What is the 'SEE-FEEL-CHANGE' philosophy and how did it revolutionize business transformations in organizations like Target and HopeLab? How does it challenge the traditional 'ANALYZE-THINK-CHANGE' approach? How did the concept of 'shrinking the change' and celebrating small victories transformed the lives of teens with cancer, debt-ridden individuals, and departmental budgets? What role did personalities like Dave Ramsey and Mary Carr play in this transformation? How did a simple experiment in a Chicago theater lead to significant insights about overeating and consumer behavior?

Switch: How to Change Things When Change Is Hard

In 2000, a fascinating experiment unfolded in a Chicago theater. Moviegoers were given free buckets of popcorn—some medium, some large. But the popcorn was intentionally stale, nearly inedible. The result? Those with larger buckets ate 53% more. The study, led by Brian Wansink, demonstrated a crucial point: larger containers lead to more consumption, regardless of the food's quality. This wasn't a people problem; it was a situation problem. 

This popcorn study underscores a critical insight about change: altering the environment can significantly influence behavior. Imagine fixing overeating by just shrinking bucket sizes—simple but effective.

Change is often perceived as resistance, but it's usually a clarity issue. Take Steve Booth-Butterfield and Bill Reger's campaign to promote low-fat milk. Instead of vague advice to "eat healthier," they zeroed in on getting people to buy 1% milk. This clear directive led to a significant shift in consumer behavior, proving that specificity can steer the Rider (our rational side) and motivate the Elephant (our emotional side).

Let's dive deeper into the dynamics of change with Donald Berwick's ambitious healthcare reform. In 2004, Berwick set out to save 100,000 lives by June 14, 2006, through six specific interventions in hospitals. His approach was brilliant: he provided clear direction, motivated emotionally by sharing personal stories, and shaped the environment to facilitate these changes. The result? Over 122,300 lives saved.

Berwick’s success boiled down to three principles: directing the Rider with clear goals, motivating the Elephant by connecting emotionally, and shaping the Path to make the new behaviors easier to adopt. His journey exemplifies that significant change doesn’t always require massive resources but a strategic approach to influencing behavior.

So, whether you're trying to help a loved one quit smoking, get your team to adopt new work habits, or inspire your community to go green, remember this: clear direction, emotional motivation, and a supportive environment can drive meaningful change.

Can Changing Our Environment Really Influence Our Behavior?

In 1990, Jerry Sternin arrived in Vietnam with a mission to combat child malnutrition for Save the Children. Faced with a daunting six-month deadline, minimal resources, and a chilly reception from the government, Sternin realized that tackling the root causes—poor sanitation, widespread poverty, and lack of clean water—was impractical. Instead, he decided to focus on "bright spots": instances where children were healthy despite the odds.

He visited rural villages and had local mothers weigh and measure every child. Together, they identified healthier children from very poor families and investigated their practices. Surprisingly, these mothers fed their children four smaller meals a day, hand-fed them when necessary, and included unconventional yet nutritious foods like tiny shrimp, crabs, and sweet-potato greens in their diets. These practices added essential protein and vitamins to the children's meals.

Sternin's approach wasn't to lecture but to facilitate hands-on learning. He organized cooking groups where mothers practiced these new habits, creating a shift in the community's norms. Six months later, 65% of the children were better nourished, and the program eventually reached 2.2 million people across Vietnam.

Similarly, school psychologist John Murphy used a "solutions-focused" approach to help Bobby, a troubled ninth-grader. By identifying what worked well for Bobby—his positive behavior in Ms. Smith's class—Murphy cloned these successful strategies across Bobby's other classes. This led to an 80% reduction in Bobby's trips to the principal's office and notable improvements in his daily behavior.

Both Sternin and Murphy demonstrated that small, practical changes could solve big problems. They avoided over-analysis and focused on replicating successful behaviors, proving that bright spots can illuminate the path to meaningful change.

Spotlight on Success: Jerry Sternin, John Murphy and the Power of Bright Spot Strategies

In a fascinating study by Donald Redelmeier and Eldar Shafir, doctors faced a dilemma: prescribe an untried medication for a 67-year-old with chronic hip pain or recommend invasive surgery. Surprisingly, when presented with two new medications, only 28% chose medication, down from 47% when given just one option. This phenomenon, known as decision paralysis, shows how more choices can paralyze decision-making, pushing people to default, sometimes less desirable options.

