作者:
Charles Duhigg 出版社: Random House 副标题: Why We Do What We Do in Life and Business 出版年: 2012-2-28 页数: 400 定价: GBP 17.88 装帧: Hardcover ISBN: 9781400069286
A young woman walks into a laboratory. Over the past two years, she has transformed almost every aspect of her life. She has quit smoking, run a marathon, and been promoted at work. The patterns inside her brain, neurologists discover, have fundamentally changed.
A young woman walks into a laboratory. Over the past two years, she has transformed almost every aspect of her life. She has quit smoking, run a marathon, and been promoted at work. The patterns inside her brain, neurologists discover, have fundamentally changed.
Marketers at Procter & Gamble study videos of people making their beds. They are desperately trying to figure out how to sell a new product called Febreze, on track to be one of the biggest flops in company history. Suddenly, one of them detects a nearly imperceptible pattern—and with a slight shift in advertising, Febreze goes on to earn a billion dollars a year.
An untested CEO takes over one of the largest companies in America. His first order of business is attacking a single pattern among his employees—how they approach worker safety—and soon the firm, Alcoa, becomes the top performer in the Dow Jones.
What do all these people have in common? They achieved success by focusing on the patterns that shape every aspect of our lives.
They succeeded by transforming habits.
In The Power of Habit, award-winning New York Times business reporter Charles Duhigg takes us to the thrilling edge of scientific discoveries that explain why habits exist and how they can be changed. With penetrating intelligence and an ability to distill vast amounts of information into engrossing narratives, Duhigg brings to life a whole new understanding of human nature and its potential for transformation.
Along the way we learn why some people and companies struggle to change, despite years of trying, while others seem to remake themselves overnight. We visit laboratories where neuroscientists explore how habits work and where, exactly, they reside in our brains. We discover how the right habits were crucial to the success of Olympic swimmer Michael Phelps, Starbucks CEO Howard Schultz, and civil-rights hero Martin Luther King, Jr. We go inside Procter & Gamble, Target superstores, Rick Warren’s Saddleback Church, NFL locker rooms, and the nation’s largest hospitals and see how implementing so-called keystone habits can earn billions and mean the difference between failure and success, life and death.
At its core, The Power of Habit contains an exhilarating argument: The key to exercising regularly, losing weight, raising exceptional children, becoming more productive, building revolutionary companies and social movements, and achieving success is understanding how habits work.
Habits aren’t destiny. As Charles Duhigg shows, by harnessing this new science, we can transform our businesses, our communities, and our lives.
一页能讲完的东西抻成400页,结果连定义都没讲清楚。作者想说星巴克吧,得先用30页写个搓比男孩的励志故事,如何如何惨最后星巴克拯救了我。那么星巴克是什么呢?星巴克是世界上最大的咖啡连锁。。。又30页。。再接着说激动人心的力量使人如何如何改变。。最后屁都没说,典型的美国式论述。American Dream, American Daydream
听书. Habit is a loop, identify the loop: CUE-ROUTINE-REWARDS. switch the bad habit routine into something else that brings the same reward! Anyone can rebuild a new habit routine!
One of the most mentioned topics during this season is the new year's resolution. Disappointingly the statistic shows most of the people are going to fall off the wagon during the first month. Why bad habits are so adhesive and good habits are so hard to ac...
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适合kindle的6寸PDF下载地址 [http://vdisk.weibo.com/s/l-ImW] This is sort of a reading speed test. This is the first part of the digest. It is around 5000 words, which is about 10 minute's reading. According to Forbes, the average high level exec reads 575 words per minute, average college professor 675 wpm, speed readers 1,500 wpm. So read faster! Let me know how soon you could complete one par...(10回应)
2012-12-30 12:48:2849人喜欢
适合kindle的6寸PDF下载地址 http://vdisk.weibo.com/s/l-ImW
This is sort of a reading speed test. This is the first part of the digest. It is around 5000 words, which is about 10 minute's reading. According to Forbes, the average high level exec reads 575 words per minute, average college professor 675 wpm, speed readers 1,500 wpm. So read faster! Let me know how soon you could complete one part, so I would add or decrease the words according to your reading speed in the following parts.
The book is The Power of Habit by Charles Duhigg.
It is about why we do what we do in life and business. Habits can be changed, if we understand how they work, no matter it's a habit of a person, a company or a society.
It's not about just changing a habit, it's also about how to pull yourself together again after down side of life, how a company change by a keystone habit. This book is convincing and touching at the same time. One of the best books I have read this year.
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THE HABIT CUE
She was the scientists' favorite participant. Lisa Allen, was thirty-four years old, had started smoking and drinking when she was sixteen, and had struggled with obesity for most of her life. An old resume listed her longest job as lasting less than a year. When his husband dumped her for another woman. She went to Cairo to recover. In the hotel room, she reached a cigar and lighted it up. She was so disoriented that she didn't realize it until she smelled burning plastic that she was trying to light a pen, not a Marlboro. She had spent the past four months crying, binge eating, unable to sleep, and feeling ashamed, helpless, depressed, and angry, all at once. Now she couldn't even smoke right.
She went out and then she came up with a crazy idea that she would trek through the desert in Egypt. She gave herself one year to prepare. She was out of shape, overweight, with no money in the bank.
And to survive such an expedition, she was certain she would have to make sacrifices.In particular, she would need to quit smoking.
One small shift in Lisa’s perception that day in Cairo the conviction that she had to give up smoking to accomplish her goal had touched off a series of changes that would ultimately radiate out to every part of her life. Over the next six months, she would replace smoking with jogging, and that, in turn, changed how she ate, worked, slept, saved money, scheduled her workdays, planned for the future, and so on. She would start running half-marathons, and then a marathon, go back to school, buy a house, and get engaged. Eventually she was recruited into the scientists’ study, and when researchers began examining images of Lisa’s brain, they saw something remarkable: One set of neurological patterns showed that her
old habits had been overridden by new patterns. They could still see the neural activity of her old behaviors, but those impulses were crowded out by new urges. As Lisa’s habits changed, so had her brain.
It wasn’t the trip to Cairo that had caused the shift, scientists were convinced, or the divorce or desert trek. It was that Lisa had focused on changing just one habit like smoking at first. Everyone in the study had gone through a similar process. By focusing on one pattern what is known as a keystone habit Lisa had taught herself how to reprogram the other routines in her life, as well.
It’s not just individuals who are capable of such shifts. When companies focus on changing habits, whole organizations can transform. Firms such as Procter & Gamble, Starbucks, Alcoa, and Target have seized on this insight to influence how work gets done, how employees communicate, and without customers realizing it is the way people shop.
“I want to show you one of your most recent scans” a researcher told Lisa near the end of her exam. He pulled up a picture on a computer screen that showed images from inside her head. “When you see food, these areas” he pointed to a place near the center of her brain “which are associated with craving and hunger, are still active. Your brain still produces the urges that made you overeat.” “However, there’s new activity in this area” he pointed to the region closest to her forehead “where we believe behavioral inhibition and self-discipline starts.”
The woman in front of the researchers today, however, was lean and vibrant, with the toned legs of a runner. She looked a decade younger than the photos in her chart and like she could out-exercise anyone in the room. According to the most recent report in her file, Lisa had no outstanding debts, didn’t drink, and was in her thirty-ninth month at a graphic design firm.
This book is divided into three parts.
The first section focuses on how habits emerge within individual lives. It explores the neurology of habit formation, how to build new habits and change old ones, and the methods, for instance, that one ad man used to push tooth brushing from an obscure practice into a national obsession. It shows how Procter & Gamble turned a spray named Febreze into a billion-dollar business by taking advantage of consumers’ habitual urges, how Alcoholics Anonymous reforms lives by attacking habits at the core of addiction.
Eugene suffered from brain damage and memory loss. “He might not be the person you remember”, one doctor warned Beverly. “You need to be ready if your husband is gone.”
Eugene couldn’t remember which day of the week it was, for instance, or the names of his doctors and nurses, no matter how many times they introduced themselves. “Why do they keep asking me all these questions?” he asked Beverly
one day after a physician left his room. When he finally returned home, things got even stranger. Eugene didn’t seem to remember their friends. He had trouble following conversations. Some mornings, he would get out of bed, walk into the kitchen, cook himself bacon and eggs, then climb back under the covers and turn on the radio. Forty minutes later, he would do the same thing: get up, cook bacon and eggs, climb back into bed, and fiddle with the radio. Then he would do it again.
He could remember everything before the accident. But almost everything that came afterward all the memories, experiences, and struggles from most of the decade before his surgery had been erased. He couldn’t retain any new information for more than a minute or so.
In the first few weeks after they moved into their new house, Beverly tried to take Eugene outside each day to exercise. So each morning and afternoon, she took him on a walk around the block, always together and always along the same route. The doctors had warned Beverly that she would need to monitor Eugene constantly. If he ever got lost, they said, he would never be able to find his way home. But one morning, while she was getting dressed, Eugene slipped out the front door.
She had been outside for fifteen minutes already, looking everywhere. She ran home to call the police.
When she burst through the door, she found Eugene in the living room, sitting in front of the television watching the History Channel. Her tears confused him. He didn’t remember leaving, he said, didn’t know where he’d been, and couldn’t understand why she was so upset. Since that day, Eugene took a walk all by himself everyday, no matter what Beverly said, and he could always get home. How could one find his way home when he had no idea which house was his? How, Squire wondered, were new patterns forming inside Eugene’s damaged brain?
When you first learned to drive, the driveway required a major dose of concentration. It’s hard. Nowadays, however, you do all of that every time you pull onto the street with hardly any thought. The routine occurs by habit.
Habits, scientists say, emerge because the brain is constantly looking for ways to save effort. Left to its own devices, the brain will try to make almost any routine into a habit, because habits allow our minds to ramp down more often. This effort-saving instinct is a huge advantage. An efficient brain requires less room, which makes for a smaller head, which makes childbirth easier and therefore causes fewer infant and mother deaths. An efficient brain also allows us to stop thinking constantly about basic behaviors, such as walking. At the same time,
however, the brain’s dependence on automatic routines can be dangerous. Habits are often as much a curse as a benefit.
