environment which we can manipulate to steer ourselves into the desired habits and behaviours. Slim by Design by Brian Wansink re: I think the examples given in Switch are much more applicable to the work place than to the individual household. The mahout tries her best, but very little housework gets done. The authors also use an example of teaching a monkey to use a skateboard, using mango bits as rewards.
They suggest that lavish use of rewards will help with eliciting the desired behaviour. I have used this strategy on myself with limited success—do X and then you can read a chapter of your book or phone someone you want to talk to. The tricky thing is then to stop at one chapter and do another chore before reading the next chapter my elephant is a tricky one. Another suggestion in the book is linkages of behaviours—look for a bright spot in your routine, something that you have no problem doing, then link it to another desired action.
I slotted that task in between washing my face and brushing my teeth. After a year and a half of this, I am finally to the point that it takes a major catastrophe to prevent me from flossing. Marla Cilley the FlyLady recommends 5 minute cleaning bursts on the theory that you can force yourself to do almost anything for only 5 minutes and that a small success will almost always carry you along to do more.
If I notice a dusty window sill, I go get a cloth and clean it. Then I may go and check all the other window sills and make sure they are clean too. I also have experience with trying to manipulate my environment to make being tidy an easy option. Sometimes the contents make it into the files, but once again, not on a reliable basis.
My solution to the situation is usually to invite guests, spurring myself to spruce up my apartment. So far, peer pressure is the only thing that works every time for me! And the Heaths also recommend that, so I may just have to stick with it and invite folks in more often. Wish there was a little more to the book than that—I am apparently an awfully recalcitrant housekeeper.
View all 6 comments. This book was boring as shit. I would read a paragraph and then fall asleep. The concepts it discussed were no-brainers and there was really nothing more to pull from this read. The writing made me feel like the authors were trying too hard to be my friend having these high five do you know what I mean moments that made me shake my head in disgust.
Their tone read as if This book was boring as shit. I guess if someone was clueless on this topic it would be a good read or maybe if they needed more motivation to change or some bullshit like that.
This is me trying to find that one nice thing to say and it seems pretty pathetic. A fellow colleague recommended this book to me, and I have to say that it read pretty quick. The chapters are broken down into numbered anecdotes. Examples and stories of these concepts. These stories made the book relatable and easier to digest. The concept is that change is difficult, but using some key theories, you too can change anything. A behavior, a concept, a strategy, or a mindset.
I read this book for two reasons. There were some interesting theories and notions in this book, but it is highly repetitive and somewhat tedious. First, it focuses on techniques to facilitate change in organizations and individuals, and while it occasionally cites interesting work in cognitive and social psychology, the justification for the techniques is anecdotal: For example, the authors claim that you cannot focus on why a proposed change is failing to take hold, but must instead identify the pockets where change is working, figure out why it works there, and then emulate the successes elsewhere.
They describe several case studies where this approach has led to successful change, including a project to improve childhood nutrition in Vietnam, and an intervention with a misbehaving ninth grader. Finding the bright spots is a good thing to do, but the hypothesis that it is always the best approach, that it will always trump analysis and correction of failure, is simply ludicrous.
Anyone trained in the proper use of the scientific method will want to scream at instance after instance of this type of claim without support. To describe this triad of requirements, the authors use a metaphorical rider the rational perspective on an elephant the emotional component moving down a path the change context. They use this metaphor in paragraph after paragraph, until their message is drowned out by the cutesy language.
This pervades the book, even beyond the rider-elephant-path triad. But surely there is a way to present them without using silly, repetitive language, and without claiming that these are the only effective ways to create change. Nov 13, Mario Tomic rated it it was amazing. This is by far the best and most practical book on behavior change I've read so far. The book was written to address the change at the individual, organizational, and community level and I found it to be extremely useful when helping my clients reach their fitness and health goals.
I was initally introduced to the work of brothers Heath through their book "Made to Stick" which is a another great read. So what are you gonna get out of this?
For starters you'll learn the exact framework how to deal This is by far the best and most practical book on behavior change I've read so far. For starters you'll learn the exact framework how to deal with bad behaviors and change them for beneficial ones.
In the book the process of change is described as involving 2 sides of your mind, your emotional and rational thinking. The overpowering emotional mind is refereed to as as the Elephant. The elephant is the part of us that gives into cravings, instincts and has very little self-control. And is also the key to motivation. The rational, decision-making part of us is secondary and it sits on the Elephant as the Rider.
The Rider is the one that deals with self-control, decisions and setting big goals. And is also prone to overthinking, and getting paralyzed by over-analyzing. Both terms were originally mentioned in Jonathan Haidt's great book Happiness Hypothesis.
The reason why behavior change is so hard for most people is because there's a conflict between the 2 elements of your mind. And the small goal oriented Rider is the part that usually loses to the instant gratification seeking Elephant. And to make a truly lasting change in your life, the Elephant and the Rider need to unite on the same path.
Overall this book offers a great practical framework how to adjust both the Rider and the Elephant in ways that will allow the change to occur and stick. As I said before this is the best book on change I've read and I would highly recommend it.
It's gonna positively impact all areas of your life. Well, a pretty good book. There's nothing here I haven't read elsewhere. It's related through the use of examples which makes it accessible. I think this will be more help in a bad habit at work situation than in ones personal life. Feb 26, Nick rated it really liked it. Switch is like the Heath brothers earlier book, Made to Stick, in that the ideas in it are not new, just better expressed.
Chip and Dan are great storytellers and they have made change i. Direct the Rider provide clear direction for the rational mind , Motivate the Elephant engage people's emotions and Shape the Path make the change easier by changing the situation in key ways.
