Quotes About Action

action triggers can have a profound power to motivate people to do the things they know they need to do.

Action triggers simply have to be specific enough and visible enough to interrupt people's normal stream of consciousness. A

Action triggers simply have to be specific enough and visible enough to interrupt people's normal stream of consciousness. A trigger to "praise your employees when they do something great" is too vague to be useful.

what action triggers do is create an "instant habit." Habits are behavioral autopilot, and that's exactly what action triggers are setting up.

Starting small can help you overcome dread.

If you've finished Switch and are hungry for more, visit the book's website: heathbrothers.com

He inspired them to feel more determined, more ready, more motivated. And when you build people up in this way, they develop the strength to act.

The Rider has to be jarred out of introspection, out of analysis. He needs a script that explains how to act, and that's why the successes we've seen have involved such crisp direction.

North Carolina State Hospital Association, said: "An awful lot of people for a long time have had their heads in the sand on this issue, and it's time to do the right thing. It's as simple as that.

we've seen that a credible idea makes people believe. An emotional idea makes people care. And in this chapter we'll see that the right stories make people act.

Deadlines focus our mental spotlight on a choice. They grab us by the collar and say, If you're gonna do this, you have to do it now.

tripwires allow us the certainty of committing to a course of action, even a risky one, while minimizing the costs of overconfidence.

these were not stories about sudden realizations. These were stories about action.

Knowledge does not change behavior

In the last few chapters, we've seen that a credible idea makes people believe. An emotional idea makes people care. And in this chapter we'll see that the right stories make people act.

in situations where change is needed, too much analysis can doom the effort. The Rider will see too many problems and spend too much time sizing them up.

to make progress on a change, you need ways to direct the Rider. Show him where to go, how to act, what destination to pursue. And that's why bright spots are so essential, because they are your best hope for directing the Rider when you're trying to bring about change.

Kotter and Cohen observed that, in almost all successful change efforts, the sequence of change is not ANALYZE-THINK-CHANGE, but rather SEE-FEEL-CHANGE.

Deadlines focus our mental spotlight on a choice. They grab us by the collar and say, If you're gonna do this, you have to do it now. In

change rarely happens unless it's motivated by feeling

ladder your way down from a change idea to a specific behavior, you

Guthrie doesn't share his findings from his customer meetings; he creates a situation where they can replicate his discovery. It becomes their own insight, and as a result, they're motivated to act.

themselves. In turn, that discovery makes the need for action obvious. Guthrie doesn't share his findings from his customer meetings; he creates a situation where they can replicate his discovery. It becomes their own insight, and as a result, they're motivated to act. Similarly, CLTS facilitators see the problem vividly, but they don't share their concerns directly. They let the villagers see for themselves. The

What should a Pegasus person do in this situation?