The brain spends a lot of effort at the beginning of a habit looking for something as “a cue” that offers a hint as to which pattern to use. This process within our brains is a three-step loop. First, there is a cue, a trigger that tells your brain to go into automatic mode and which habit to use. Then there is the routine, which can be physical or mental or emotional. Finally, there is a reward, which helps your brain figure out if this particular loop is worth remembering for the future:
THE HABIT LOOP
Researchers have learned that cues can be almost anything, from a visual trigger such as a candy bar or a television commercial to a certain place, a time of day, an emotion, a sequence of thoughts, or the company of particular people. Routines can be incredibly complex or fantastically simple (some habits, such as those related to emotions, are measured in milliseconds). Rewards can range from food or drugs that cause physical sensations, to emotional payoffs, such as the feelings of pride that accompany praise or self-congratulation.
Eugene had the ability to form new habits, even when they involved tasks or objects he couldn’t remember for more than a few seconds. This explained how Eugene managed to go for a walk every morning. The cues as “certain trees on corners or the placement of particular mailboxes” were consistent every time he went outside, so though he couldn’t recognize his house, his habits always guided him back to his front door.
Eugene’s daughter, for instance, would often stop by his house to say hello. She would talk to her father in the living room for a bit, then go into the kitchen to visit with her mother, and then leave, waving good-bye on her way out the door. Eugene, who had forgotten their earlier conversation by the time she left, would get angry “why was she leaving without chatting?”
A few weeks later, his daughter came to visit. "What's the plan?" Eugene asked when she arrived. She took him outside in a wheelchair, onto the hospital's lawn. "It's a beautiful day," Eugene said, "Pretty nice weather, huh?" She told him about her kids and they played with a dog. She thought he might be able to come home soon. The sun was going down. She started to get ready to take him inside. Eugene looked at her. "I am lucky to have a daughter like you," he said. She was caught off-guard. She couldn't remember the last time he had said something so sweet. "I am lucky that you are my dad," she told him. "Gosh, it's a beautiful day," he said. "What do you think about the weather?" That night, at one o'clock in the morning, Beverly's phone ring. The doctor said Eugene had suffered a massive heart attack and the staff had done everything possible, but hadn't been able to revive him. He was gone. After his death, he would be celebrated by researchers,
the images of his brain studied in hundreds of labs and medical schools. "I know he would have been really proud to know how much he contributed to science," Beverly told me. "He told me once, pretty soon after we got married, that he wanted to do something important with his life, something that mattered. And he did. He just never remembered any of it."
Eugene Pauly taught us about the habit loop, but it was Claude Hopkins that showed how new habits can be cultivated and grown.
So what, exactly, did Hopkins do?
Throughout his career, one of Claude Hopkins’s signature tactics was to find simple triggers to convince consumers to use his products every day.
He sold Quaker Oats, for instance, as a breakfast cereal that could provide energy for twenty-four hours but only if you ate a bowl every morning. He hawked tonics that cured stomachaches, joint pain, bad skin, and womanly problems but only if you drank the medicine at symptoms’ first appearance. Soon, people were devouring oatmeal at daybreak and chugging from little brown bottles whenever they felt a hint of fatigue, which, as luck would have it, often happened at least once a day.
Now he needed to sell Pepsodent, and he needed to ask people to brush their teeth. Dozens of other advertising men had used the same language as Pepsodent years before Hopkins jumped in the game. All of their ads had promised to remove tooth film and had offered the reward of beautiful, white teeth. None of them had worked.
The brilliance of these appeals was that they relied upon a cue ”tooth film” that was universal and impossible to ignore. Telling someone to run their tongue across their teeth, it turned out, was likely to cause them to run their tongue across their teeth. And when they did, they were likely to feel a film. Hopkins had found a cue that was simple, had existed for ages, and was so easy to trigger that an advertisement could cause people to comply automatically.
Moreover, the reward, as Hopkins envisioned it, was even more enticing. Who, after all, doesn’t want to be more beautiful? Who doesn’t want a prettier smile? Particularly when all it takes is a quick brush with Pepsodent?
That psychology was grounded in two basic rules: First, find a simple and obvious cue.
Second, clearly define the rewards.
Some researchers studied 266 individuals, most of who worked out at least three times a week. What they found was that many of them had started running or lifting weights almost on a whim, or because they suddenly had free time or wanted to deal with unexpected stresses in their lives. However, the reason they continued -- ”why it became a habit” was because of a specific reward they started to crave.
92 percent of people said they habitually exercised because it made them “feel good” they grew to expect and crave the endorphins and other neurochemicals a workout provided. In another group, 67 percent of people said that working out gave them a sense of “accomplishment” they had come to crave a regular sense of triumph from tracking their performances, and that self-reward was enough to make the physical activity into a habit.
Anyone can use this basic formula to create habits of her or his own. Want to exercise more? Choose a cue, such as going to the gym as soon as you wake up, and a reward, such as a smoothie after each workout. Then think about that smoothie, or about the endorphin rush you’ll feel. Allow yourself to anticipate the reward. Eventually, that craving will make it easier to push through the gym doors every day.
Cravings are what drive habits. And figuring out how to spark a craving makes creating a new habit easier. I’s as true now as it was almost a century ago. Every night, millions of people scrub their teeth in order to get a tingling feeling; every morning millions put on their jogging shoes to capture an endorphin rush they’ve learned to crave.
KEEP THE CUE, PROVIDE THE SAME REWARD, INSERT A NEW ROUTINE
AA asks alcoholics to search for the rewards they get from alcohol. What cravings, the program asks, are driving your habit loop? Often, intoxication itself doesn’t make the list. Alcoholics crave a drink because it offers escape, relaxation, companionship, the blunting of anxieties, and an opportunity for emotional release. They might crave a cocktail to forget their worries. But they don’t necessarily crave feeling drunk. The physical effects of alcohol are often one of the least rewarding parts of drinking for addicts.
“There is a hedonistic element to alcohol”, said Ulf Mueller, a German neurologist who has studied brain activity among alcoholics. “But people also use alcohol because they want to forget something or to satisfy other cravings, and these relief cravings occur in totally different parts of the brain than the craving for physical pleasure”
“AA forces you to create new routines for what to do each night instead of drinking,” said Tonigan. “You can relax and talk through your anxieties at the meetings. The triggers and payoffs stay the same, it’s just the behavior that changes”
Once they learned alternate routines for dealing with stress, the drinking stopped for good. One patient, for instance, attended AA meetings. Others went to therapy. And once they incorporated those new routines for coping with stress and anxiety into their lives, the successes were dramatic. The man who had gone to detox sixty times never had another drink. Two other patients had started drinking at twelve, were alcoholics by eighteen, drank every day, and now have been sober for four years.
In the summer of 2006, a twenty-four-year-old graduate student named Mandy walked into the counseling center at Mississippi State University. For most of her life, she had bitten her nails, gnawing them until they bled. Mandy would often bite until her nails pulled away from the skin underneath. Her fingertips were covered with tiny scabs. The end other fingers become blunted without nails to protect them and sometimes they tingled or itched. The biting habit has damaged her social life. She was so embarrassed around her friends that she kept her hands in her pockets and, on dates, would become preoccupied with balling her nails with foul-tasting polishers or promising herself, starting right now, that she would muster the willpower to quit. But as soon as she began doing homework or watching television, her fingers ended up in her mouth. She was referred to a psychologist who was acquainted with the Golden Rule of habit change. He knew that changing her habit required inserting a new routine into her life.
“What do you feel right before you bring your hand up to your mouth to bite your nails?”he asked her.
“There’s a little bit of tension in my fingers,” Mandy said. “It hurts a little bit here, at the edge of the nail. Sometimes I’ll run my thumb along, looking for hangnails, and when I feel something catch, I’ll bring it up to my mouth. Then I’ll go finger by finger, biting all the rough edges. Once I start, it feels like I have to do all of them.”
Asking patients to describe what triggers their habitual behavior is called awareness training, and like AA’s insistence on forcing alcoholics to recognize their cues, it’s the first step in habit reversal training. The tension that Mandy felt in her nails cued her nail biting habit. Most people’s habits have occurred for so long they don’t pay attention to what causes it anymore.
Next, the therapist asked Mandy to describe why she bit her nails. At first, she had trouble coming up with reasons. As they talked, though, it became clear that she
bit when she was bored. The therapist put her in some typical situations, such as watching television and doing homework, and she started nibbling. When she had worked through all of the nails, she felt a brief sense of completeness, she said. That was the habit’s reward: a physical stimulation she had come to crave.
MANDY’S HABIT LOOP
At the end of their first session, the therapist sent Mandy home with an assignment: Carry around an index card, and each time you feel the cue “a tension in your fingertips” make a check mark on the card. She came back a week later with twenty-eight checks. She was, by that point, acutely aware of the sensations that preceded her habit. She knew how many times it occurred during class or while watching television.
Then the therapist taught Mandy what is known as a “competing response”. Whenever she felt that tension in her fingertips, he told her, she should immediately put her hands in her pockets or under her legs, or grip a pencil or something else that made it impossible to put her fingers in her mouth. Then Mandy was to search for something that would provide a quick physical stimulation “such as rubbing her arm or rapping her knuckles on a desk” anything that would produce a physical response.
Later she was sent home with a new assignment: Continue with the index card, but make a check when you feel the tension in your fingertips and a hash mark when you successfully override the habit. A week later, Mandy had bitten her nails only three times and had used the competing response seven times. After one month, the nail-biting habit was gone. The competing routines had become automatic.
The cues and rewards stayed the same. Only the routine changed. It seems ridiculously simple, but once you are aware of how your habit works, once you recognize the cues and rewards, you're halfway to changing it. It seems like it should be more complex. The truth is, the brain can be reprogrammed. You just have to be deliberate about it. If you identify the cues and rewards, you can change the routine. There is one other ingredient that's necessary: belief.
One research group interviewed a lot of people who quit drinking successfully. The secret, the alcoholics said, was God. Researchers hated that explanation. God and spirituality are not testable hypotheses. Churches are filled with drunks. Then they looked at the data to see if there was any correlation between religious belief and how long people stayed sober. A pattern emerged. The date indicated that they could stay sober until there was a stressful event in their lives-- at which point, a certain number started drinking again, no matter how many new routines they had embraced. However, those alcoholics who believed that some higher power had entered their lives were more likely to make it through the stressful
periods with their sobriety intact. It wasn't Got that mattered. It was belief itself that made a difference. Once people learned how to believe in something, that skill started spilling over to other parts of their lives, until they started believing they could change. Belief was the ingredient that made a reworked habit loop into a permanent behavior.
KEYSTONE HABITS
Paul O’Neill has just got on board in Alcoa. All the investors are waiting in the room, then he he opened his mouth.
