Effecting Change—The Art Of Leading Teams
summary
Change succeeds when you first convince yourself first, then listen to diagnose the real problem, solicit at least three solutions, prototype and amplify what works. Examples: a 4‑hour lay‑of‑the‑land + Q&A flips a 7,000‑developer architecture committee into adopting new tech within six weeks; Jerry Sternin’s tiny cooking tweak improves child nutrition within weeks; Brazil’s URV currency illusion halts 80% monthly inflation; showing microscope photos raises handwashing 11–50%. Remove draining tasks, schedule fresh decision windows, and show concrete data to motivate adoption.
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chapters (16)
- 0:00Introduction to change
- 1:48Why change is hard
- 6:47Convincing yourself first
- 8:37Understand the real problem
- 10:45Solicit multiple solutions
- 14:24Working with teams
- 20:44Balance of choices
- 22:13Focus on why before what
- 23:17Amplify working solutions
- 25:00Bright spots and small changes
- 30:17Behavioral change goals
- 36:18Human factors in change
- 41:40Environment and energy
- 45:32Confirmation bias awareness
- 46:36Motivate and inspire teams
- 51:57Summary and key takeaways
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