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About the book

In this book, the Heath brothers, authors of the bestselling book Thinking Traps, show how the most... different people- specialists and managers, parents and nurses - reconcile internal contradictions and achieve outstanding results. Among the heroes...

About the book
Previously, the book was published under the title "The Heart of Change. How to achieve change easily and for a long time."

The book will teach you to make informed decisions, to find the desired balance between the emotional and the rational.

Why is it so difficult to achieve lasting change in companies, communities and personal life?

The main obstacle to constructive change is the conflict between rational and emotional thinking. The rational part of our brain wants a beautiful body for the beach season, and the emotional part wants to eat another cookie. The rational part wants constructive changes at work, while the emotional part is happy with the comfort of the existing routine. This conflict can ruin all attempts to achieve change.

In this book, the Heath brothers, authors of the bestselling book Thinking Traps, show how all kinds of people - professionals and managers, parents and nurses - reconcile internal contradictions and achieve extraordinary results. Among the characters in the book:

Medical interns who changed decades of practice that was dangerous for patients;
A home economics guru who was able to develop a simple technique to help overcome fear and reluctance to manage a home;
The manager who turned lax customer support into true service enthusiasts by ditching traditional tools.
Research based on the latest developments in psychology, sociology and other sciences clearly shows that successful changes do not occur by chance, but according to specific patterns. After reading this book, you can change your life and the world around you for the better.

Who is this book for?
This is a book for anyone who wants to make positive changes in their company and in their personal lives.

Chip Heath teaches at High school business at Stanford University. Dan Heath is a senior fellow at Duke University's Center for Social Entrepreneurship.

Their book, Thinking Traps, has been recognized by The New York Times and The Wall Street Journal and has become a bestseller around the world. She explains the principles of acceptance right decisions. The Heath brothers offer a simple four-step method that will teach you not to fall into the traps that our brains so cleverly set.

The book "The Heart of Change", which is included in Amazon's TOP 10 in the "Decision Making" section, talks about the art of making informed decisions. The Heath brothers believe that we have such a hard time making constructive changes because of the conflict between emotional and rational thinking. They teach you to find a balance between the emotional and the rational.

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Should I switch to new job? Buy a new car? Should I break up with my girlfriend? Should you make concessions to a capricious client? Our lives are made up of such choices. We make most decisions on autopilot, influenced by emotions, stereotypes and past experiences.

It’s quite rare that we can boast of a truly thoughtful decision. But how can you be so careless? “I have no other choice, because I live in constant time pressure,” you say. However, lack of time is just an excuse. Indeed, deep thinking about various alternatives seems to be a time-consuming and time-consuming process, which, moreover, does not at all guarantee an ideal result.

But what do you say if you are offered a sequence of clear steps that will lead you to the optimal choice, just follow them one after the other?

The authors of the book offer a proven decision-making algorithm. Now you have a great tool in your hands - with the help of this guide, making informed decisions won't be so difficult. And it won't take that much time. In our review we will tell you what kind of algorithm this is.

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Reviews and testimonials

Elena | 2018-07-28 18:10:33
Interesting, must read.
Tatyana Vladimirovna | 2018-06-15 08:50:25
interesting, but not applicable in all cases
Bagi | 2018-05-21 18:03:22
Good book! Educational and educational! I like that there are many examples with situations from different companies :) Thank you very much!
Oleg Nikolaevich | 2018-04-02 15:57:46
Valeria | 2018-03-18 19:15:17
Thank you, it was instructive
Ramses | 2018-01-23 13:23:16
Of course, I've already heard all this. but sometimes it’s good to remind people of known and useful things.
Ramis Jafarov | 2018-01-04 14:02:09
Leitmotif of the book: The most dangerous way to make a decision is to choose between two obvious alternatives. As a rule, when there are few options and they seem obvious to us (the only ones possible), we are very far from the optimal solution. I read the review. It is beautifully written, and the main ideas of the book are explored in a concise, simple and accessible manner. I really liked the book itself. Its ideas are very close to me, as a lawyer, a lawyer who previously worked as an investigator. IN practical work The main mistake of law enforcers, as well as the main reason for existing shortcomings, is one-sidedness, accusatory bias, predetermined decisions, lack of versions or a small number of them, inability and unwillingness to listen to criticism, to consider any negative opinion as someone’s deconstructive activity that interferes with work. A very wise, useful, relevant book is presented in this excellent review. Many thanks to the authors!
Dmitry Pavlovich | 2017-09-26 21:38:31
VERY RELEVANT...
Galina | 2017-07-27 14:32:09
Excellent book and high-quality notes:) Indeed, only the most necessary for understanding the thoughts of the authors:) Thank you:) I liked it:)

