![]() ![]() So I decided to start by focusing on just one thing. “You can’t order people to change, that’s not how the brain works” said O’Neill. Stakeholders and shareholders initially wobbled and didn’t like this approach, but one year on revenue, profits and staff engagement had rocketed. Against tradition, O’Neill set out worker safety as the number 1 priority. PART 2: THE HABITS OF SUCCESSFUL ORGANISATIONSĬhapter 4: Keystone Habits, or the Ballad of Paul O’Neill – Which Habits Matter MostĬase study of Alcoa, a huge US aluminium producer appointing Paul O’Neill as its CEO. Therefore, bringing people together to create belief is vital to successful creation of beliefs and associated change in habits. ![]() Lastly, suggests that beliefs are fostered in community/ group setting far more commonly than in isolation. However add belief in something into the mix and habit change appears more resilient to life events. Cites longitudinal research into people using AA that found that without belief, habit change was possible, but prone to relapse when life got difficult eg bereavement, job loss etc. And if that belief is strong enough, it eventually spills over into belief that change in oneself is possible. Re the spiritual aspect, proposes that it’s not belief in God which is the key. But many have benefitted and suggests the 12 steps mimic what we now know about how the brain forms habits. AA has had v mixed empirical evaluations, with particular criticism for the spiritual aspects of the 12 steps. Cue stays the same, reward stays the same, craving stays the same, but the routine linking the cue to the reward is changed.Ĭites (world renowned) Alcoholics Anonymous 12 step programme as one of the most long-standing habit change programmes. Instead, seek to change them/ reprogramme them/ overwrite them with a new routine. The Golden Rule is that “bad” habits are very difficult to eradicate. Dungy transformed the fortunes of several NFL teams by using the golden rule of habit change. This chapter draws heavily on the career of an NFL American Football coach, Tony Dungy. When rebranded as “freshens room/ clean air feeling” sales rocketed because, so the theory goes, they created craving for a feeling of fresh clean air that could be sensed.Ĭhapter 3: The Golden Rule of Habit Change – Why Transformation Occurs There is also a long case study about Febreze – no one would buy amazing product when its reward was positioned as “masks bad smells”. “I want to feel beautiful” was not enough to form the habit – it had to be accompanied by a physical sensation that the consumer craved. What set pepsodent apart was they added chemicals to create a tingly sensation in mouth after use which consumers craved. All other pastes at time used similar approaches. A successful campaign used “film on teeth” as cue, routine of brushing teeth with product, and feeling beautiful as the reward. However, a new habit is only formed if there is fuel to power it craving. Cue, routine and reward are the components that need to be present. Uses several examples from advertising and experiments to develop an argument that the habit loop above in itself is not enough for new habits to form. Observes that although easy to describe, it can often be really hard work to correctly identify each component.Ĭhapter 2: The Craving Brain – How to Create New Habits The absence of any one part of the loop will prevent the habit from forming.
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