Decision paralysis isn't just a medical issue. In a gourmet store, shoppers were ten times more likely to buy jam when offered six flavors versus 24. In a company, participation in 401(k) plans dropped as investment options increased. Even in speed dating, participants made more matches meeting fewer singles. This trend highlights a broader issue: too many choices can stall decisions in various aspects of life.

Consider a Brazilian railroad system privatized in 1995. Alexandre Behring, a young executive, faced a chaotic and cash-strapped environment. Instead of succumbing to paralysis, he scripted clear, critical moves: prioritize short-term revenue, minimize upfront costs, opt for quick fixes, and reuse materials. These straightforward rules led to a remarkable turnaround, transforming losses into profits within a few years.

Similarly, in West Virginia, researchers tackled unhealthy eating habits by promoting a simple switch to 1% milk. This clear directive led to significant dietary changes. In another case, abusive parents underwent parent-child interaction therapy (PCIT) with structured, specific instructions, resulting in a dramatic reduction in repeat offenses.

A small town in South Dakota faced economic decline until high school students identified a simple, actionable goal: spend 10% more locally. This clear direction rejuvenated the community, doubling their expected economic boost and leading to further investments and revitalization.

These stories demonstrate the power of scripting critical moves to overcome decision paralysis. Clear, actionable steps can transform daunting challenges into manageable tasks, leading to significant, positive change. Whether in medicine, business, or community efforts, clarity and simplicity in decision-making can dissolve resistance and drive progress.

Can Having Fewer Choices Lead to Better Decision-Making?

In 2003, Crystal Jones joined Teach For America and faced an immense challenge: teaching a first-grade class in Atlanta where many students had never been to school before. Skill levels varied drastically; some kids couldn't even hold pencils while others recognized a few kindergarten sight words. 

Jones knew she needed to inspire these children, so she set a simple yet ambitious goal: "By the end of this school year, you're going to be third graders." This goal resonated deeply with first graders, who saw third graders as smarter and cooler.

Jones cultivated a culture of learning by calling her students "scholars" and encouraging them to share their knowledge with their families. Over time, the students became so engaged that they groaned in pity when one of their peers was called out of class, fearing they’d miss out on learning. By spring, Jones held a graduation ceremony, and by year’s end, over 90% of her students were reading at or above a third-grade level.

Similarly, Laura Esserman, a surgeon at UCSF, envisioned a revolutionary breast care clinic where a woman could get a diagnosis and treatment plan in a single day, instead of enduring weeks of anxiety. She faced an uncoordinated medical system but started small, setting up the clinic to operate one day a week. She worked with departments to create flexibility and integrated care. Eventually, the clinic grew, and Esserman's vision became a reality, offering comprehensive care under one roof and becoming a national leader in breast cancer care.

The concept of setting a clear, emotionally resonant goal was also exemplified by BP. In 1991, BP set a seemingly impossible goal in Oil exploration: "No dry holes." This black-and-white goal eliminated any rationalizations for failure and pushed geologists to use every piece of data available. By 2000, their hit rate tripled, transforming their exploration strategy.

These stories highlight the power of setting clear, compelling goals that resonate emotionally—what Jim Collins and Jerry Porras call a BHAG (Big, Hairy, Audacious Goal). Whether it's motivating first graders to become third graders, reforming a medical system, or revolutionizing oil exploration, these goals provide a clear destination and inspire action.

Embracing BHAGs: The Power of Big, Hairy, Audacious Goals in Education, Healthcare, and Business

In 1992, Target was struggling as a $3 billion regional retailer while its competitors, Kmart and Wal-Mart, were far ahead. Despite its hip advertising, the store's merchandise was bland. Enter Robyn Waters, a self-described fashion snob who found herself at Target after a layoff. Bob Ulrich, the new chairman, envisioned Target as an "upscale discounter" and wanted to make its bull's-eye logo as iconic as McDonald's arches. But the company's merchants were stuck in a copycat mindset.

Waters, hired as the "ready-to-wear" trend manager, had to win over the merchants without any real authority. She found an early believer in the merchant responsible for turtlenecks, who, frustrated with outdated patterns, hired a designer at Waters’s urging. Sales improved, providing a critical success story. 

Waters faced another challenge when color trends shifted. Merchants, relying on past sales data, were skeptical. To persuade them, Waters got creative. She brought in brightly colored M&Ms and Apple's colorful iMacs to meetings, making a compelling case for the power of color through eye-catching demos. Her strategy was rooted in the SEE-FEEL-CHANGE philosophy, emphasizing emotional engagement over analytical arguments.