“I want to talk to you about worker safety,” he said. “Every year, numerous Alcoa workers are injured so badly that they miss a day of work. Our safety record is better than the general American workforce, especially considering that our employees work with metals that are 1500 degrees and machines that can rip a man’s arm off. But it’s not good enough. I intend to make Alcoa the safest company in America. I intend to go for zero injuries.”
The audience was confused. O’Neill hadn’t said anything about profits. He didn’t mention taxes. There was no talk of “using alignment to achieve a win-win synergistic market advantage.” The investors in the room almost stampeded out the doors when the presentation ended.
Within a year of O’Neill’s speech, Alcoa’s profits would hit a record high. By the time O’Neill retired in 2000, the company’s annual net income was five times larger than before he arrived, and its market capitalization had risen by $27 billion. What’s more, all that growth occurred while Alcoa became one of the safest companies in the world. Before O’Neill’s arrival, almost every Alcoa plant had at least one accident per week. Once his safety plan was implemented, some facilities would go years without a single employee losing a workday due to an accident. The company’s worker injury rate fell to one-twentieth the U.S. average. So how did he make one of the largest, stodgiest, and most potentially dangerous companies into a profit machine and a bastion of safety?
O’Neill believed that some habits have the power to start a chain reaction, changing other habits as they move through an organization. Some habits, in other words, matter more than others in remaking businesses and lives. These are “keystone habits” and they can influence how people work, eat, play, live,
spend, and communicate. Keystone habits start a process that, over time, transforms everything.
Keystone habits say that success doesn’t depend on getting every single thing right, but instead relies on identifying a few key priorities and fashioning them into powerful levers. This book’s first section explained how habits work, how they can be created and changed. However, where should a would-be habit master start? Understanding keystone habits holds the answer to that question: The habits that matter most are the ones that, when they start to shift, dislodge and remake other patterns.
Alcoa needed to become the best, most streamlined aluminum company on earth. O’Neil gave a reward: The only people who got promoted were those who embraced the system.
Unit presidents were busy people. To contact O’Neill within twenty-four hours of an injury, they needed to hear about an accident from their vice presidents as soon as it happened. So vice presidents needed to be in constant communication with floor managers. And floor managers needed to get workers to raise warnings as soon as they saw a problem and keep a list of suggestions nearby, so that when the vice president asked for a plan, there was an idea box already full of possibilities. To make all of that happen, each unit had to build new communication systems that made it easier for the lowliest worker to get an idea to the loftiest executive, as fast as possible. Almost everything about the company’s rigid hierarchy had to change to accommodate O’Neill’s safety program. He was building new corporate habits.
As Alcoa’s safety patterns shifted, other aspects of the company started changing with startling speed, as well. Rules that unions had spent decades opposing ”such as measuring the productivity of individual workers” were suddenly embraced, because such measurements helped everyone figure out when part of the manufacturing process was getting out of whack, posing a safety risk. Policies that managers had long resisted “such as giving workers autonomy to shut down a production line when the pace became overwhelming” were now welcomed, because that was the best way to stop injuries before they occurred. The company shifted so much that some employees found safety habits spilling into
other parts of their lives. Because colleagues need to communicate fast, Alcoa also developed one of the first genuinely worldwide corporate email systems. When a high executive didn't report a problem and an accident, he got fired pretty easily.
Neill never promised that his focus on worker safety would increase Alcoa’s profits. However, as his new routines moved through the organization, costs came down, quality went up, and productivity skyrocketed.
Companies and organizations across America, in the meantime, have embraced the idea of using keystone habits to remake workplaces. At IBM, for instance, Lou Gerstner rebuilt the firm by initially concentrating on one keystone habit: IBM’s research and selling routines. At the consulting firm McKinsey & Company, a culture of continuous improvement is created through a keystone habit of wide-ranging internal critiques that are at the core of every assignment. Within Goldman Sachs, a keystone habit of risk assessment undergirds every decision.
Researchers have found similar dynamics in dozens of other settings, including individuals’ lives. Studies exam the impact of exercise on daily routines. When people start habitually exercising, even as infrequently as once a week, they start changing other, unrelated patterns in their lives, often unknowingly. Typically, people who exercise start eating better and becoming more productive at work. They smoke less and show more patience with colleagues and family. It’s not completely clear why. But for many people, exercise is a keystone habit that triggers widespread change. There is something about it that makes other good habits easier.
Until about twenty years ago, conventional wisdom held that the best way for people to lose weight was to radically alter their lives. Doctors would give obese patients strict diets and tell them to join a gym, attend regular counseling sessions—sometimes as often as everyday – and shift their daily routines by walking up stairs, for instance, instead of taking the elevator. Only by completely shaking up one’s life, the thinking went, could their bad habits be reformed. But those methods were failures. Patients would use the stairs for a few weeks, but by the end of the month, it was too much hassle. They began diets and joined gyms,
but after the initial burst of enthusiasm wore off, they slid back into their old eating and TV watching habits. Then some researches asked some obese people to write down everything they ate at least one day per week.
It was hard at first. The subjects forgot to carry their food journals, or would snack and not note it. Slowly, however, people started recording their meals once a week and sometimes, more often. Many participants started keeping a daily food log. Eventually, it became a habit. Then, something unexpected happened. The participants started looking at their entries and finding patterns they didn’t know existed. Some noticed they always seemed to snack at about 10 A.M., so they began keeping an apple or banana on their desks for midmorning munchies. Others started using their journals to plan future menus, and when dinner rolled around, they ate the healthy meal they had written down, rather than junk food from the fridge.
The researchers hadn’t suggested any of these behaviors. They had simply asked everyone to write down what they ate once a week. But this keystone habit “food journaling” created a structure that helped other habits to flourish. Six months into the study, people who kept daily food records had lost twice as much weight as everyone else.
Eugene的故事是那么有趣,到了最后居然那么感人... He told me once, pretty soon after we got married, that he wanted to do something important with his life, something that mattered. And he did. He just never remembered any of it. A few weeks later, his daughter came to visit. "What's the plan?" Eugene asked when she arrived. She took him outside in a wheelchair, onto the hospital's lawn. "It's a ...(1回应)
2012-10-26 15:56:204人喜欢
Eugene的故事是那么有趣,到了最后居然那么感人...
He told me once, pretty soon after we got married, that he wanted to do something important with his life, something that mattered. And he did. He just never remembered any of it.
A few weeks later, his daughter came to visit. "What's the plan?" Eugene asked when she arrived. She took him outside in a wheelchair, onto the hospital's lawn. "It's a beautiful day," Eugene said, "Pretty nice weather, huh?" She told him about her kids and they played with a dog. She thought he might be able to come home soon. The sun was going down. She started to get ready to take him inside.
Eugene looked at her.
"I am lucky to have a daughter like you," he said. She was caught off-guard. She couldn't remember the last time he had said something so sweet. "I am lucky that you are my dad," she told him. "Gosh, it's a beautiful day," he said. "What do you think about the weather?"
That night, at one o'clock in the morning, Beverly's phone ring. The doctor said Eugene had suffered a massive heart attack and the staff had done everything possible, but hadn't been able to revive him. He was gone. After his death, he would be celebrated by researchers, the images of his brain studied in hundreds of labs and medical schools.
"I know he would have been really proud to know how much he contributed to science," Beverly told me. "He told me once, pretty soon after we got married, that he wanted to do something important with his life, something that mattered. And he did. He just never remembered any of it." 引自 First Chapter
Most of the choices we make each day may feel like the products of well-considered decision making, but they're not. They're habits. from "Prologue The Habit Cure" 最近正在试着改变糟糕的作息规律,尽量早睡早起,在工作时间集中精神,晚上少花点时间在肥皂剧和各种综艺节目上,争取吃完饭看一两集电视剧,然后戒掉上网无所事事的习惯,看一会儿书,扩充视野。 在小summer五月来之前,养成良好的习惯,多运动,做事...
2013-04-14 12:19:14
Most of the choices we make each day may feel like the products of
well-considered decision making, but they're not. They're habits.引自 Prologue the Habit Cure
from "Prologue The Habit Cure"
最近正在试着改变糟糕的作息规律,尽量早睡早起,在工作时间集中精神,晚上少花点时间在肥皂剧和各种综艺节目上,争取吃完饭看一两集电视剧,然后戒掉上网无所事事的习惯,看一会儿书,扩充视野。
在小summer五月来之前,养成良好的习惯,多运动,做事情要集中精神啊集中精神。
Studies have documented that families who habitually eat dinner together seem to raise children with better homework skills, higher grades, greater emotional control, and more confidence.4.11 Making your bed every morning is correlated with better productivity, a greater sense of well-being, and stronger skills at sticking with a budget.4.12 It’s not that a family meal or a tidy bed causes bet...
2013-04-13 06:10:521人喜欢
Studies have documented that families who habitually eat dinner together seem to raise children with better homework skills, higher grades, greater emotional control, and more confidence.4.11 Making your bed every morning is correlated with better productivity, a greater sense of well-being, and stronger skills at sticking with a budget.4.12 It’s not that a family meal or a tidy bed causes better grades or less frivolous spending. But somehow those initial shifts start chain reactions that help other good habits take hold.引自第109页
Most of the choices we make each day may feel like the products of well-considered decision making, but they're not. They're habits. from "Prologue The Habit Cure" 最近正在试着改变糟糕的作息规律,尽量早睡早起,在工作时间集中精神,晚上少花点时间在肥皂剧和各种综艺节目上,争取吃完饭看一两集电视剧,然后戒掉上网无所事事的习惯,看一会儿书,扩充视野。 在小summer五月来之前,养成良好的习惯,多运动,做事...
2013-04-14 12:19:14
Most of the choices we make each day may feel like the products of
well-considered decision making, but they're not. They're habits.引自 Prologue the Habit Cure
from "Prologue The Habit Cure"
最近正在试着改变糟糕的作息规律,尽量早睡早起,在工作时间集中精神,晚上少花点时间在肥皂剧和各种综艺节目上,争取吃完饭看一两集电视剧,然后戒掉上网无所事事的习惯,看一会儿书,扩充视野。
在小summer五月来之前,养成良好的习惯,多运动,做事情要集中精神啊集中精神。
The Power of Habit: Why We Do What We Do in Life and Business Duhigg, Charles 2013年4月24日 PROLOGUE “All our life, so far as it has definite form, is but a mass of habits,” William James wrote in 1892.prl.2 Most of the choices we make each day may feel like the products of well-considered decision making, but they’re not. 2013年4月25日 How Habits Work Squire’s studies would show that even ...