Similarly, their first book took the sophisticate Switch is like the Heath brothers earlier book, Made to Stick, in that the ideas in it are not new, just better expressed.
Similarly, their first book took the sophisticated and elegant work of Robert Cialdini and made it accessible and simple. The rest of us writers are envious, of course, because the gift of clarity and simplicity is a profound one rarely bestowed. Apr 14, Caroline rated it really liked it. My father was a man who was fleet of foot and fleet of mind — with the highest levels of self discipline that I have ever encountered.
I wish he was still alive. Then finally there is the environment, and our habits within the environment. I had heard quite a lot of the advice before, but with the exception of a couple of the examples I had never heard about the experiments or case studies behind the advice.
Well, they were utterly incredible! The background research really gave the advice enormous impact. It became so much more than a simple set of directives.
In the authors' terms - my elephant was well and truly engaged. I also laughed a lot. That was nice too. As self-help books go, I think this one is outstanding.
Note - read after seeing this excellent review by Trevor Of the three books I've read by the Heaths, Switch is the weakest. The strength of their method is to present solid info with illustrative stories but it seems like they didn't do their homework on this one. The plus value the authors can add is from the stories they choose, so they need to get those right.
For example, the story they probably bring up the most is about a campaign to get people to switch to Of the three books I've read by the Heaths, Switch is the weakest. The problem is that if you know much about obesity research, you wouldn't expect this simple switch to work very well to improve health outcomes see Good Calories, Bad Calories. I looked up the article they cite for this and it offers zero evidence that the intervention decreases weight or increases fitness nor does a follow-up by the authors written years later.
Many of the other stories are psychology experiments in artificial circumstances or just anecdotes, and it's hard to generalize from those. This one gets five stars out of utter usefulness. If you liked Charles Duhigg's Power of Habit, you should love this one - it's certain to add many new life-changing tools to your current collection.
Sep 17, Farnoosh oa rated it did not like it Shelves: Perhaps some good theories, but they are repeated thousand times in book. I have to admit that I didn't read it carefully. Mostly it's a more self-helpy version of lots of pop-psych books I've been reading lately.
But it's got some terrific guidelines, mantras, examples, and actions, so if you're motivated but unsure about how to begin to make the change you want to see in your life or your team, it's worth c I have to admit that I didn't read it carefully. But it's got some terrific guidelines, mantras, examples, and actions, so if you're motivated but unsure about how to begin to make the change you want to see in your life or your team, it's worth checking out. Or maybe check out www. May 29, Jay Connor rated it it was amazing Recommends it for: Finally a book about change that starts with the end in mind.
In most of the prior extensive literature of this area from self-help to management categories, authors and gurus extoll the nobility of the effort rather than the achievement of the result. It is also nice to see recommendations based on research rather than the ego-stroking when-I-was-in-charge polemics of many past CEOs of now marginally successful corporations e.
The authors pulled from studies conducted over deca Finally a book about change that starts with the end in mind. The authors pulled from studies conducted over decades in psychology, sociology and other fields to shed light on how we can make successful changes.
The power of many of the studies and observations is how counter-intuitive they appear. Thus, explaining why change is so hard -- we are not programed for it and our well-meaning "gut instincts" are often at degree odds of sustaining the change we seek. Think of the Bush Presidency. While I am most fascinated with change in a community and societal context, the examples here, which also include individual and organizational levels, are very helpful and instructive.
I think this is because, as the authors stress, "when change works, it tends to follow a pattern. The people who change have clear direction, ample motivation and a supportive environment. Well, if there's a pattern to follow, why don't we? The basic problem is that "the brain has two independent systems at work at all times," the authors explain.
It's the part of you that is instinctive, that feels pain and pleasure. Second, there's the rational side, also known as the reflective or conscious system. It's the part of you that deliberates and analyzes and looks into the future.
But don't let the terms fool you One concept, which the authors present, has fundamental implications, especially in communities, for all three elements of change: They call it Fundamental Attribution Error -- a deep-rooted tendency to attribute people's behavior to "the way they are rather than the situation they are in. For example, we have seen children from the lowest socio-economic strata, who for years were thought of as "those kids" who will never make it, perform equal to their counterparts when the community's expectation changed.
We have seen in the communities we have worked with, over time, a desire to know what they didn't know. When they see that so much of our failure in communities is situational and not "those people," they see that in fact they have power over the situations their community has created. Of all the pop-psychology books I've read recently, this is easily my favorite. Now, when someone says, "This author is so insightful and intelligent," you can be pretty sure what they really mean is, "I agree with everything he says," and I admit there is a certain amount of that in my review.
However, I did pick up some ideas, plus it's always nice to reinforce your world view. Many, many years ago decades actually I was visiting a relative. The door to the garage was the main entrance to the Of all the pop-psychology books I've read recently, this is easily my favorite. The door to the garage was the main entrance to the house, and it didn't have a closer or a spring.
As a result, it was usually left open when the kids went in or out. Look Inside. Jun 13, Pages download. Jun 13, Minutes download. May 29, Pages. Jun 13, Pages. Jun 13, Minutes. When Senator Susan Robbins realizes the mix-up, she calls her chief of staff, Will Abbott, in a panic. Both know that the senator broke the law by uploading classified documents onto her personal computer.
Hoping to avoid Snowden 2. Meanwhile, the security agency whose files the senator has appropriated has its own, darker methods—and suddenly Tanner finds himself a hunted man, on the run, terrified for the safety of his family, in desperate need of a plan, and able to trust no one. Michael Tanner is on his way home from a business trip when he accidentally picks up the wrong MacBook in an airport security line.