John Kotter and Dan Cohen’s research supports this, showing that successful change in organizations happens by speaking to people's feelings, not just their rational minds. Instead of the usual ANALYZE-THINK-CHANGE approach, they found that SEE-FEEL-CHANGE is more effective. Waters’s success at Target wasn't about her authority but her ability to make people feel the potential of new ideas.

Similarly, HopeLab's video game Re-Mission helped teens with cancer adhere to their medication by making them feel empowered, not just informed. The game connected with them on an emotional level, reinforcing that taking their meds was a way to regain control over their lives.

Emotions drive change. While fear can prompt immediate action, positive emotions like hope and excitement are better for fostering creativity and long-term commitment. Robyn Waters's approach at Target is a testament to the power of engaging people's emotions to drive meaningful change.

Can Emotion-Driven Strategies Revolutionize Business? The Success Story of Target Explains

In 2007, researchers Alia Crum and Ellen Langer conducted a fascinating study with hotel maids that revealed unexpected results. Hotel maids, who clean 15 rooms a day, were informed that their daily tasks were equivalent to high levels of exercise. Surprisingly, they began to lose weight without changing their habits. The explanation? Just the awareness of their exertion acted like a motivational boost, much like receiving a head start on a loyalty card.

Speaking of loyalty cards, a car wash promotion showed that customers were more motivated to complete a card with a head start of two stamps out of ten, compared to starting from zero on an eight-stamp card. This demonstrates that feeling closer to a goal can drive us to complete it faster.

Similarly, personal finance guru Dave Ramsey employs a "Debt Snowball" method to help people tackle debt. By focusing on paying off the smallest debts first, individuals gain quick wins, fueling their motivation to tackle larger debts.

Another example comes from a university CFO, Mary Carr, who needed to cut departmental budgets without causing panic. She cleverly applied the "5-Minute Room Rescue" technique, asking department heads to cut small budget lines incrementally, thus shrinking the change and reducing resistance.

In sports, NFL coach Bill Parcells emphasized small, immediate goals over ultimate victories to build a winning habit. Similarly, marriage therapist Michele Weiner-Davis highlighted how a single kiss between a troubled couple sparked a positive chain reaction, showing that small changes can lead to significant improvements.

Ultimately, shrinking the change and celebrating small victories can set off a positive spiral of behavior, turning daunting tasks into manageable and motivating challenges.

Shrinking the Change: Harnessing the Power of Small Victories in Life, Finance, and Sports

In 1977, only a hundred St. Lucia Parrots remained. Enter Paul Butler, a fresh graduate from North-East London Polytechnic, passionate about conservation. Butler's clear recommendations to save the parrot included hefty penalties for poaching, creating a parrot sanctuary, and raising funds through rainforest tours. However, Butler faced a challenge: the public’s indifference.

To rally support, Butler launched a vibrant campaign to make the parrot a symbol of St. Lucian pride. He hosted puppet shows, distributed T-shirts, recorded songs, and even got ministers to preach about stewardship. The islanders began to see the parrot as a part of their national identity. This groundswell of support enabled the government to pass Butler’s recommendations, leading to a dramatic increase in the parrot population. By 2008, the parrot population had soared to 700, and poaching had ceased.

Butler’s success in St. Lucia caught the attention of Rare, a conservation organization. He replicated his strategy in St. Vincent, sparking a global movement known as "Pride campaigns," which spread to 50 countries and saved various endangered species. The key was not just shrinking the change but growing the people’s identity and pride.

This approach aligns with James March’s identity model of decision-making, where people ask, "Who am I? What would someone like me do?" This model was evident in various scenarios, from nurses in Albuquerque feeling valued and reducing turnover to employees at Brasilata in Brazil, who embraced the identity of "inventors," leading to massive innovations and a thriving company culture.

The concept of growing people’s identity can be applied broadly. For instance, a classic psychological study showed that small initial commitments, like signing a petition, can lead people to adopt a new identity, influencing their future decisions. Similarly, Molly Howard transformed Jefferson County High School by fostering a college-bound identity among students and adopting a growth mindset, leading to remarkable improvements in academic performance and graduation rates.

Adopting a growth mindset, as researched by Carol Dweck, is crucial for embracing challenges and learning from failures. This mindset was critical for hospitals adopting the new MICS heart surgery technique, where teams that viewed the process as a learning opportunity succeeded, while those focused on immediate performance failed.

Ultimately, creating change involves inspiring people to adopt new identities and embrace the growth mindset, understanding that failure is part of the journey. This approach helps build the confidence needed to overcome challenges, making change not just possible but sustainable.