2013-06-03 07:37:38
The Power of Habit: Why We Do What We Do in Life and Business
Duhigg, Charles
2013年4月24日 PROLOGUE
“All our life, so far as it has definite form, is but a mass of habits,” William James wrote in 1892.prl.2 Most of the choices we make each day may feel like the products of well-considered decision making, but they’re not.
2013年4月25日 How Habits Work
Squire’s studies would show that even someone who can’t remember his own age or almost anything else can develop habits that seem inconceivably complex—until you realize that everyone relies on similar neurological processes every day.
2013年4月25日 How Habits Work
The effects of H.M.’s surgery had been so debilitating that he was institutionalized for the remainder of his life.
2013年4月25日 1. THE HABIT LOOP
Eugene, in contrast, had an amazing knack for guiding almost any discussion to a topic he was comfortable talking about at length, such as satellites—he had worked as a technician for an aerospace company—or the weather.
2013年4月25日 1. THE HABIT LOOP
What’s more, Eugene still had all the habits he had formed in his youth, so whenever Squire gave him a cup of water or complimented him on a particularly detailed answer, Eugene would thank him and offer a compliment in return.
2013年4月25日 1. THE HABIT LOOP
And within their brains, something unexpected occurred: As each rat learned how to navigate the maze, its mental activity decreased. As the route became more and more automatic, each rat started thinking less and less.
2013年4月25日 1. THE HABIT LOOP
When you first learned to drive, the driveway required a major dose of concentration, and for good reason: It involves opening the garage, unlocking the car door, adjusting the seat, inserting the key in the ignition, turning it clockwise, moving the rearview and side mirrors and checking for obstacles, putting your foot on the brake, moving the gearshift into reverse, removing your foot from the brake, mentally estimating the distance between the garage and the street while keeping the wheels aligned and monitoring for oncoming traffic, calculating how reflected images in the mirrors translate into actual distances between the bumper, the garbage cans, and the hedges, all while applying slight pressure to the gas pedal and brake, and, most likely, telling your passenger to please stop fiddling with the radio.
2013年4月26日 How Habits Work
This effort-saving instinct is a huge advantage. An efficient brain requires less room, which makes for a smaller head, which makes childbirth easier and therefore causes fewer infant and mother deaths.
2013年4月26日 How Habits Work
Once you break a habit into its components, you can fiddle with the gears.
2013年4月26日 How Habits Work
This explains why it’s so hard to create exercise habits, for instance, or change what we eat. Once we develop a routine of sitting on the couch, rather than running, or snacking whenever we pass a doughnut box, those patterns always remain inside our heads.
2013年4月27日 How Habits Work
Squire’s experiments with Eugene revolutionized the scientific community’s understanding of how the brain works by proving, once and for all, that it’s possible to learn and make unconscious choices without remembering anything about the lesson or decision making.1.22 Eugene showed that habits, as much as memory and reason, are at the root of how we behave. We might not remember the experiences that create our habits, but once they are lodged within our brains they influence how we act—often without our realization.
2013年4月27日 How Habits Work
By 2000, seven years after Eugene’s illness, his life had achieved a kind of equilibrium.
2013年4月27日 How Habits Work
“I know he would have been really proud to know how much he contributed to science,” Beverly told me. “He told me once, pretty soon after we got married, that he wanted to do something important with his life, something that mattered. And he did. He just never remembered any of it.”
2013年4月28日 How to Create New Habits
The key, he said, was that he had “learned the right human psychology.” That psychology was grounded in two basic rules: First, find a simple and obvious cue. Second, clearly define the rewards.
2013年4月29日 How to Create New Habits
The spray had been created about three years earlier, when one of P&G’s chemists was working with a substance called hydroxypropyl beta cyclodextrin, or HPBCD, in a laboratory.
2013年4月29日 How to Create New Habits
(“I’d rather my kids smoked weed than ate in McDonald’s,” he once told a colleague.) Before joining P&G, he had spent five years on Wall Street building mathematical models for choosing stocks.
2013年5月1日 How to Create New Habits
This explains why habits are so powerful: They create neurological cravings. Most of the time, these cravings emerge so gradually that we’re not really aware they exist, so we’re often blind to their influence.
2013年5月2日 How to Create New Habits
Scientists have studied the brains of alcoholics, smokers, and overeaters and have measured how their neurology—the structures of their brains and the flow of neurochemicals inside their skulls—changes as their cravings became ingrained. Particularly strong habits, wrote two researchers at the University of Michigan, produce addiction-like reactions so that “wanting evolves into obsessive craving” that can force our brains into autopilot, “even in the face of strong disincentives, including loss of reputation, job, home, and family.”2.27
2013年5月2日 How to Create New Habits
As the next chapter explains, there are mechanisms that can help us ignore the temptations. But to overpower the habit, we must recognize which craving is driving the behavior. If we’re not conscious of the anticipation, then we’re like the shoppers who wander, as if drawn by an unseen force, into Cinnabon.
2013年5月2日 How to Create New Habits
What they found was that many of them had started running or lifting weights almost on a whim, or because they suddenly had free time or wanted to deal with unexpected stresses in their lives.
2013年5月2日 How to Create New Habits
It’s humiliating, but that’s how habits work.
2013年5月2日 How to Create New Habits
“We were looking at it all wrong. No one craves scentlessness. On the other hand, lots of people crave a nice smell after they’ve spent thirty minutes cleaning.”
2013年5月2日 How to Create New Habits
“Consumers need some kind of signal that a product is working,” Tracy Sinclair, who was a brand manager for Oral-B and Crest Kids Toothpaste, told me. “We can make toothpaste taste like anything—blueberries, green tea—and as long as it has a cool tingle, people feel like their mouth is clean. The tingling doesn’t make the toothpaste work any better. It just convinces people it’s doing the job.”
2013年5月2日 3. THE GOLDEN RULE OF HABIT CHANGE
The game clock at the far end of the field says there are eight minutes and nineteen seconds left when Tony Dungy, the new head coach of the Tampa Bay Buccaneers—one of the worst teams in the National Football League, not to mention the history of professional football—starts to feel a tiny glimmer of hope.3.1
2013年5月2日 3. THE GOLDEN RULE OF HABIT CHANGE
Tony Dungy had waited an eternity for this job.
2013年5月2日 3. THE GOLDEN RULE OF HABIT CHANGE
For seventeen years, he prowled the sidelines as an assistant coach, first at the University of Minnesota, then with the Pittsburgh Steelers, then the Kansas City Chiefs, and then back to Minnesota with the Vikings.
2013年5月2日 3. THE GOLDEN RULE OF HABIT CHANGE
If he could instill the right habits, his team would win.
2013年5月2日 3. THE GOLDEN RULE OF HABIT CHANGE
“Champions don’t do extraordinary things,” Dungy would explain. “They do ordinary things, but they do them without thinking, too fast for the other team to react. They follow the habits they’ve learned.”
2013年5月2日 3. THE GOLDEN RULE OF HABIT CHANGE
His coaching strategy embodied an axiom, a Golden Rule of habit change that study after study has shown is among the most powerful tools for creating change. Dungy recognized that you can never truly extinguish bad habits. Rather, to change a habit, you must keep the old cue, and deliver the old reward, but insert a new routine.
2013年5月2日 3. THE GOLDEN RULE OF HABIT CHANGE
That’s the rule: If you use the same cue, and provide the same reward, you can shift the routine and change the habit. Almost any behavior can be transformed if the cue and reward stay the same.
2013年5月2日 3. THE GOLDEN RULE OF HABIT CHANGE
The Golden Rule has influenced treatments for alcoholism, obesity, obsessive-compulsive disorders, and hundreds of other destructive behaviors, and understanding it can help anyone change their own habits.
2013年5月6日 Why Transformation Occurs
Researchers say that AA works because the program forces people to identify the cues and rewards that encourage their alcoholic habits, and then helps them find new behaviors. When Claude Hopkins was selling Pepsodent, he found a way to create a new habit by triggering a new craving. But to change an old habit, you must address an old craving. You have to keep the same cues and rewards as before, and feed the craving by inserting a new routine.
2013年5月6日 Why Transformation Occurs
Take steps four (to make “a searching and fearless inventory of ourselves”) and five (to admit “to God, to ourselves, and to another human being the exact nature of our wrongs”).
2013年5月6日 Why Transformation Occurs
And admitting to someone else all the bad things you’ve done is a pretty good way of figuring out the moments where everything spiraled out of control.”
2013年5月7日 Why Transformation Occurs
Notice how closely this study hews to the Golden Rule of habit change: Even when alcoholics’ brains were changed through surgery, it wasn’t enough. The old cues and cravings for rewards were still there, waiting to pounce. The alcoholics only permanently changed once they learned new routines that drew on the old triggers and provided a familiar relief. “Some brains are so addicted to alcohol that only surgery can stop it,” said Mueller. “But those people also need new ways for dealing with life.”
2013年5月7日 Why Transformation Occurs
She was so embarrassed around her friends that she kept her hands in her pockets and, on dates, would become preoccupied with balling her fingers into fists.
2013年5月7日 Why Transformation Occurs
Asking patients to describe what triggers their habitual behavior is called awareness training, and like AA’s insistence on forcing alcoholics to recognize their cues, it’s the first step in habit reversal training. The tension that Mandy felt in her nails cued her nail biting habit.
2013年5月7日 Why Transformation Occurs
When she had worked through all of the nails, she felt a brief sense of completeness, she said.
2013年5月7日 Why Transformation Occurs
At the end of their first session, the therapist sent Mandy home with an assignment: Carry around an index card, and each time you feel the cue—a tension in your fingertips—make a check mark on the card.
2013年5月7日 Why Transformation Occurs
Then the therapist taught Mandy what is known as a “competing response.” Whenever she felt that tension in her fingertips, he told her, she should immediately put her hands in her pockets or under her legs, or grip a pencil or something else that made it impossible to put her fingers in her mouth.
2013年5月7日 Why Transformation Occurs
They practiced in the therapist’s office for about thirty minutes and Mandy was sent home with a new assignment: Continue with the index card, but make a check when you feel the tension in your fingertips and a hash mark when you successfully override the habit.
