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Switch: How to Change Things When Change Is Hard [Anglais] [Relié]

Chip Heath , Dan Heath
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Description de l'ouvrage

16 février 2010
Why is it so hard to make lasting changes in our companies, in our communities, and in our own lives?

The primary obstacle is a conflict that’s built into our brains, say Chip and Dan Heath, authors of the critically acclaimed bestseller Made to Stick. Psychologists have discovered that our minds are ruled by two different systems—the rational mind and the emotional mind—that compete for control. The rational mind wants a great beach body; the emotional mind wants that Oreo cookie. The rational mind wants to change something at work; the emotional mind loves the comfort of the existing routine. This tension can doom a change effort—but if it is overcome, change can come quickly.

In Switch, the Heaths show how everyday people—employees and managers, parents and nurses—have united both minds and, as a result, achieved dramatic results:  

●      The lowly medical interns who managed to defeat an entrenched, decades-old medical practice that was endangering patients.

●      The home-organizing guru who developed a simple technique for overcoming the dread of housekeeping.

●      The manager who transformed a lackadaisical customer-support team into service zealots by removing a standard tool of customer service
            
In a compelling, story-driven narrative, the Heaths bring together decades of counterintuitive research in psychology, sociology, and other fields to shed new light on how we can effect transformative change. Switch shows that successful changes follow a pattern, a pattern you can use to make the changes that matter to you, whether your interest is in changing the world or changing your waistline.

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Descriptions du produit

Extrait

Chapter 1

The Three Surprises About Change

1.

One Saturday in 2000, some unsuspecting moviegoers showed up at a suburban theater in Chicago to catch a 1:05 P.M matinee of Mel Gibson's action flick Payback. They were handed a soft drink and a free bucket of popcorn and asked to stick around after the movie to answer a few questions about the concession stand. These movie fans had unwittingly entered a study of irrational eating behavior.1

There was something unusual about the popcorn they received. It was wretched. In fact, it had been carefully engineered to be wretched. It'd been popped five days earlier and was so stale that it squeaked when you ate it. One moviegoer later compared it to Styrofoam packing peanuts, and two others, forgetting that they'd received the popcorn for free, demanded their money back.

Some of them got their free popcorn in a medium-sized bucket, and others got a large bucket--the sort of huge tub that looks like it might once have been an above-ground swimming pool. Everybody got their own individual bucket so there'd be no need to share. The researchers responsible for the study were interested in a simple question: Would the people with bigger buckets eat more?

Both buckets were designed to be so big that no one could finish their portion. So the actual research question was a bit more specific: Would somebody with a larger inexhaustible supply of popcorn eat more than someone with a smaller inexhaustible supply?

The sneaky researchers weighed the buckets before and after the movie, so they were able to measure precisely how much popcorn each person ate. The results were stunning: People with the large buckets ate 53 percent more popcorn than people with the medium size. That's the equivalent of 173 more calories and approximately 21 extra hand-dips into the bucket.2

The author of the study, Brian Wansink, runs the Food and Brand Lab at Cornell University and he described the results in his book Mindless Eating: "We've run other popcorn studies, and the results were always the same, however we tweaked the details. It didn't matter if our moviegoers were in Pennsylvania, Illinois, or Iowa, and it didn't matter what kind of movie was showing; all of our popcorn studies led to the same conclusion. People eat more when you give them a bigger container. Period."

No other theory explains the behavior. These people weren't eating for pleasure. (The popcorn was so stale it squeaked!) They weren't driven by a desire to "finish their portion." (Both buckets were too big to finish.) It didn't matter whether they were hungry or full. The equation is unyielding: Bigger container = more eating.

Best of all, people refused to believe the results. After the movie, the researchers told the moviegoers about the two bucket sizes and the findings of their past research. The researchers asked, do you think you ate more because of the larger size? The vast majority scoffed at the idea, saying things like, "Things like that don't trick me," or "I'm pretty good at knowing when I'm full."

Whoops.

2.

Imagine that someone showed you the data from this study but didn't mention the bucket sizes. On your data summary, you'd see how much popcorn each person ate. You could quickly scan the results and see the differences--some people ate a little bit of popcorn, some ate a lot, and some seem determined to test the physical limits of the human stomach. Armed with a data set like that, you would have found it easy to jump to conclusions. Some people in the world are Reasonable Snackers and others are Big Gluttons.

A public health expert, studying that data alongside you, would likely get very worried about the Gluttons. We need to motivate these people to adopt healthier snacking behaviors! Let's find ways to show them the health hazards of eating so much! And maybe we should approach state legislators about a Big Bucket Ban!

