TITLE: eg. Marketing

Subtitle/Description: Eg. Online Marketing

Faculty Name: eg. Godfrey Parkin

Date: 26/09/2011

Switch By Chip Heath & Dan Heath

We Read for You Presented by Thys Pretorius

Cape Town: 09/09/2011

About the authors

Chip Heath is the Thrive Foundation of Youth Professor of Organizational Behavior in the Graduate School of Business at Stanford University.

He is also a columnist for Fast Company magazine, and he has spoken and consulted on the topic of "making ideas stick" with organizations such as Nike, the Nature Conservancy, Microsoft, Ideo, and the American Heart Association.

He has taught courses on Organizational Behavior, Negotiation, Strategy, and International Strategy. Prior to joining Stanford, Professor Heath taught at the University of Chicago Graduate School of Business and the Fuqua School of Business at Duke University. He received his B.S. in Industrial Engineering from Texas A&M University and his Ph.D. in Psychology from Stanford.

Dan Heath is a Senior Fellow at Duke University's CASE center, which supports social entrepreneurs.

He is a columnist for Fast Company magazine, and he has taught and consulted with organizations such as Microsoft, Philips, Vanguard, Macy's, USAID, and the American Heart Association.

He worked as a researcher and case writer for Harvard Business School, co-authoring 10 case studies on entrepreneurial ventures, and later served as a Consultant to the Policy Programs of the Aspen Institute.

Communicate

for Buy-in

Empower

Action

Create Short-

term Wins

6 6 4 4 5 5

Don’t Let

Up

Make it

Stick

7 7 8 8

Increase

Urgency

Build the

Guiding Team

Get the

Right

Vision

2 2 3 3 1 1

Kotter’s - “Eight Steps of Change”

5 Kotter, John P. and Cohen, Dan S. The Heart of Change. Boston: Harvard Business School Press

Engaging and enabling

the whole organisation

Creating a

climate for change

Implementing

and sustaining

change

4

Behaviour economics

• Dan Ariely: “Predictably Irrational” – Pattern-recognition biases

– Stability biases

– Action-oriented biases

– Interest biases

– Social biases

• “In human decision making losses loom greater than gains. Our fears carry more weight than our desires”

(Kahneman & Tversky)

Neuroscience

• Brains are built to: – Make our lives easier, through clustering/patterns/

automatic transmission / habits etc – Detect change in the environment

• Error detection signals are generated by the orbital cortex, with links to the amygdala (our fear circuitry)

• Our fears carry more weight that our desires • These two take brain resources away from the

prefrontal cortex, unless we consciously allocate resources to the rational mind.

• BUT, our “working memory” – Tires easily – 7 items (+ or – 2)

• So we do what we can do to avoid change

Three surprises (and some more) about change

• Elephant & Rider in constant struggle

• Elephant is stronger than the Rider

• Rider much brighter than the Elephant

• Rider battles with focus (Analysis Paralysis)

• What looks like laziness or indecision is often mental exhaustion

• What looks like a people problem is often a situation problem

How to make a switch

• Direct the Rider

• Motivate the elephant

• Shape the path

http://www.heathbrothers.com/resources/download/

Direct the rider

• Find the bright spots

• Point to the destination

• Script the critical moves

Motivate the elephant

• Find the feeling

• Shrink the change

• Grow your people

Shape the path

• Tweaking the environment

• Build habits

• Rally the herd

“Nobody changes anybody else” Peter Senge

Closing comment

“We now accept the fact that learning is a lifelong process of keeping abreast of

change. And the most pressing task is to teach people how to think and learn.”

Peter Drucker

Next WRFY session

Reinventing Management:

Smarter Choices for Getting Work Done By Julian Birkenshaw

Cape Town: Friday, 14 October 2011

Johannesburg: Friday, 21 October 2011

www.usb-ed.com/wrfy