2013年5月7日 Why Transformation Occurs
“It seems ridiculously simple, but once you’re aware of how your habit works, once you recognize the cues and rewards, you’re halfway to changing it,” Nathan Azrin, one of the developers of habit reversal training, told me.3.25 “It seems like it should be more complex. The truth is, the brain can be reprogrammed. You just have to be deliberate about it.”2
2013年5月7日 Why Transformation Occurs
If you want to stop smoking, ask yourself, do you do it because you love nicotine, or because it provides a burst of stimulation, a structure to your day, a way to socialize? If you smoke because you need stimulation, studies indicate that some caffeine in the afternoon can increase the odds you’ll quit. More than three dozen studies of former smokers have found that identifying the cues and rewards they associate with cigarettes, and then choosing new routines that provide similar payoffs—a piece of Nicorette, a quick series of push-ups, or simply taking a few minutes to stretch and relax—makes it more likely they will quit.3.28
2013年5月7日 Why Transformation Occurs
If you identify the cues and rewards, you can change the routine. At least, most of the time. For some habits, however, there’s one other ingredient that’s necessary: belief.
2013年5月7日 Why Transformation Occurs
For some habits, however, there’s one other ingredient that’s necessary: belief.
2013年5月8日 Why Transformation Occurs
Dungy’s strategy, he explained, was to shift the team’s behaviors until their performances were automatic.
2013年5月8日 Why Transformation Occurs
“Most of the time, it’s not physical.3.29 It’s mental.” Players mess up when they start thinking too much or second-guessing their plays. What Dungy wanted was to take all that decision making out of their game.
2013年5月9日 Why Transformation Occurs
The first cracks in the theory that Alcoholics Anonymous succeeded solely by reprogramming participants’ habits started appearing a little over a decade ago and were caused by stories from alcoholics like John. Researchers began finding that habit replacement worked pretty well for many people until the stresses of life—such as finding out your mom has cancer, or your marriage is coming apart—got too high, at which point alcoholics often fell off the wagon. Academics asked why, if habit replacement is so effective, it seemed to fail at such critical moments. And as they dug into alcoholics’ stories to answer that question, they learned that replacement habits only become durable new behaviors when they are accompanied by something else.
2013年5月9日 Why Transformation Occurs
The secret, the alcoholics said, was God.
2013年5月9日 Why Transformation Occurs
However, those alcoholics who believed, like John in Brooklyn, that some higher power had entered their lives were more likely to make it through the stressful periods with their sobriety intact.
2013年5月9日 Why Transformation Occurs
It wasn’t God that mattered, the researchers figured out. It was belief itself that made a difference. Once people learned how to believe in something, that skill started spilling over to other parts of their lives, until they started believing they could change. Belief was the ingredient that made a reworked habit loop into a permanent behavior.
2013年5月9日 Why Transformation Occurs
“I wouldn’t have said this a year ago—that’s how fast our understanding is changing,” said Tonigan, the University of New Mexico researcher, “but belief seems critical. You don’t have to believe in God, but you do need the capacity to believe that things will get better.
2013年5月9日 Why Transformation Occurs
“Belief is the biggest part of success in professional football,” Dungy told me. “The team wanted to believe, but when things got really tense, they went back to their comfort zones and old habits.”
2013年5月9日 Why Transformation Occurs
It is simplistic, even cavalier, to suggest that a young man’s death can have an impact on football games.
2013年5月9日 Why Transformation Occurs
But we do know that for habits to permanently change, people must believe that change is feasible.
2013年5月9日 Why Transformation Occurs
Sixty seconds is an eternity in football.
2013年5月9日 Why Transformation Occurs
Two weeks later, they won the Super Bowl. There are dozens of reasons that might explain why the Colts finally became champions that year. Maybe they got lucky. Maybe it was just their time. But Dungy’s players say it’s because they believed, and because that belief made everything they had learned—all the routines they had practiced until they became automatic—stick, even at the most stressful moments.
2013年5月10日 4. KEYSTONE HABITS, OR THE BALLAD OF PAUL O’NEILL
“I knew I had to transform Alcoa,” O’Neill told me. “But you can’t order people to change. That’s not how the brain works. So I decided I was going to start by focusing on one thing. If I could start disrupting the habits around one thing, it would spread throughout the entire company.”
2013年5月10日 4. KEYSTONE HABITS, OR THE BALLAD OF PAUL O’NEILL
O’Neill believed that some habits have the power to start a chain reaction, changing other habits as they move through an organization. Some habits, in other words, matter more than others in remaking businesses and lives. These are “keystone habits,” and they can influence how people work, eat, play, live, spend, and communicate. Keystone habits start a process that, over time, transforms everything.
2013年5月10日 4. KEYSTONE HABITS, OR THE BALLAD OF PAUL O’NEILL
Understanding keystone habits holds the answer to that question: The habits that matter most are the ones that, when they start to shift, dislodge and remake other patterns.
2013年5月10日 4. KEYSTONE HABITS, OR THE BALLAD OF PAUL O’NEILL
In college at Fresno State—where he finished his courses in a bit over three years, while also working thirty hours a week—O’Neill had drafted a list of everything he hoped to accomplish during his lifetime, including, near the top, “Make a Difference.”
2013年5月10日 4. KEYSTONE HABITS, OR THE BALLAD OF PAUL O’NEILL
He started as a middle manager at the Veterans Administration and was told to learn about computer systems. All the while, O’Neill kept writing his lists, recording why some projects were more successful than others, which contractors delivered on time and which didn’t. He was promoted each year. And as he rose through the VA’s ranks, he made a name for himself as someone whose lists always seemed to include a bullet point that got a problem solved.
2013年5月10日 4. KEYSTONE HABITS, OR THE BALLAD OF PAUL O’NEILL
“The best agencies understood the importance of routines. The worst agencies were headed by people who never thought about it, and then wondered why no one followed their orders.”
2013年5月10日 4. KEYSTONE HABITS, OR THE BALLAD OF PAUL O’NEILL
“Exercise spills over,” said James Prochaska, a University of Rhode Island researcher. “There’s something about it that makes other good habits easier.”
2013年5月10日 4. KEYSTONE HABITS, OR THE BALLAD OF PAUL O’NEILL
Studies have documented that families who habitually eat dinner together seem to raise children with better homework skills, higher grades, greater emotional control, and more confidence.4.11Making your bed every morning is correlated with better productivity, a greater sense of well-being, and stronger skills at sticking with a budget.4.12 It’s not that a family meal or a tidy bed causes better grades or less frivolous spending.
2013年5月10日 4. KEYSTONE HABITS, OR THE BALLAD OF PAUL O’NEILL
If you focus on changing or cultivating keystone habits, you can cause widespread shifts. However, identifying keystone habits is tricky. To find them, you have to know where to look. Detecting keystone habits means searching out certain characteristics.
2013年5月10日 4. KEYSTONE HABITS, OR THE BALLAD OF PAUL O’NEILL
Bowman purchased a book of relaxation exercises and asked Phelps’s mom to read them aloud every night. The book contained a script—“Tighten your right hand into a fist and release it. Imagine the tension melting away”—that tensed and relaxed each part of Phelps’s body before he fell asleep.
2013年5月11日 4. KEYSTONE HABITS, OR THE BALLAD OF PAUL O’NEILL
It seemed like the gay community’s larger goals—ending discrimination and police harassment, convincing the American Psychiatric Association to stop defining homosexuality as a mental disease—were out of reach.4.16
2013年5月11日 4. KEYSTONE HABITS, OR THE BALLAD OF PAUL O’NEILL
We worked them into a routine. There’s a series of things we do before every race that are designed to give Michael a sense of building victory.
2013年5月13日 When Willpower Becomes Automatic
But he couldn’t get along with people, and he wasn’t strong enough to weather the steady drip of criticisms and indignities.
2013年5月13日 When Willpower Becomes Automatic
“Your apron is a shield,” he told her. “Nothing anyone says will ever hurt you. You will always be as strong as you want to be.”
2013年5月13日 When Willpower Becomes Automatic
At the core of that education is an intense focus on an all-important habit: willpower.
2013年5月13日 When Willpower Becomes Automatic
At the core of that education is an intense focus on an all-important habit: willpower. Dozens of studies show that willpower is the single most important keystone habit for individual success.5.1 In a 2005 study, for instance, researchers from the University of Pennsylvania analyzed 164 eighth-grade students, measuring their IQs and other factors, including how much willpower the students demonstrated, as measured by tests of their self-discipline.
2013年5月13日 When Willpower Becomes Automatic
“Self-discipline predicted academic performance more robustly than did IQ. Self-discipline also predicted which students would improve their grades over the course of the school year, whereas IQ did not.… Self-discipline has a bigger effect on academic performance than does intellectual talent.”5.2
2013年5月13日 When Willpower Becomes Automatic
And the best way to strengthen willpower and give students a leg up, studies indicate, is to make it into a habit.
2013年5月13日 When Willpower Becomes Automatic
One snapped at the researcher when she came back in.
2013年5月13日 When Willpower Becomes Automatic
Some have suggested it helps clarify why otherwise successful people succumb to extramarital affairs (which are most likely to start late at night after a long day of using willpower at work) or why good physicians make dumb mistakes (which most often occur after a doctor has finished a long, complicated task that requires intense focus).5.5 “If you want to do something that requires willpower—like going for a run after work—you have to conserve your willpower muscle during the day,” Muraven told me. “If you use it up too early on tedious tasks like writing emails or filling out complicated and boring expense forms, all the strength will be gone by the time you get home.”5.6
2013年5月13日 When Willpower Becomes Automatic
It was like the exercise study: As people strengthened their willpower muscles in one part of their lives—in the gym, or a money management program—that strength spilled over into what they ate or how hard they worked. Once willpower became stronger, it touched everything.
2013年5月13日 When Willpower Becomes Automatic
They learn how to distract themselves from temptations. And once you’ve gotten into that willpower groove, your brain is practiced at helping you focus on a goal.”
2013年5月13日 When Willpower Becomes Automatic
Many of these schools have dramatically raised students’ test scores.5.12 “That’s why signing kids up for piano lessons or sports is so important. It has nothing to do with creating a good musician or a five-year-old soccer star,” said Heatherton. “When you learn to force yourself to practice for an hour or run fifteen laps, you start building self-regulatory strength. A five-year-old who can follow the ball for ten minutes becomes a sixth grader who can start his homework on time.”
2013年5月14日 When Willpower Becomes Automatic
Recovering from a hip or knee surgery is incredibly arduous.
2013年5月14日 When Willpower Becomes Automatic
The psychologist wanted to understand why. She examined the booklets, and discovered that most of the blank pages had been filled in with specific, detailed plans about the most mundane aspects of recovery.