Select chapter

Chip Heath, Dan Heath

Switch

How to change when it's not easy

To our wives, Susan and Amanda, who changed everything

Information from the publisher

Published with permission from Fletcher & Company and Andrew Nurnberg Literary Agency

Heath, Chip

Switch things up. How to change when it's not easy / Chip Heath, Dan Heath; lane from English V. Gorokhova. - M.: Mann, Ivanov and Ferber, 2018.

ISBN 978-5-00100-683-1

This book is about how to reconcile internal contradictions, resolve conflicts between rational and emotional thinking, and achieve extraordinary transformation in companies, society, and personal life. The Heath brothers show that change is not as difficult as we think. To make changes easily and lastingly, you just need to understand how our brain works.

Previously, the book was published under the title “The Heart of Change. How to achieve changes easily and for a long time.”

No part of this book may be reproduced in any form without the written permission of the copyright holders.

[Chapter 1] Three unexpected facts

One day in 2000, in a suburban Chicago movie theater, audience members who arrived at the 1:05 pm Saturday showing of Mel Gibson's new release "Payback" were given a soft drink, a free bucket of popcorn and asked to come up to the counter after the film to answer the question. a few questions. Thus, unsuspecting moviegoers turned out to be unwitting participants in a study of irrational eating behavior.

The popcorn they were treated to was, to put it mildly, not quite ordinary, and to be more precise, simply disgusting. It was prepared five days before the “delivery”; it was completely tasteless and creaked in the teeth. One of the experiment participants subsequently compared it to packaging foam, and two more forgot that they received this delicacy for free and demanded their money back.

To accurately measure how much popcorn each viewer “consumed,” prudent scientists weighed the buckets before and after the show. The results were stunning: those who received the maxi buckets felt 53% more satisfied on average than those who received the medium portions. And this, by the way, is 173 additional calories, for which you had to dive into the bucket about 21 times more!

Brian Wansink, author of the study and director of Cornell University's Food and Brand Lab, described these results in his book Mindless Eating: “We've done other studies with popcorn. They differed in details, but the result was always the same. It didn't matter whether the movie theater was located in Pennsylvania, Illinois, or Iowa; it doesn't matter what movie was shown. All our “popcorn” experiments led to one conclusion: people eat more if you give them popcorn. O larger packaging. Dot".

No theory explains this behavior. Food clearly does not give people pleasure (as already mentioned, stale popcorn creaked in my teeth). They did not try to finish the portion, so as not to leave any leftovers (both buckets were too large for this). The appetite did not seem to be caused by hunger (everyone ate about the same). Only one prerequisite worked: received b O larger portion - eat more.

What’s most curious is that the participants themselves refused to believe it. After the sessions, the researchers told viewers about the two sizes of buckets, the results of their previous studies, and asked: “Why do you think you ate more - because you got more?” Such an assumption was usually met with laughter: “You can’t fool me with such things!” or “I feel great when I’m full.”

Now imagine that you were shown the results of a popcorn eating experiment without mentioning the size of the buckets. By quickly skimming the resulting summary and assessing how much popcorn different viewers ate, you can easily come to the conclusion: Some people are “sensible snackers”, while others are “terrible gluttons”.

Chip Heath, Dan Heath

Thinking traps. How to make decisions you won't regret

Chip Heath and Dan Heath

Decisive

How to Make Better Choices in Life and Work

Published with permission from Chip Heath and Dan Heath c/o Fletcher & Company and Andrew Nurnberg Literary Agency

All rights reserved. No part of the electronic version of this book may be reproduced in any form or by any means, including posting on the Internet or corporate networks, for private or public use without the written permission of the copyright owner.

Legal support for the publishing house is provided by law firm"Vegas-Lex"

This book is well complemented by:

Flexible consciousness

Carol Dweck

The art of explaining

Lee LeFever

Emotional Intelligence

Daniel Goleman

To our wives Susan and Amanda, these are the best decisions we've ever made.