But wait a second. If you want people to eat less popcorn, the solution is pretty simple: Just give them smaller buckets. You don't have to worry about their knowledge or their attitudes.

You can see how easy it would be to turn an easy change problem (shrinking people's buckets) into a hard change problem (influencing people's motivation or understanding, or changing the law). And that's the first surprise about change: What looks like a people problem is often a situation problem.

3.

This is a book to help you change things when change is hard. We'll consider change at every level--individual, organizational, and societal. Maybe you want to help your brother beat his gambling addiction. Maybe you need your team at work to act more frugally because of market conditions. Maybe you wish more of your neighbors would bike to work.

Usually these topics are treated separately--there is "change management" advice for executives and "self-help advice" for individuals and "change the world" advice for activists. That's a shame, because all change efforts have something in common: For anything to change, someone has to start acting differently. Your brother has got to stay out of the casino; your employees have got to start booking coach fares. Ultimately, all change efforts boil down to the same mission: Can you get people to start behaving in a new way?

We know what you're thinking--people resist change. But it's not quite that easy. Babies are born every day to parents who, inexplicably, welcomed the change. Think about the sheer magnitude of that change! Such an idea would never fly in the work world: Would anyone agree to work for a boss who'd wake you up twice a night, screaming, for trivial administrative duties? And what if, every time you wore a new piece of clothing, the boss spit up on it? Yet people don't resist this massive change--they volunteer for it.

Enormous changes are all around us, and they often come voluntarily--not just babies, but marriages and new homes and new technologies and new job duties. Meanwhile, other behaviors are maddeningly intractable. Smokers keep smoking and kids grow fatter and your husband can't ever seem to get his dirty shirts into a hamper.

So there are hard changes and easy changes. What distinguishes one from the other? In this book, we'll argue that successful changes share a common pattern--they require the leader of the change to do three things at once. We've already seen the first of those three things: To change someone's behavior, you've got to change their situation.

The situation isn't the whole game, of course. An alcoholic might go dry in rehab, but what happens when they leave? Your sales reps might be hyper-productive when the sales manager shadows them, but what happens afterward? For someone's behavior to change, you've got to influence not just their environment but their hearts and minds. The trick is this: Often the heart and mind disagree. Fervently.

4.

Consider the Clocky. It's an alarm clock invited by an MIT student and now manufactured by Nanda Home. It's no ordinary alarm clock--it has wheels. You set it at night and in the morning when the alarm goes off, it rolls off your nightstand and scurries around the room, forcing you to chase it down. Picture the scene: You're crawling around the bedroom in your underwear, stalking and cursing a runaway clock.

Clocky ensures that you won't snooze-button your way to disaster. And apparently that's a common fear, since about 35,000 Clockys have sold, at $50 each, in its first 2 years on the market.

The success of this invention reveals a lot about our psychology. What it means, fundamentally, is that we are schizophrenic. Part of us--our rational side--wants to get up at 5:45 a.m., allowing plenty of time for a quick jog before we leave for the office. The other part of us--the emotional side--wakes up in the darkness of the early morning, snoozing inside a warm cocoon of sheets and blankets, and wants nothing in the world so much as a few more minutes of sleep. If, like us, your emotional side tends to win these internal debates, then you might be a potential Clocky customer. The beauty of the device is that it allows your rational side to outsmart your emotional side. It's simply impossible to stay cuddled up under the covers when there's a rogue alarm clock rolling around your room.

Let's be blunt here: Clocky is not a product for a sane species. If Spock wants to get up at 5:45 a.m., he'll just get up. No drama required.

Our built-in schizophrenia is a deeply weird thing, but we don't think much about it, because we're so used to it. When we kick off a new diet, we toss the Cheetohs and Oreos out of the pantry, because our rational side knows that when our emotional side gets a craving, there's no hope of self-control. The only option is to remove the temptation altogether. (For the record, some MIT student will make a fortune designing Cheetohs that scurry away from people when they're on a diet.)

The unavoidable conclusion is this: Your brain isn't of one mind.

The conventional wisdom in psychology, in fact, is that our brains have two independent systems at work at all times. First, there's what we called the emotional side. It's the part of you that is instinctive, that feels pain and pleasure. Second, there's the rational side, also known as the reflective or conscious system. It's the part of you that deliberates and analyzes and looks into the future.

Psychologists have learned a lot about these two systems in the past few decades, but of course mankind has always been aware of the tension. Plato said that in our heads we've got a rational charioteer who has to rein in an unruly horse who "barely yields to horsewhip and goad combined." Freud wrote of the selfish id and the conscientious superego (and the ego who mediates between them). More recently behavioral economists have dubbed the two systems the Planner and the Doer.

