Quotes About Change

the core of the matter is always about changing the behavior of people, and behavior change happens in highly successful situations mostly by speaking to people's feelings.

Tweaking the environment is about making the right behaviors a little bit easier and the wrong behaviors a little bit harder.

Our three-ring binders won't change a thing. But a little humor and humanity might. December

Defining moments rewire our understanding of ourselves or the world.

sometimes in times of change, nobody knows how to behave, and that can lead to problems.

Big problem, small solution.

In this chapter, we've seen that what looks like a "character problem" is often correctible when you change the environment.

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A business cliché commands us to "raise the bar." But that's exactly the wrong instinct if you want to motivate a reluctant Elephant. You need to lower the bar. Picture taking a high-jump bar and lowering it so far that it can be stepped over. If you want a reluctant Elephant to get moving, you need to shrink the change.

If you are leading a change effort, you need to remove the ambiguity from your vision of change. Granted

If failure is a necessary part of change, then the way people understand failure is critical.

The more instinctive a behavior becomes, the less self-control from the Rider it requires, and thus the more sustainable it becomes.

To think in moments is to be attuned to transitions and milestones

And as we'll see, that tendency explains the third and final surprise about change: What looks like resistance is often a lack of clarity.

once a small step has been taken, and people have begun to act in a new way, it will be increasingly difficult for them to dislike the way they're acting.

Moments of insight deliver realizations and transformations.

That's what sticky ideas do – they make people feel something. Change comes from feeling, not facts. Not

When people try to change things, they're usually tinkering with behaviors that have become automatic, and changing those behaviors requires careful supervision by the Rider. The bigger the change you're suggesting, the more it will sap people's self-control.

Once you break through to feeling, though, things change.

If you want people to change, you must provide crystal-clear direction.

Compounding this preference for the status quo is another bias called loss aversion, which says that we find losses more painful than gains are pleasant.

Because identities are central to the way people make decisions, any change effort that violates someone's identity is likely doomed to failure. (That's why it's so clumsy when people instinctively reach for "incentives" to change other people's behavior.)

Identity is going to play a role in nearly every change situation.

Big changes can happen.