2013年5月14日 When Willpower Becomes Automatic
As the psychologist scrutinized the booklets, she saw that many of the plans had something in common: They focused on how patients would handle a specific moment of anticipated pain.
2013年5月14日 When Willpower Becomes Automatic
The patient who met his wife at the bus stop dreaded the afternoons, because that stroll was the longest and most painful each day. So he detailed every obstacle he might confront, and came up with a solution ahead of time.
2013年5月14日 When Willpower Becomes Automatic
But the patients who didn’t write out any plans were at a significant disadvantage, because they never thought ahead about how to deal with painful inflection points. They never deliberately designed willpower habits. Even if they intended to walk around the block, their resolve abandoned them when they confronted the agony of the first few steps.
2013年5月14日 When Willpower Becomes Automatic
What employees really needed were clear instructions about how to deal with inflection points—something similar to the Scottish patients’ booklets: a routine for employees to follow when their willpower muscles went limp.5.18 So the company developed new training materials that spelled out routines for employees to use when they hit rough patches. The manuals taught workers how to respond to specific cues, such as a screaming customer or a long line at a cash register.
2013年5月14日 When Willpower Becomes Automatic
This is how willpower becomes a habit: by choosing a certain behavior ahead of time, and then following that routine when an inflection point arrives. When the Scottish patients filled out their booklets, or Travis studied the LATTE method, they decided ahead of time how to react to a cue—a painful muscle or an angry customer. When the cue arrived, the routine occurred.
2013年5月14日 When Willpower Becomes Automatic
They are taught to recognize inflection points such as an angry coworker or an overwhelmed customer, and habits, such as routines for calming shoppers or defusing a confrontation.
2013年5月14日 When Willpower Becomes Automatic
It was programmed to flash numbers on the screen, one at a time, for five hundred milliseconds apiece.
2013年5月14日 When Willpower Becomes Automatic
This has become a standard way to measure willpower—paying attention to a boring sequence of flashing numbers requires a focus akin to working on an impossible puzzle.
2013年5月14日 When Willpower Becomes Automatic
“We’ve found this again and again,” Muraven told me. “When people are asked to do something that takes self-control, if they think they are doing it for personal reasons—if they feel like it’s a choice or something they enjoy because it helps someone else—it’s much less taxing. If they feel like they have no autonomy, if they’re just following orders, their willpower muscles get tired much faster. In both cases, people ignored the cookies. But when the students were treated like cogs, rather than people, it took a lot more willpower.”
2013年5月14日 When Willpower Becomes Automatic
On the anniversary of his death, every year, Travis wakes up early, takes an extra-long shower, plans out his day in careful detail, and then drives to work. He always arrives on time.
2013年5月15日 and Design
Rhode Island Hospital was a place filled with a corrosive culture.
2013年5月16日 and Design
The book’s bland cover and daunting first sentence—“In this volume we develop an evolutionary theory of the capabilities and behavior of business firms operating in a market environment, and construct and analyze a number of models consistent with that theory”—almost seemed designed to ward off readers.6.12 The authors, Yale professors Richard Nelson and Sidney Winter, were best known for a series of intensely analytic papers exploring Schumpeterian theory that even most PhD candidates didn’t pretend to understand.6.13
2013年5月16日 and Design
The book’s bland cover and daunting first sentence—“In this volume we develop an evolutionary theory of the capabilities and behavior of business firms operating in a market environment, and construct and analyze a number of models consistent with that theory”—almost seemed designed to ward off readers.6.12 The authors, Yale professors Richard Nelson and Sidney Winter, were best known for a series of intensely analytic papers exploring Schumpeterian theory that even most PhD candidates didn’t pretend to understand.6.13
2013年5月16日 and Design
Nelson and Winter had spent more than a decade examining how companies work, trudging through swamps of data before arriving at their central conclusion: “Much of firm behavior,” they wrote, is best “understood as a reflection of general habits and strategic orientations coming from the firm’s past,” rather than “the result of a detailed survey of the remote twigs of the decision tree.”6.15
2013年5月16日 and Design
All these small inputs, the result of uncoordinated patterns among executives gossiping about competitors and talking to their friends, got mixed into the company’s more formal research and development routines until a consensus emerged: Red will be popular this year.
2013年5月16日 and Design
If you could somehow diagram all your work habits—and the informal power structures, relationships, alliances, and conflicts they represent—and then overlay your diagram with diagrams prepared by your colleagues, it would create a map of your firm’s secret hierarchy, a guide to who knows how to make things happen and who never seems to get ahead of the ball.
2013年5月16日 and Design
Some might suggest that the solution is more equitable truces.
2013年5月16日 and Design
That’s a good start. Unfortunately, it isn’t enough. Creating successful organizations isn’t just a matter of balancing authority. For an organization to work, leaders must cultivate habits that both create a real and balanced peace and, paradoxically, make it absolutely clear who’s in charge.
2013年5月16日 and Design
Philip Brickell, a forty-three-year-old employee of the London Underground, was inside the cavernous main hall of the King’s Cross subway station on a November evening in 1987 when a commuter stopped him as he was collecting tickets and said there was a burning tissue at the bottom of a nearby escalator.6.27, 6.28
2013年5月17日 and Design
The answer lies in seizing the same advantage that Tony Dungy encountered when he took over the woeful Bucs and Paul O’Neill discovered when he became CEO of flailing Alcoa. It’s the same opportunity Howard Schultz exploited when he returned to a flagging Starbucks in 2007. All those leaders seized the possibilities created by a crisis. During turmoil, organizational habits become malleable enough to both assign responsibility and create a more equitable balance of power. Crises are so valuable, in fact, that sometimes it’s worth stirring up a sense of looming catastrophe rather than letting it die down.
2013年5月19日 and Design
“It’s excruciating to admit a mistake publicly,” said Dr. Donald Moorman, until recently Beth Israel Deaconess’s associate surgeon in chief. “Twenty years ago, doctors wouldn’t do it. But a real sense of panic has spread through hospitals now, and even the best surgeons are willing to talk about how close they came to a big error. The culture of medicine is changing.”
2013年5月19日 and Design
Good leaders seize crises to remake organizational habits.
2013年5月19日 and Design
In fact, crises are such valuable opportunities that a wise leader often prolongs a sense of emergency on purpose.
2013年5月19日 and Design
Some administrators had proposed new hierarchies that would have clarified responsibility for fire prevention.
2013年5月20日 7. HOW TARGET KNOWS WHAT YOU WANT BEFORE YOU DO
By the time the project was done, Pole would learn some important lessons about the dangers of preying on people’s most intimate habits. He would learn, for example, that hiding what you know is sometimes as important as knowing it, and that not all women are enthusiastic about a computer program scrutinizing their reproductive plans.
2013年5月21日 When Companies Predict (and Manipulate) Habits
What they discovered was that despite those lists, more than 50 percent of purchasing decisions occurred at the moment a customer saw a product on the shelf, because, despite shoppers’ best intentions, their habits were stronger than their written intentions.
2013年5月23日 When Companies Predict (and Manipulate) Habits
Jenny Ward, a twenty-three-year-old in Atlanta who bought cocoa butter lotion, a purse large enough to double as a diaper bag, zinc, magnesium, and a bright blue rug?
2013年5月23日 When Companies Predict (and Manipulate) Habits
When it was done, he had a list of hundreds of thousands of women who were likely to be pregnant that Target could inundate with advertisements for diapers, lotions, cribs, wipes, and maternity clothing at times when their shopping habits were particularly flexible.
2013年5月23日 When Companies Predict (and Manipulate) Habits
Using data to predict a woman’s pregnancy, Pole and his colleagues knew, was a potential public relations disaster. So how could they get their advertisements into expectant mothers’ hands without making it appear they were spying on them? How do you take advantage of someone’s habits without letting them know you’re studying every detail of their lives?
2013年5月23日 When Companies Predict (and Manipulate) Habits
“People listen to Top 40 because they want to hear their favorite songs or songs that sound just like their favorite songs. When something different comes on, they’re offended. They don’t want anything unfamiliar.”
2013年5月23日 7. HOW TARGET KNOWS WHAT YOU WANT BEFORE YOU DO
That question—how do you make a song into a hit?—has been puzzling the music industry ever since it began, but it’s only in the past few decades that people have tried to arrive at scientific answers.
2013年5月23日 7. HOW TARGET KNOWS WHAT YOU WANT BEFORE YOU DO
Meyer had tracked hundreds of sticky songs over the years, trying to divine the principles that made them popular.
2013年5月24日 7. HOW TARGET KNOWS WHAT YOU WANT BEFORE YOU DO
“Sometimes stations will do research by calling listeners on the phone, and play a snippet of a song, and listeners will say, ‘I’ve heard that a million times. I’m totally tired of it,’ ” Meyer told me. “But when it comes on the radio, your subconscious says, ‘I know this song! I’ve heard it a million times! I can sing along!’ Sticky songs are what you expect to hear on the radio. Your brain secretly wants that song, because it’s so familiar to everything else you’ve already heard and liked. It just sounds right.”
2013年5月24日 7. HOW TARGET KNOWS WHAT YOU WANT BEFORE YOU DO
The areas that process music, in other words, are designed to seek out patterns and look for familiarity. This makes sense. Music, after all, is complicated. The numerous tones, pitches, overlapping melodies, and competing sounds inside almost any song—or anyone speaking on a busy street, for that matter—are so overwhelming that, without our brain’s ability to focus on some sounds and ignore others, everything would seem like a cacophony of noise.7.20
2013年5月24日 7. HOW TARGET KNOWS WHAT YOU WANT BEFORE YOU DO
Just as the scientists at MIT discovered that behavioral habits prevent us from becoming overwhelmed by the endless decisions we would otherwise have to make each day, listening habits exist because, without them, it would be impossible to determine if we should concentrate on our child’s voice, the coach’s whistle, or the noise from a busy street during a Saturday soccer game. Listening habits allow us to unconsciously separate important noises from those that can be ignored.
2013年5月24日 7. HOW TARGET KNOWS WHAT YOU WANT BEFORE YOU DO
When Celine Dion releases a new song—and it sounds like every other song she’s sung, as well as most of the other songs on the radio—our brains unconsciously crave its recognizability and the song becomes sticky.
2013年5月24日 7. HOW TARGET KNOWS WHAT YOU WANT BEFORE YOU DO
By dressing something new in old clothes, and making the unfamiliar seem familiar.
2013年5月24日 7. HOW TARGET KNOWS WHAT YOU WANT BEFORE YOU DO
This “problem will loom larger and larger in the United States as the war goes on,” former president Herbert Hoover wrote to Americans in a government pamphlet in 1943.
