Moitta 04/11/2014
De fato, o livro explica o poder do hábito. Muito mais do que um costume, ou algo que fazemos com alguma frequência, o hábito é uma decisão que fazemos no início e depois torna-se automática.
Com diversos estudos e entrevistas, vemos como um hábito é armazenado no cérebro e porque alguém sem memória consegue andar pela casa e pela sua rua.
Como a mudança de um hábito provoca outras mudanças (hábito-chave) na vida de uma pessoa ou empresa. Muitas vezes a pessoa muda conscientemente a dieta apenas, e quando vê está se exercitando, trabalhando mais e até dormindo melhor.
No caso da Alcoa, focar obstinadamente em segurança de fato instaurou uma cultura de segurança, com mudança e a criação de diversos hábitos que por outros caminhos permitiram melhorar a eficiência, comunicação e etc dentro da empresa (assuntos antes delicadíssimos, por disputas entre sindicatos e diretorias). A empresa teve lucros sucessivos com as mudanças.
Porque a sensação de ardência após se escovar os dentes, apesar de desnecessária à limpeza, foi a diferença entre o sucesso ou fracasso da marca.
O hábito segue a fórmula: Deixa - Rotina - Recompensa. (E o desejo que alimenta o ciclo).
Entender o que é cada um para um hábito que quer mudar, ou criar, é fundamental. Simples, porém em muitos casos trabalhoso.
Dificilmente erradicamos um hábito. Mudar a rotina, mantendo-se a deixa e a recompensa, é mais viável.
Criar hábitos pode fazer um jogador ganhar tempo, e assim fez um técnico conseguir vitórias em times sem grandes esperanças.
O AA funciona por alguns motivos. Um deles é substituir uma rotina. Ter o apoio de amigos (comunidade). E acreditar em algo maior.
Laços fracos e fortes, são o que explicam um movimento como o dos direitos humanos nos EUA no caso da Rosa Park.
O poder de pequenas vitórias (e da visualização criativa) para Michael Phelps.
Como o Starbucks consegue ter funcionários consistentemente com bom atendimento.
Estudos da Target pra saber o que o cliente quer (antes mesmo dele). Predição e manipulação de hábitos.
O poder de uma crise - transformar orgãos em pratos principais.
A historia da Igreja Saddleback, e da delegação de grupos, da criação de identidades. A força da comunidade e dos laços fracos atraem os fieis. E nos encontros semanais na casa de alguém, são como um 'petri dish" para a criação de laços fortes. Assim a fé passa a ser um aspecto de suas vidas sociais e diárias.
"Find an obvious cue and clearly define the reward."
"This is how new habits are created: by putting together a cue, a routine, and a reward, and then cultivating a craving that drives the loop."
"But to overpower the habit, we must recognise which craving is driving the behaviour. 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."
"Claude Hopkins wasn't selling beautiful teeth. He was selling a sensation. Once people craved that cool tingling - once they equated it with cleanliness - brushing became a habit."
"The same process that makes AA so effective - the power of a group to teach individuals how to believe - happens whenever people come together to help one another change. Belief is easier when it occurs within a community."
"Keystone habits start a process that, over time, transforms everything."
"Individuals have habits; groups have routines"
"More common is the circumstance where small wins are scattered... like miniature experiments that test implicit theories about resistance and opportunity and uncover both resources and barriers that were invisible before the situation was stirred up."
"Keystone habits transform us by creating cultures that make clear values that, in the heat of a difficult decision or moment of uncertainty, we might otherwise forget."
"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."
"The company identified specific rewards - a grateful customer, praise from a manager - that employees could look to as evidence of a job well done."
"Starbucks taught their employees hoe to handle moments of adversity by giving them willpower habit loops."
"This is how willpower becomes a habit: by choosing a certain behaviour ahead of time, and then following that routine when an inflection point arrives."
"If they feel like they have no autonomy, if they're just following orders, their willpower muscles get tired much faster."
"There are no organisations without institutional habits. There are only places where they are deliberately designed, and places where they are created without forethought, so they often grow from rivalries or fear."
"Much of firm behaviour is best understood as a reflection of general habits and strategic orientations coming from the firm's past, rather than the result of detailed survey of the remote twigs of the decision tree.
For instance, it might seem like the chief executive of a clothing company made the decision last year to feature a red cardigan on the catalog's cover by carefully reviewing sales and marketing data. But, in fact, what really happened was that his vice president constantly trolls websites devoted to Japanese fashion trends (where red was hip last spring), and the firm's marketers routinely ask their friends which colors are ''in'', and the company's executives, back from their annual trip to the Paris runway shows, reported hearing that designers at rival firms were using new magenta pigments. 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. No one made a solitary, deliberate decision. Rather, dozens of habits, processes, and behaviours converged until it seemed like red was the inevitable choice."
"You never want a serious crisis to go to waste."
"A movement starts because of the social habits of friendship and the strong ties between close acquaintances. It grows because of the habits of a community, and the weak ties that hold neighbourhoods and clans together. And it endures because a movement's leader give participants new habits that create a fresh sense of identity and a feeling of ownership."
"Just as a piece of land has to be prepared beforehand if it is to nourish the seed, so the mind of the pupil has to be prepared in its habits if it is to enjoy and dislike the right things."
"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' routine, and find alternatives. You must know you have control and be self-conscious enough to use it."
"And once you know a habit exists, you have the responsibility to change it."
"Later, he would famously write that the will to believe is the most important ingredient in creating belief in change. And that one of the most important methods for creating that belief was habits.
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."
"If you believe you can change - if you make it a habit - the change becomes real. This is the real power of habit: the insight that your habits are what you choose them to be."
"Water, he said, is the most apt analogy for how a habit works. Water hollows out for itself a channel, which grows broader and deeper; and, after having ceased to flow, it resumes, when it flows again, the path traced by itself before. You now know how to redirect that path. You now have the power to swim."
"The framework:
- Identify the routine
- Experiment with rewards
- Isolate the cue
- Have a plan"
"Most cravings are like this: obvious in retrospect, but incredibly hard to see when we are under their sway."
"By experimenting with different rewards, you can isolate what you are actually craving, which is essential in redesigning the habit."
"In other words, when environmental cues said 'we are friends' - a gentle tone, a smiling face - the witnesses were more likely to misremember what had occurred. Perhaps it was because, subconsciously, those friendship cues triggered a habit to please the questioner."
"Experiments had show that almost all habitual cues fit into one of five categories:
- Location
- Time
- Emotional State
- Other people
- Immediately preceding action"
"When I se CUE, I will do ROUTINE in order to get a REWARD."
"To re-engineer that formula, we need to begin making choices again. And the easiest way to do this, according to study after study, is to have a plan."