Knowledge is rarely enough to spark change; it takes emotion to bring knowledge to a boil. — Chip Heath Copy Share Image
“So when you hear people say that change is hard because people are lazy or resistant, that’s just flat wrong. In fact,… — Chip Heath Copy Share Image
“the first surprise about change: What looks like a people problem is often a situation problem.” — Chip Heath Copy Share Image
Change is hard because people wear themselves out. And that’s the second surprise about change: What looks like laziness is often exhaustion. — Chip Heath Copy Share Image
“The bigger the change you’re suggesting, the more it will sap people’s self-control. And when people exhaust their self-control, what they’re exhausting… — Chip Heath Copy Share Image
“Here’s why this matters for change: When people try to change things, they’re usually tinkering with behaviors that have become automatic, and… — Chip Heath Copy Share Image
“Because day-to-day change is gradual, even imperceptible, it’s hard to know when to jump. Tripwires tell you when to jump.” — Chip Heath Copy Share Image
“It seems some CEOs who pay extremely large acquisition premiums … come to believe their own press.” — Chip Heath Copy Share Image
“Regrets of the Dying.” She shared the five most common regrets of the people she had come to know: 1. I wish I’d had the… — Chip Heath Copy Share Image
“Peter Bregman, a productivity guru and blogger for the Harvard Business Review, recommends a simple trick for dodging this fate. He advises us to… — Chip Heath Copy Share Image
“Compromise is like the old joke, “A camel is a horse made by a committee.” — Chip Heath Copy Share Image
When people know the desired destination, they’re free to improvise, as needed, in arriving there. — Chip Heath Copy Share Image
“Research tells us that brainstorming becomes more productive when it’s focused. As jazz great Charles Mingus famously said, “You can’t improvise on nothing, man;… — Chip Heath Copy Share Image
“To make good decisions, CEOs need the courage to seek out disagreement. Alfred Sloan, the longtime CEO and chairman of General Motors, once interrupted… — Chip Heath Copy Share Image
“One rule of thumb is to keep searching for options until you fall in love at least twice. If you’ve only identified one good… — Chip Heath Copy Share Image
“Seeking a compelling example of the company’s poor purchasing habits, Stegner assigned a summer student intern to investigate a single item—work gloves, which workers… — Chip Heath Copy Share Image
“Unexpected ideas are more likely to stick because surprise makes us pay attention and think.” — Chip Heath Copy Share Image