2013年5月26日 When Companies Predict (and Manipulate) Habits
Whether selling a new song, a new food, or a new crib, the lesson is the same: If you dress a new something in old habits, it’s easier for the public to accept it.
2013年5月26日 When Companies Predict (and Manipulate) Habits
About a decade ago, the organization’s leaders began worrying about how to stay competitive. They asked a social scientist and a mathematician—Bill Lazarus and Dean Abbott—for help.
2013年5月26日 When Companies Predict (and Manipulate) Habits
Retention, the data said, was driven by emotional factors, such as whether employees knew members’ names or said hello when they walked in. People, it turns out, often go to the gym looking for a human connection, not a treadmill.
2013年5月26日 When Companies Predict (and Manipulate) Habits
To market a new habit—be it groceries or aerobics—you must understand how to make the novel seem familiar.
2013年5月26日 When Companies Predict (and Manipulate) Habits
Recently, as my wife’s pregnancy had progressed, I’d been noticing a subtle upswing in the number of advertisements for diapers, lotions, and baby clothes arriving at our house.
2013年5月26日 When Companies Predict (and Manipulate) Habits
I was planning on using some of those coupons that very weekend, I told him.
2013年5月26日 When Companies Predict (and Manipulate) Habits
1The reporting in this chapter is based on interviews with more than a dozen current and former Target employees, many of them conducted on a not-for-attribution basis because sources feared dismissal from the company or other retribution.
2013年5月26日 How Movements Happen
When a young Martin Luther King, Jr., arrived in Montgomery in 1954, for instance, a year before Parks’s arrest, he found a majority of the city’s blacks accepted segregation “without apparent protest. Not only did they seem resigned to segregation per se; they also accepted the abuses and indignities which came with it.”
2013年5月26日 How Movements Happen
Board of Education, ruling that segregation was illegal within public schools; six months before Parks’s arrest, the Court had issued what came to be known as Brown II—a decision ordering that school integration must proceed with “all deliberate speed.”
2013年5月27日 How Movements Happen
“Racism was set in its ways there.”
2013年5月27日 How Movements Happen
“Rosa Parks was one of those rare people of whom everyone agreed that she gave more than she got,” Branch wrote in his history of the civil rights movement, Parting the Waters. “Her character represented one of the isolated high blips on the graph of human nature, offsetting a dozen or so sociopaths.”
2013年5月27日 How Movements Happen
She volunteered dressmaking services to poor families and provided last-minute gown alterations for wealthy white debutantes.
2013年5月27日 How Movements Happen
In general, sociologists say, most of us have friends who are like us. We might have a few close acquaintances who are richer, a few who are poorer, and a few of different races—but, on the whole, our deepest relationships tend to be with people who look like us, earn about the same amount of money, and come from similar backgrounds.
2013年5月27日 How Movements Happen
She had been in Durr’s house and had helped his daughters prepare for cotillions.
2013年5月27日 How Movements Happen
Many of the people who received a flyer knew Rosa Parks personally—they had sat next to her in church or at a volunteer meeting and considered her a friend. There’s a natural instinct embedded in friendship, a sympathy that makes us willing to fight for someone we like when they are treated unjustly. Studies show that people have no problem ignoring strangers’ injuries, but when a friend is insulted, our sense of outrage is enough to overcome the inertia that usually makes protests hard to organize.
2013年5月27日 How Movements Happen
Which is why the second aspect of the social habits of movements is so important. The Montgomery bus boycott became a society-wide action because the sense of obligation that held the black community together was activated soon after Parks’s friends started spreading the word. People who hardly knew Rosa Parks decided to participate because of a social peer pressure—an influence known as “the power of weak ties”—that made it difficult to avoid joining in.
1. Friendship 2. Peer pressure
2013年5月27日 How Movements Happen
Do you vouch for the caller when your boss asks if he’s worth an interview?
2013年5月27日 How Movements Happen
In fact, in landing a job, Granovetter discovered, weak-tie acquaintances were often more important than strong-tie friends because weak ties give us access to social networks where we don’t otherwise belong. Many of the people Granovetter studied had learned about new job opportunities through weak ties, rather than from close friends, which makes sense because we talk to our closest friends all the time, or work alongside them or read the same blogs. By the time they have heard about a new opportunity, we probably know about it, as well. On the other hand, our weak-tie acquaintances—the people we bump into every six months—are the ones who tell us about jobs we would otherwise never hear about.8.14
2013年5月27日 How Movements Happen
Such peer pressure, on its own, isn’t enough to sustain a movement. But when the strong ties of friendship and the weak ties of peer pressure merge, they create incredible momentum. That’s when widespread social change can begin.
2013年5月27日 How Movements Happen
King, like thousands of other movement leaders, would shift the struggle’s guidance from his hands onto the shoulders of his followers, in large part by handing them new habits. He would activate the third part of the movement formula, and the boycott would become a self-perpetuating force.
2013年5月31日 How Movements Happen
“But that’s just the tip of the iceberg.
2013年5月31日 How Movements Happen
Warren thought back to McGavran, the author.
2013年5月31日 How Movements Happen
“All of us are simply a bundle of habits.… Our goal is to help you replace some bad habits with some good habits that will help you grow in Christ’s likeness.”
2013年5月31日 How Movements Happen
8.29 Every Saddleback member is asked to sign a “maturity covenant card” promising to adhere to three habits: daily quiet time for reflection and prayer, tithing 10 percent of their income, and membership in a small group.
2013年5月31日 How Movements Happen
8.29 Every Saddleback member is asked to sign a “maturity covenant card” promising to adhere to three habits: daily quiet time for reflection and prayer, tithing 10 percent of their income, and membership in a small group.
2013年5月31日 How Movements Happen
Warren’s insight was that he could expand his church the same way Martin Luther King grew the boycott: by relying on the combination of strong and weak ties. Transforming his church into a movement, however—scaling it across twenty thousand parishioners and thousands of other pastors—required something more, something that made it self-perpetuating. Warren needed to teach people habits that caused them to live faithfully not because of their ties, but because it’s who they are. This is the third aspect of how social habits drive movements: For an idea to grow beyond a community, it must become self-propelling. And the surest way to achieve that is to give people new habits that help them figure out where to go on their own.
2013年5月31日 How Movements Happen
“Don’t get your weapons. He who lives by the sword shall perish by the sword.”8.32
2013年5月31日 How Movements Happen
“We must make them know that we love them. Jesus still cries out in words that echo across the centuries: ‘Love your enemies; bless them that curse you; pray for them that despitefully use you.’ ”
2013年5月31日 How Movements Happen
“We must love our white brothers, no matter what they do to us,” King said. “We must make them know that we love them.
2013年5月31日 How Movements Happen
For years, the civil rights movement had been kept alive by couching itself in the language of battles and struggles. There were contests and setbacks, triumphs and defeats that required everyone to recommit to the fight.
2013年5月31日 How Movements Happen
Equally important, King cast the boycott in a new and different light. This was not just about equality on buses, King said; it was part of God’s plan, the same destiny that had ended British colonialism in India and slavery in the United States, and that had caused Christ to die on the cross so that he could take away our sins.
2013年5月31日 How Movements Happen
It needed participants to offer the other cheek.
2013年5月31日 How Movements Happen
And as such, it required new responses, different strategies and behaviors. It needed participants to offer the other cheek.
2013年5月31日 How Movements Happen
People could show their allegiance by adopting the new habits King was evangelizing about.
2013年5月31日 How Movements Happen
“As we go back to the buses let us be loving enough to turn an enemy into a friend. We must now move from protest to reconciliation..… With this dedication we will be able to emerge from the bleak and desolate midnight of man’s inhumanity to man to the bright and glittering daybreak of freedom and justice.”
2013年5月31日 9. THE NEUROLOGY OF FREE WILL
Gambling “is the child of avarice, the brother of iniquity and the father of mischief,” George Washington wrote in 1783.
2013年5月31日 9. THE NEUROLOGY OF FREE WILL
9.2 Protecting people from their bad habits—in fact, defining which habits should be considered “bad” in the first place—is a prerogative lawmakers have eagerly seized.
2013年5月31日 9. THE NEUROLOGY OF FREE WILL
1 By then, she didn’t have to think about whether to take another card or double her bet—she acted automatically, just as Eugene Pauly, the amnesiac, had eventually learned to always choose the right cardboard rectangle.
2013年6月1日 9. THE NEUROLOGY OF FREE WILL
People in the midst of sleep terrors seem to be in the grip of terrible anxieties, but are not dreaming in the normal sense of the word.
2013年6月1日 9. THE NEUROLOGY OF FREE WILL
“There’s no complex plots like you and I remember from a nightmare. If they remember anything afterward, it’s just an image or emotions—impending doom, horrible fear, the need to defend themselves or someone else. “Those emotions are really powerful, though. They are some of the most basic cues for all kinds of behaviors we’ve learned throughout our lives. Responding to a threat by running away or defending ourselves is something everyone has practiced since they were babies. And when those emotions occur, and there’s no chance for the higher brain to put things in context, we react the way our deepest habits tell us to.9.9 We run or fight or follow whatever behavioral pattern is easiest for our brains to latch on to.”
2013年6月2日 9. THE NEUROLOGY OF FREE WILL
“At the time of the killing the defendant was asleep and his mind had no control over what his body was doing,” he said.9.17 “We have reached the conclusion that the public interest would no longer be served by continuing to seek a special verdict from you.
2013年6月2日 9. THE NEUROLOGY OF FREE WILL
In the eyes of the law you bear no responsibility.9.19 You are discharged.”
2013年6月2日 9. THE NEUROLOGY OF FREE WILL
Thomas is the most sympathetic murderer conceivable, someone so close to being a victim himself that when the trial ended, the judge tried to console him.
2013年6月2日 9. THE NEUROLOGY OF FREE WILL
Thomas is the most sympathetic murderer conceivable, someone so close to being a victim himself that when the trial ended, the judge tried to console him.
2013年6月3日 9. THE NEUROLOGY OF FREE WILL
In 2010, a cognitive neuroscientist named Reza Habib asked twenty-two people to lie inside an MRI and watch a slot machine spin around and around.9.23 Half of the participants were “pathological gamblers”—people who had lied to their families about their gambling, missed work to gamble, or had bounced checks at a casino—while the other half were people who gambled socially but didn’t exhibit any problematic behaviors.9.24 Everyone was placed on their backs inside a narrow tube and told to watch wheels of lucky 7s, apples, and gold bars spin across a video screen.
