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Switch : how to change things when change is hard
Heath, Chip.
Adult Nonfiction 303.4 H 2010
From Publishers' Weekly:
The Heath brothers (coauthors of Made to Stick) address motivating employees, family members, and ourselves in their analysis of why we too often fear change. Change is not inherently frightening, but our ability to alter our habits can be complicated by the disjunction between our rational and irrational minds: the self that wants to be swimsuit-season ready and the self that acquiesces to another slice of cake anyway. The trick is to find the balance between our powerful drives and our reason. The authors' lessons are backed up by anecdotes that deal with such things as new methods used to reform abusive parents, the revitalization of a dying South Dakota town, and the rebranding of megastore Target. Through these lively examples, the Heaths speak energetically and encouragingly on how to modify our behaviors and businesses. This clever discussion is an entertaining and educational must-read for executives and for ordinary citizens looking to get out of a rut. (Mar.) (c) Copyright PWxyz, LLC. All rights reserved
From Library Journal:
Old habits die hard. Whether on the communal or the individual level, maintaining the status quo is always the easiest course. So how do companies or people change? Chip Heath (organizational behavior, Graduate Sch. of Business, Stanford Univ.) and his brother, consultant Dan Heath, coauthors of Made To Stick, have teamed up again to show us that change can be a lot less painful than we fear. In their previous book, they explored how ideas catch on. Here they analyze what must be addressed if societal, organizational, and personal habits and practices are to be instilled with new ideas. They draw upon numerous behavioral studies, business case studies, and hypothetical examples to illustrate their principles. VERDICT This practical and entertaining work could easily be classified as a self-help tool. But since the authors also focus on organizational change and include dozens of vignettes from real companies, it's also a good managerial prescription for transformation. While it won't displace John Kotter's Leading Change as the classic text for "change managers," this catchy book offers fresh ideas and a breezy style that will work equally well for company executives, undergraduates, and average joes.-Carol J. Elsen, Univ. of Wisconsin Lib., Whitewater (c) Copyright 2010. Library Journals LLC, a wholly owned subsidiary of Media Source, Inc. No redistribution permitted.
Heath, Chip.
Adult Nonfiction 303.4 H 2010
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From Publishers' Weekly:
The Heath brothers (coauthors of Made to Stick) address motivating employees, family members, and ourselves in their analysis of why we too often fear change. Change is not inherently frightening, but our ability to alter our habits can be complicated by the disjunction between our rational and irrational minds: the self that wants to be swimsuit-season ready and the self that acquiesces to another slice of cake anyway. The trick is to find the balance between our powerful drives and our reason. The authors' lessons are backed up by anecdotes that deal with such things as new methods used to reform abusive parents, the revitalization of a dying South Dakota town, and the rebranding of megastore Target. Through these lively examples, the Heaths speak energetically and encouragingly on how to modify our behaviors and businesses. This clever discussion is an entertaining and educational must-read for executives and for ordinary citizens looking to get out of a rut. (Mar.) (c) Copyright PWxyz, LLC. All rights reserved
From Library Journal:
Old habits die hard. Whether on the communal or the individual level, maintaining the status quo is always the easiest course. So how do companies or people change? Chip Heath (organizational behavior, Graduate Sch. of Business, Stanford Univ.) and his brother, consultant Dan Heath, coauthors of Made To Stick, have teamed up again to show us that change can be a lot less painful than we fear. In their previous book, they explored how ideas catch on. Here they analyze what must be addressed if societal, organizational, and personal habits and practices are to be instilled with new ideas. They draw upon numerous behavioral studies, business case studies, and hypothetical examples to illustrate their principles. VERDICT This practical and entertaining work could easily be classified as a self-help tool. But since the authors also focus on organizational change and include dozens of vignettes from real companies, it's also a good managerial prescription for transformation. While it won't displace John Kotter's Leading Change as the classic text for "change managers," this catchy book offers fresh ideas and a breezy style that will work equally well for company executives, undergraduates, and average joes.-Carol J. Elsen, Univ. of Wisconsin Lib., Whitewater (c) Copyright 2010. Library Journals LLC, a wholly owned subsidiary of Media Source, Inc. No redistribution permitted.
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