Quotes About Transformation

Couch to 5K había cambiado su vida. Él pretendía

new habits can clear the Path.

to make changes stick, we've got to think about shaping the Path.

Don Berwick, with his 75-person team at IHI, had convinced thousands of hospitals to change

Defining moments rewire our understanding of ourselves or the world.

Moments of insight deliver realizations and transformations.

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

Big changes can happen.

Target a specific moment and then challenge yourself: How can I elevate it? Spark insight? Boost the sense of connection? Life is full of "form letter in an envelope" moments, waiting to be transformed into something special.

Whether the switch you seek is in your family, in your charity, in your organization, or in society at large, you'll get there by making three things happen. You'll direct the Rider, motivate the Elephant, and shape the Path.

crystallization of discontent

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.

Change isn't an event; it's a process.

In his book Unleashing Change, he observed an encouraging dynamic in his change efforts: Once the change started, it seemed to feed on itself.

First, you fill the pits. That, in turn, frees you up to focus on the second stage: creating the moments that will make the experience "occasionally remarkable." Fill pits, then build peaks.

There are, in fact, only two ways to beat the Curse of Knowledge reliably. The first is not to learn anything. The second is to take your ideas and transform them.

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. You

successful change transformations were more likely to set behavioral goals:

the more successful change transformations were more likely to set behavioral goals: 89 percent of the top third versus only 33 percent of the bottom third. For instance, a behavioral goal might be that project teams would meet once a week

High standards + assurance is a powerful formula, but ultimately it's just a statement of expectations. What great mentors do is add two more elements: direction and support. I have high expectations for you and I know you can meet them. So try this new challenge and if you fail, I'll help you recover. That's mentorship in two sentences. It sounds simple, yet it's powerful enough to transform careers.

Can I ask you a sort of strange question? Suppose that you go to bed tonight and sleep well. Sometime, in the middle of the night, while you are sleeping, a miracle happens and all the troubles that brought you here are resolved. When you wake up in the morning, what's the first small sign you'd see that would make you think, 'Well, something must have happened—the problem is gone!'?

What should a Pegasus person do in this situation?

Change is hard because people wear themselves out. And that's the second surprise about change: What looks like laziness is often exhaustion.

Until you can ladder your way down from a change idea to a specific behavior, you're not ready to lead a switch.