2013年6月3日 9. THE NEUROLOGY OF FREE WILL
Thomas’s lawyer argued, in a manner that everyone believed, that his client had made a terrible mistake and would carry the guilt of it for life. However, isn’t it clear that Bachmann feels much the same way? “I feel so guilty, so ashamed of what I’ve done,” she told me. “I feel like I’ve let everyone down. I know that I’ll never be able to make up for this, no matter what I do.” That said, there is one critical distinction between the cases of Thomas and Bachmann: Thomas murdered an innocent person. He committed what has always been the gravest of crimes. Angie Bachmann lost money. The only victims were herself, her family, and a $27 billion company that loaned her $125,000. Thomas was set free by society. Bachmann was held accountable for her deeds.
2013年6月3日 9. THE NEUROLOGY OF FREE WILL
Why is it easier, though? Why does it seem the bereaved husband is a victim, while the bankrupt gambler got her just deserts? Why do some habits seem like they should be so easy to control, while others seem out of reach?
2013年6月3日 9. THE NEUROLOGY OF FREE WILL
Habits are not as simple as they appear. As I’ve tried to demonstrate throughout this book, habits—even once they are rooted in our minds—aren’t destiny. We can choose our habits, once we know how. Everything we know about habits, from neurologists studying amnesiacs and organizational experts remaking companies, is that any of them can be changed, if you understand how they function. Hundreds of habits influence our days—they guide how we get dressed in the morning, talk to our kids, and fall asleep at night; they impact what we eat for lunch, how we do business, and whether we exercise or have a beer after work. Each of them has a different cue and offers a unique reward. Some are simple and others are complex, drawing upon emotional triggers and offering subtle neurochemical prizes. But every habit, no matter its complexity, is malleable. The most addicted alcoholics can become sober. The most dysfunctional companies can transform themselves. A high school dropout can become a successful manager. However, to modify a habit, you must decide to change it. You must consciously accept the hard work of identifying the cues and rewards that drive the habits’ routines, and find […]
2013年6月3日 9. THE NEUROLOGY OF FREE WILL
Perhaps a sleepwalking murderer can plausibly argue he wasn’t aware of his habit, and so he doesn’t bear responsibility for his crime. But almost all the other patterns that exist in most people’s lives—how we eat and sleep and talk to our kids, how we unthinkingly spend our time, attention, and money—those are habits that we know exist. And once you understand that habits can change, you have the freedom—and the responsibility—to remake them. Once you understand that habits can be rebuilt, the power of habit becomes easier to grasp, and the only option left is to get to work.
2013年6月3日 9. THE NEUROLOGY OF FREE WILL
“All our life,” William James told us in the prologue, “so far as it has definite form, is but a mass of habits—practical, emotional, and intellectual—systematically organized for our weal or woe, and bearing us irresistibly toward our destiny, whatever the latter may be.”
2013年6月3日 9. THE NEUROLOGY OF FREE WILL
James, who died in 1910, hailed from an accomplished family.
2013年6月3日 9. THE NEUROLOGY OF FREE WILL
He began spending time with Oliver Wendell Holmes, Jr., who would go on to become a Supreme Court justice, and Charles Sanders Peirce, a pioneer in the study of semiotics, in a discussion group they called the Metaphysical Club.9.30 Two years after writing his diary entry, James sent a letter to the philosopher Charles Renouvier, who had expounded at length on free will.
2013年6月3日 9. THE NEUROLOGY OF FREE WILL
And that one of the most important methods for creating that belief was habits. Habits, he noted, are what allow us to “do a thing with difficulty the first time, but soon do it more and more easily, and finally, with sufficient practice, do it semi-mechanically, or with hardly any consciousness at all.” Once we choose who we want to be, people grow “to the way in which they have been exercised, just as a sheet of paper or a coat, once creased or folded, tends to fall forever afterward into the same identical folds.”
2013年6月3日 9. THE NEUROLOGY OF FREE WILL
The way we habitually think of our surroundings and ourselves create the worlds that each of us inhabit. “There are these two young fish swimming along and they happen to meet an older fish swimming the other way, who nods at them and says ‘Morning, boys. How’s the water?’ ” the writer David Foster Wallace told a class of graduating college students in 2005. “And the two young fish swim on for a bit, and then eventually one of them looks over at the other and goes ‘What the hell is water?’ ” The water is habits, the unthinking choices and invisible decisions that surround us every day—and which, just by looking at them, become visible again.
2013年6月3日 A Reader’s Guide to Using These Ideas
THE FRAMEWORK: • Identify the routine • Experiment with rewards • Isolate the cue • Have a plan
2013年6月3日 A Reader’s Guide to Using These Ideas
STEP ONE: IDENTIFY THE ROUTINE
2013年6月3日 A Reader’s Guide to Using These Ideas
STEP TWO: EXPERIMENT WITH REWARDS
2013年6月3日 A Reader’s Guide to Using These Ideas
Once the psychologist decided to focus on only three categories of behavior, however, and eliminate the extraneous information, the patterns leapt out.
2013年6月3日 A Reader’s Guide to Using These Ideas
Luckily, science offers some help in this regard. Experiments have shown that almost all habitual cues fit into one of five categories: Location Time Emotional state Other people Immediately preceding action
2013年6月3日 A Reader’s Guide to Using These Ideas
STEP THREE: ISOLATE THE CUE
2013年6月3日 A Reader’s Guide to Using These Ideas
Once you’ve figured out your habit loop—you’ve identified the reward driving your behavior, the cue triggering it, and the routine itself—you can begin to shift the behavior. You can change to a better routine by planning for the cue and choosing a behavior that delivers the reward you are craving. What you need is a plan.
2013年6月3日 A Reader’s Guide to Using These Ideas
STEP FOUR: HAVE A PLAN
2013年6月3日 A Reader’s Guide to Using These Ideas
Obviously, changing some habits can be more difficult. But this framework is a place to start. Sometimes change takes a long time. Sometimes it requires repeated experiments and failures. But once you understand how a habit operates—once you diagnose the cue, the routine and the reward—you gain power over it.
所有摘录来自
Charles,Duhigg. “The Power of Habit: Why We Do What We Do in Life and Business.” Random House, Inc., 2012-02-27T16:00:00+00:00. iBooks.
此材料受版权保护。
引自 How Habits Work
This is a great book written by a good journalist. The journalist actually won a Pulitzer's award in 2013 with the report on a very sensitive topic. I guess you can search on Google to see what it is. In the book the writer with the knowledge he gained after following years of research on the topic of habits wrote a very entertaining book. He first reported on the analysis of habit, breaking it...
2013-08-13 15:22:21
This is a great book written by a good journalist. The journalist actually won a Pulitzer's award in 2013 with the report on a very sensitive topic. I guess you can search on Google to see what it is.
In the book the writer with the knowledge he gained after following years of research on the topic of habits wrote a very entertaining book. He first reported on the analysis of habit, breaking it down into several key components. Then described what habits can do to a greater scheme of things. I am particularly impressed with Alcoa episode, where he reported that safety was a keystone habit that could turn a company around.
Overall it is a great book, and it is not a hard book to read. Very entertaining while really revealing and educational. 5 stars!
2 有用 这不是我要的我 2013-08-08 09:58:40
找出惯常行为;用各种奖赏进行试验;将暗示隔离出来;制定计划。 暗示->惯常行为->奖赏(Pavlov's dog)
6 有用 刘未鹏pongba 2012-10-16 10:40:53
前半部分很精彩。作者是纽约时报记者,很善于讲故事,所以读起来也比较舒服。
2 有用 Kuhn 2015-07-10 11:20:16
实用性的奖励(知乎,豆瓣,阅读),及时回馈(游戏上瘾、tingling sensation胜过beauty、内啡肽胜过smoothie)也是两个必要条件。cue、routie、reward、belief,学英语成为习惯:虽然有功利性目标做引导,但更需要belief(学了就能有收效)作支撑,时常品尝reward(进步感)。
5 有用 长亭 2013-03-06 06:57:05
一页能讲完的东西抻成400页,结果连定义都没讲清楚。作者想说星巴克吧,得先用30页写个搓比男孩的励志故事,如何如何惨最后星巴克拯救了我。那么星巴克是什么呢?星巴克是世界上最大的咖啡连锁。。。又30页。。再接着说激动人心的力量使人如何如何改变。。最后屁都没说,典型的美国式论述。American Dream, American Daydream
0 有用 雪地里的水煮蛋 2012-08-24 11:27:55
这本书写的真好,内容的好不用多说了,故事性也很强,非常可读。
0 有用 张加一 2022-03-29 01:21:02
1) 有时小shift既能改变习惯。依赖快餐店的家庭,在每日常去的快餐店倒闭之后,会在家吃饭,而不是另寻快餐店。2)习惯就是cue和reward之间的routine,只要identify出来cue是什么,就能改变cue从而改变习惯 3)keystone habit: 改一个就能改变全局的habit,比如Alcoa的24小时工人受伤汇报 4)危机是快速改变组织习惯的好机会,组织在不断的危机中发展 5... 1) 有时小shift既能改变习惯。依赖快餐店的家庭,在每日常去的快餐店倒闭之后,会在家吃饭,而不是另寻快餐店。2)习惯就是cue和reward之间的routine,只要identify出来cue是什么,就能改变cue从而改变习惯 3)keystone habit: 改一个就能改变全局的habit,比如Alcoa的24小时工人受伤汇报 4)危机是快速改变组织习惯的好机会,组织在不断的危机中发展 5)社会运动也往往开始于一个人周围的小圈子,从而扩大到大圈子 (展开)
0 有用 🍥 2022-03-15 11:29:24
没什么生词哎 是他的问题还是我的问题
0 有用 程文道 2022-02-28 21:20:02
2.25-2.26 看了7%,感觉这本书比较水 还是直接看书评比较快 我现在看英文书,还没办法快速阅读找到重点,只能慢慢看,边看边猜测什么意思 我发现联系英文写作可以从写英文书评开始。休息用手机冥想模式有利于自己看书 the habit loop:cue、routine、reward
0 有用 绿藻肉 2022-02-12 12:01:35
听书. Habit is a loop, identify the loop: CUE-ROUTINE-REWARDS. switch the bad habit routine into something else that brings the same reward! Anyone can rebuild a new habit routine!
0 有用 QueSara 2022-01-24 12:55:10
Five star recommended