Skip to main content

Switch by Chip Heath and Dan Heath (Book Review)

Switch is a smoothly readable and deceptively simple book about making lasting change.

To set the stage for change, the authors contend that you need to do three fundamental things: speak to people's rational site and provide direction, appeal to people's emotional side and stir feelings, and shape the way forward. It doesn't matter if the change is directed at a person, group, or organization - the principles are basically the same in all instances.

I loved the clear-headed logic in Switch and the many anecdotes of everyday people who achieved dramatic change results. For example, there's a teacher who helped motivate under-performing first graders by challenging them to perform as well as third-graders. Then there's a manager who helped executives feel the need to drive down purchasing costs by literally stacking 424 different types of gloves on a conference room table to show the different prices and glaring lack of economies of scale. There are also stories of organizations making changes, including the tale of how Rackspace became "fanatical" about customer support.

You can read more about Switch and author Chip Heath and Dan Heath at heathbrothers.com.

Comments

Popular posts from this blog

When Weak Connections are Valuable at Work

I recently contributed an article to Information Outlook, the online magazine of the Special Libraries Association (SLA). The title is "When Weak Connections are Valuable at Work", and it's about how new networking tools enable us to cultivate workplace connections with people we rarely (or never) see but who can help us in important ways. Download the article as a PDF or read the web version below. When Weak Connections are Valuable at Work (PDF) When Weak Connections are Valuable at Work If you’re not sure who the weak ties are in your social network, look at the contacts on your phone. Chances are, there are some people in your contacts list you don’t call (much less see) on a regular basis, but you find it useful to keep them listed for those occasions when you do need to contact them. Perhaps your doctor, babysitter, mechanic, or accountant fits this description. If you use a social network like LinkedIn or Twitter professionally, you will have even mo...

Electric Snow Blower?

UPDATE - 12/15/2009 After some back and forth, we went with the Snow Joe Ultra 622U1 13 Amp Electric Snow Thrower. I'll be commenting about its performance as the winter progresses and we use it regularly, but we already had a chance to try it last Thursday (12/10), when the first big Lake Effect snow of the season dumped more than a foot of snow on us here just south of Buffalo. Based on the test run, the Snow Joe performed admirably, handling the one foot high snow in our driveway without issue and essentially doing everything I expected of a powerful torque but lightweight snow thrower. ORIGINAL POST - 8/17/2009 I know it's only August, but I live in Buffalo, and you always need to think ahead about snow. The last two winters, we went without any snow removal machinery, and it hasn't been fun. The first winter I just shoveled, and the second we hired a plowing service. The plow service was better than shoveling all the time, but there were still too many times ...

The Business Model Innovation Factory by Saul Kaplan (Book Review)

As a culture, we strive for personal transformation. Whether it's eating better and getting fit, redefining our professional value proposition through training and education, or simply trying to be kinder and gentler, we're constantly reinventing who we are and what we can do. We may not be successful all the time, or achieve breakthroughs like those featured on The Biggest Loser or facilitated by Tony Robbins , but millions of people successfully transform and reinvent themselves every year. Unfortunately, the very organizations where we work generally do not do the same. As Saul Kaplan elaborates in The Business Model Innovation Factory , most organizations struggle to transform from their core, initial business models and tend to become stagnant and vulnerable to disruptive competitors. The example Kaplan leads with is Blockbuster, which for a time owned the brick and mortar video and DVD rental space, until they were "netflixed" by a disruptive competitor (...