Introduction

Shannon, the head of a small consulting company, is agonizing over whether she should fire CIO Clive. For the past year Clive has not done one iota more than the bare minimum. He is not at all devoid of talent: he is smart, knows how to come up with cost-effective solutions to technical problems, but very rarely shows initiative. Worse, he has poor relationships with his colleagues. During meetings, he often criticizes the ideas of others, sometimes quite sarcastically.

Unfortunately, losing Clive will cause short-term problems, since he knows better than anyone how to maintain the company's customer database.

What would you recommend? To fire or not?

IF YOU CONCENTRATE In those few seconds while you were thinking, you will be amazed at how quickly your opinion began to form. Most of us, when we consider Clive's situation, will feel informed enough to begin offering advice. Perhaps you would advise Shannon to fire Clive or, conversely, give him another chance. But, most likely, you would not feel any confusion.

"Wonderful aspect mental activity“is that we rarely feel challenged,” said Daniel Kahneman, psychologist and laureate Nobel Prize in economics for exploring the ways in which human decisions depart from the strict rationality favored by economists. In his fascinating book Thinking, Fast and Slow, Kahneman writes about the ease with which we reach conclusions: “The normal state of our mind means that you have an intuitive opinion about almost everything that comes your way.

People start liking or disliking you long before you have enough information about them. Without knowing why, you trust or distrust strangers, or, without conducting any analysis, you simply feel that the enterprise will certainly be successful.

Kahneman believes: we rush to conclusions because we attach too much great value information accessible to the eye and do not pay attention to what is hidden from view. He puts it this way: “What I see is all that is here.” Following Kahneman's visual metaphor, we will talk about the "spotlight" effect (think of how a spotlight in a theater focuses our attention on what falls into a cone of light).

The above situation with Clive is an example of the spotlight effect. Having received information - and it is minimal: he does not take initiative, communicates poorly with people, and the boss can kick him out - we immediately began to draw conclusions.

But the spotlight only illuminates a small spot. Outside of it, everything is in the shadows. So it is with Clive: we don't think there are a few obvious questions that should have been asked. For example, instead of kicking Clive out, why not change his job description to better suit his strengths(he knows how to find cost-effective solutions)? Maybe Clive would benefit from working with a mentor who could help him set more ambitious goals and reduce his level of criticism of others?

What if we dig deeper and suddenly discover that Clive's colleagues admire his no-nonsense, straightforward statements (maybe he's the IT version of Dr. House)? And what makes us think that Shannon's impression of Clive is true? What if she's a terrible manager? When we move the spotlight from side to side, the situation receives a different light. We can't even hope to make the best decision about Clive until we start moving the spotlight. Yet we do this all the time.

Chip Heath and Dan Heath

Decisive

How to Make Better Choices in Life and Work

Published with permission from Chip Heath and Dan Heath c/o Fletcher & Company and Andrew Nurnberg Literary Agency

Legal support for the publishing house is provided by the Vegas-Lex law firm.

This book is well complemented by:

Carol Dweck

Lee LeFever

Daniel Goleman

Dedicated to our wives Susan and Amanda - the best choice we've ever made

Introduction

Shannon, the head of a small consulting firm, is at a loss as to whether she should fire her CIO for failing to do his job. last year not one iota more than the required minimum. And although he cannot be called completely untalented, Clive is quite smart, quickly finds profitable non-standard solutions when technical problems arise, he is completely devoid of initiative. Worse, his behavior leaves much to be desired: during discussions, he often and sometimes quite sarcastically criticizes the ideas of his colleagues.

However, the loss of the IT director will entail temporary, but very tangible difficulties, because he knows better than others how to support the company’s client base.

What advice do you have for Shannon? Should she keep Clive or fire her?

SHOULD YOU COME BACK to those moments when you were thinking about the situation with Clive, and you would be amazed at how quickly a person forms his own opinion. Most of us immediately feel empowered to give advice. You can recommend that Shannon break up with Clive or, on the contrary, give him another chance. But in any case, you are unlikely to feel even the slightest confusion.

