power of habbit – madin118

Book Summary: The Power of Habit p10

Crises are such valuable opportunities that a wise leader often prolongs a sense of emergency on purpose.

By hiring psychologists who peddled vaguely scientific tactics they claimed could make customers spend more. Some of those methods are still in use today. If you walk into a Walmart, Home Depot, or your local shopping center and look closely, you’ll see retailing tricks that have been around for decades, each designed to exploit your shopping subconscious.

Take, for instance, how you buy food. Chances are, the first things you see upon entering your grocery
store are fruits and vegetables arranged in attractive, bountiful piles. If you think about it, positioning produce at the front of a store doesn’t make much sense, because fruits and vegetables bruise easily
at the bottom of a shopping cart; logically, they should be situated by the registers, so they come at the end of a trip. But as marketers and psychologists figured out long ago, if we start our shopping sprees by
loading up on healthy stuff, we’re much more likely to buy Doritos, Oreos, and frozen pizza when we encounter them later on. The burst of subconscious virtuousness that comes from first buying butternut
squash makes it easier to later put a pint of ice cream in the cart.

Take the way most of us turn to the right after entering a store. (Did you know you turn right? It’s almost certain you do. There are thousands of hours of videotapes showing shoppers turning right once they clear the front doors.) As a result of this tendency, retailers fill the right side of the stores with the most profitable products they’re hoping you’ll buy right off the bat.

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Book Summary: The Power of Habit p9

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Just as choosing the right keystone habits can create amazing change, the wrong ones can create disasters.

even destructive habits can be transformed by leaders who know how to seize the right opportunities. Sometimes, in the heat of a crisis, the right habits emerge.

Companies aren’t families. They’re battlefields in a civil war. Yet despite this capacity for internecine warfare, most companies roll along relatively peacefully, year after year, because they have routines— habits— that create truces that allow everyone to set aside their rivalries long enough to get a day’s work done. Organizational habits offer a basic promise: If you follow the established patterns and abide by the truce, then rivalries won’t destroy the company, the profits will roll in, and, eventually, everyone will get rich.

The problem with sabotage is that even if it’s good for you, it’s usually bad for the fi rm. So at most companies, an unspoken compact emerges: It’s okay to be ambitious, but if you play too rough, your peers will unite against you. On the other hand, if you focus on boosting your own department, rather than undermining your rival, you’ll probably get taken care of over time.

Most of the time, routines and truces work perfectly. Rivalries still exist, of course, but because of institutional habits, they’re kept within bounds and the business thrives. However, sometimes even a truce proves insufficient. Sometimes, an unstable peace can be as destructive as any civil war.

Truces are only durable when they create real justice. If a truce is unbalanced— if the peace isn’t real— then the routines often fail when they are needed most.

Creating successful organizations isn’t just a matter of balancing authority. For an organization to work, leaders must cultivate habits that both create a real and balanced peace and, paradoxically, make it absolutely clear who’s in charge.

Sometimes, one priority— or one department or one person or one goal— needs to overshadow everything else, though it might be unpopular or threaten the balance of power. Sometimes, a truce can create dangers that outweigh any peace.

During turmoil, organizational habits become malleable enough to both assign responsibility and create a more equitable balance of power. Crises are so valuable, in fact, that sometimes it’s worth stirring up a sense of looming catastrophe rather than letting it die down.

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Book Summary: The Power of Habit p5

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Alcoholics who practiced the techniques of habit replacement, the data indicated, could often stay sober until there was a stressful event in their lives— at which point, a certain number started drinking again, no matter how many new routines they had embraced. However, those alcoholics who believed that some higher power had entered their lives were more likely to make it through the stressful periods with their sobriety intact. It wasn’t God that mattered, the researchers figured out. It was belief itself that made a difference. Once people learned how to believe in something, that skill started spilling over to other parts of their lives, until they started believing they could change. Belief was the ingredient that made a reworked habit loop into a permanent behavior.

You don’t have to believe in God, but you do need the capacity to believe that things will get better.

What can make a difference is believing that they can cope with that stress without alcohol. It lets people practice believing that things will eventually get better, until things actually do.

There is, unfortunately, no specific set of steps guaranteed to work for every person. We know that a habit cannot be eradicated— it must, instead, be replaced.

And we know that habits are most malleable when the Golden Rule of habit change is applied: If we keep
the same cue and the same reward, a new routine can be inserted.

For a habit to stay changed, people must believe change is possible. And most often, that belief only emerges with the help of a group.

If you want to change a habit, you must find an alternative routine, and your odds of success go up dramatically when you commit to changing as part of a group.

We know that change can happen. Alcoholics can stop drinking. Smokers can quit puffing. Perennial losers can become champions. You can stop biting your nails or snacking at work, yelling at your
kids, staying up all night, or worrying over small concerns. And as scientists have discovered, it’s not just individual lives that can shift when habits are tended to. It’s also companies, organizations, and communities, as the next chapters explain.

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