But, to us, the duo's tension was captured best by an analogy used by the University of Virginia psychologist Jonathan Haidt in his wonderful book The Happiness ...

Revue de presse

 “Witty and instructive…The Heath brothers think that the sciences of human behavior can provide us with tools for making changes in our lives—tools that are more effective than 'willpower,' 'leadership' and other easier-said-than-done solutions. …For any effort at change to succeed, the Heaths argue, you have to 'shape the path.' With Switch they have shaped a path that leads in a most promising direction.”
--The Wall Street Journal

“’Your brain is not of one mind,’" say the brothers Heath, co-authors of the bestseller Made to Stick. Using the terminology of University of Virginia psychologist Jonathan Haidt, the Heaths designate the emotional side of the mind as the Elephant and the rational side as the Rider…Switch is crammed with stories…covering a number of fields to drive home the importance of using the strengths of both the Rider and the Elephant to make change happen. This could be a valuable read for the would-be change-makers of the Obama administration.”
--Fort Worth Star-Telegram

“Whether you're a manager, a parent or a civic leader, getting people to change can be tricky business. In Switch, brothers Chip and Dan Heath--authors of the best-selling Made to Stick--survey efforts to shape human behavior in search of what works…Even when change isn't easy, it's often worth making.”
--Time

“Dan and Chip Heath have done it again…Any leader looking to create change in his organization need not look beyond this little book. It is packed with examples and hands-on tools that will get you moving right away. And it is really a fun read.”
--BusinessWeek.com

“No one likes change. Trouble is, of course, that everyone probably needs at least some of it. Here, the authors of the bestselling Made to Stick return with a book that looks at all aspects of change in human lives, from dieting to spending, from corporations to governments...a readable, entertaining and thought-provoking book. “
--Smartmoney.com


Détails sur le produit

  • Relié: 320 pages
  • Editeur : Crown Business; Édition : 1 (16 février 2010)
  • Langue : Anglais
  • ISBN-10: 0385528752
  • ISBN-13: 978-0385528757
  • Dimensions du produit: 21,9 x 14,8 x 3,1 cm
  • Moyenne des commentaires client : 4.5 étoiles sur 5  Voir tous les commentaires (6 commentaires client)
  • Classement des meilleures ventes d'Amazon: 57.043 en Livres anglais et étrangers (Voir les 100 premiers en Livres anglais et étrangers)
  • Table des matières complète
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10 internautes sur 11 ont trouvé ce commentaire utile 
4.0 étoiles sur 5 Le changement naturellement 6 mars 2010
Par Romaric
Format:Relié
Motivé notre éléphant ou le rendre apte au changement plus facilement, ce sont les frères Heath qui nous démontrent au cours d'expériences et de faits variés pourquoi nous sommes si peu enclins au changement et comment y remédier à travers une structure concise.
Par ex, trouver l'exception à la règle, le 1% qui marche dans une situation alors que le reste des 99 échouent, et reproduire ce système. D'ailleurs, une notion fondamentale qu'ils n'ont pas oublié de souligner est qu'un problème lié à l'individu est avant tout un problème lié à la situation de ce dernier, càd, le système dans lequel il évolue, changer ce système s'avère donc le bon choix (ie, faire un système dans lequel on rend les erreurs impossibles à produire au lieu de blâmer la personne responsable de l'erreur)

L'ouvrage ne se borne pas aux changements, les méthodes peuvent aussi être utilisées pour trouver des solutions natives aux problèmes. C'est d'ailleurs, un excellent moyen contre les réunions ennuyeuses remplies, de feuilles Excel, de données d'analyses, de graphiques à ne plus savoir où en donner la tête considérés comme TBU, True But Useless qui n'apportent rien à la décision au final.
Divers domaines y sont passés (consommation, social, comportemental, marketing, personnel') pour démontrer la structure à adopter pour changer.
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1 internautes sur 1 ont trouvé ce commentaire utile 
5.0 étoiles sur 5 well worth the read 11 avril 2011
Format:Broché
Of many books on change management, I liked this one for its effective combination of theory and practical suggestions/case studies. As a development professional, recruiting change agents is a major part of my work, and this book provided some helpful pointers for understanding and influencing positive behaviours.

Just wish I could get a Kindle version, this is a book I want to reread !
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5.0 étoiles sur 5 Super livre audio 25 mai 2014
Par Psy
Format:CD|Achat vérifié
Version audio intégrale. Nombreux CD. Voix sympa.
Contenu qui tient vraiment ses promesses.
Génial pour "lire" en voiture... ou en bossant...
Je recommande +++
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