Psychologist Daniel Kahneman, winner of the Nobel Prize in Economics for his research on how people develop spontaneous decisions that have nothing to do with the strict rational judgments of economists, notes in his fascinating book Thinking, Fast and Slow: “There is one remarkable thing about the life of your mind: you are rarely confused." Kahneman goes on to talk about the ease with which we reach our conclusions: “Normally, your mind has intuitive feelings and opinions about almost everything that comes your way. You like or dislike people long before you know enough about them; you trust or distrust strangers without any particular reason; you feel that the business will be successful without going into its analysis.”

According to Kahneman, people tend to jump to conclusions because they attach too much importance to available information and miss facts that are not on the surface. To analyze this tendency, the scientist uses the following formula: “What you see is what you see.” Let's use Kahneman's "visual" analogy and call this trend the "spotlight effect" (sitting in the theater, we usually concentrate our attention on what the stage spotlight is pointing at).

An example of the spotlight effect is the story of Clive. We are easily content with minimal information: he fulfills his duties only from start to finish; does not show initiative; he has terrible relationships with his colleagues; it looks like the boss is going to fire him - and based on completely accessible facts, we immediately draw our conclusions.

However, the spotlight only illuminates a small spot, beyond which much remains in shadow. So it is in this situation: we didn’t even bother to find out things that were self-evident. For example, why immediately get rid of Clive, why not try to change his job responsibilities to better suit his strengths (he is still able to find cost-effective solutions)? Perhaps it would be beneficial to work with a mentor. He would help Clive develop more ambitious goals and reduce the level of complaints against his colleagues.

Moreover, if you dig deeper, you would be able to find out that everyone admires his albeit rude but frank assessments. (Clive may well be the IT incarnation of Dr. House.) After all, why do we think Shannon's opinion is factual and completely infallible? What if she's a terrible manager herself? When we point the spotlight at different sides, the situation receives a different light. There is no hope that a thoughtful decision will be made about Clive unless the spotlight is moved. And yet we stubbornly continue to judge superficially.

It can be difficult for us to make decisions for this very reason: what is illuminated by the spotlight rarely contains everything we need to make the right choice. Sometimes we simply forget to move the beam, but most often we don’t remember about the spotlight at all. We spend so long in a tiny spot of light that we lose sight of the vast horizons beyond.

IF YOU STUDY options for decisions usually made and the results to which they lead, you will find that humanity has not achieved too much diversity in this matter.

For example, type of activity - people often regret the profession they once chose and change it. Study American Association of lawyers showed: 44% of lawyers do not recommend young people to engage in law. In a study conducted with the participation of 20 thousand managers top level, it was revealed that 40% of them “within 18 months after their appointment are either deceived in their expectations and leave at will, or fail and get fired.” More than half of teachers change their type of activity after four years. According to Philadelphia researchers, teachers are almost twice as likely to quit their jobs as students are to quit their studies.

Business decisions are also often unfounded. One of the studies corporate mergers and acquisitions demonstrated that 83% of decisions made by senior executives did not result in an increase in share price.

When another group of researchers asked 2,207 executives to rate decisions made in their organizations, 60% reported that poor decisions were made about as often as smart ones.

On the personal front, people perform no better. We typically don't save enough for the future to live well after retirement. Moreover, even if we manage to accumulate something, we consistently devalue our stock portfolios by buying high and selling low. Young people build relationships with people who are not suitable for them. Middle-aged people let work intrude on their lives family life. Older people wonder why they enjoyed life so little when they were young.

Why is it so difficult to make the right choice? IN recent years it turned out a lot interesting books and articles on the problem of making optimal decisions. Prejudices... Recklessness... It turns out that when it comes to important choices, our brains are imperfect instruments. In addition, since we are programmed to do stupid things, we do not pay enough attention to important issue: How can we change this trend?

Daniel Kahneman. Thinking, Fast and Slow. New York: Farrar, Straus & Giroux, 2011. First quote - see p. 97; second quote – see p. 85. The author of "Think Slow... Decide Fast" brilliantly simplifies the list of human biases common in the literature on decision making - a veritable jungle that brings confusion to the minds of people. He shows that all our mistakes are a consequence of the principle “what you see is what you see.” To understand how this view leads to the human errors we examine in our book, see his analysis of narrow frames (p. 87), overconfidence (pp. 199–201, 209–212, and 259–263), confirmation bias ( p. 80–84), emotions and indecision (p. 401–406).