Can Cultivating a Growth Mindset and Fostering People's Identity Drive Global Conservation Success?

Think of a time you were cut off in traffic. Your first thought might have been, "What a jerk!" But have you ever considered that the driver might be late for an important appointment? This tendency to blame people rather than situations is what Stanford psychologist Lee Ross calls the "Fundamental Attribution Error."

This error can complicate relationships and work environments. For example, in manufacturing, W. Edwards Deming highlighted how a company misattributed frequent plant fires to employee negligence rather than the flammable chemicals they used. Similarly, in marriages, Michele Weiner-Davis explains that what seems like a spouse's ingrained stubbornness might only emerge in specific situations, like handling kids at home.

The power of situational influence is evident in research on college students and charitable behavior. By tweaking the environment—providing a detailed map and specific instructions—researchers increased food donations from even the least charitable students. This principle applies broadly: tweaking the environment can shape behaviors significantly.

Consider how your daily environment is designed to guide behavior. Traffic engineers use lane markers to ensure orderly driving, and grocery stores place milk at the back to keep you shopping longer. Even Amazon's 1-Click ordering simplifies purchasing to boost sales.

Sometimes, small changes can have a big impact. For instance, Peter Bregman helped a consulting firm improve timesheet submissions by simply removing an annoying "wizard" feature from their online tool. At Lincoln High School, teacher Bart Millar placed a couch at the front of his classroom, enticing latecomers to arrive early for the best seat.

In hospitals, Becky Richards reduced medication errors by having nurses wear bright vests to signal they should not be interrupted, despite initial resistance. Similarly, the "sterile cockpit" rule in aviation, where no unrelated conversation is allowed below 10,000 feet, was adapted by an IT group to improve focus and meet tight deadlines.

Even on a personal level, environmental tweaks can drive behavior change. Brian Wansink advises dieters to use smaller plates to reduce food intake. Amanda Tucker, a Nike manager, rearranged her office to improve communication with her team, and Chip and Dan Heath, the authors of this book, eliminated email distractions by turning off alerts and using a "way-back machine" laptop with no internet access.

Companies can also leverage this approach. Rackspace transformed its customer service by removing their call-queuing system, making it impossible to ignore customer calls. This shift led to remarkable growth and customer satisfaction.

In essence, what often appears as a character flaw can be corrected by altering the environment. By shaping the Path, we can foster significant changes in behavior, proving that a little tweak here and there can lead to dramatic transformations.

Shaping Behavior: The Power of Environmental Tweaks in Fostering Transformative Changes

In 1950, Mike Romano was born in Milwaukee, the youngest of four brothers. With a handyman father and a mother who took temporary jobs to support the family, Romano had a temper that led him into a fight in high school. To avoid court consequences, he enlisted in the army and ended up in the 173rd Airborne Brigade in Vietnam, where he got hooked on opium after being injured by a land mine.

Romano's story was not unique; drug addiction among soldiers in Vietnam was rampant, with nearly half trying narcotics and 20% becoming addicted. However, a surprising phenomenon occurred when these soldiers returned home. Despite fears of a drug-fueled crisis, only 1% remained addicted. Researchers realized that the soldiers’ change in environment played a crucial role in their recovery. For Romano, returning to Milwaukee meant reconnecting with an old friend, finding work, and enrolling in art classes—all elements that helped him leave his addiction behind.

The example of Romano underscores the power of environmental cues in shaping behavior. When soldiers returned to a supportive environment, it helped break their drug habits. This principle extends beyond addiction; it affects all kinds of habits, both good and bad. Research shows that changing environments can significantly impact the success of new habits. For example, people find it easier to quit smoking or adopt new behaviors when they move to a new location.

At work, creating practical changes in the environment can foster new habits. For instance, Amanda Tucker rearranged her office to better listen to her employees, leading to improved communication. 

Similarly, action triggers—specific plans tied to situational cues—can be powerful motivators for positive behavior changes. Studies have shown that setting action triggers significantly increases the likelihood of following through on intentions, such as writing a report or recovering from surgery more quickly.

In the workplace, clear, simple policies and visual cues can help enforce new habits. Patti Poppe, a GM department manager, implemented a new safety policy with straightforward rules and visual reminders, resulting in a 21% reduction in injuries. By scripting critical moves, pointing to concrete goals, and rallying social support, she successfully created a safer work environment.

Habits are essential tools for leaders because they put positive behaviors on autopilot, conserving mental energy for other tasks. General William Pagonis used daily stand-up meetings to ensure efficient communication during the Gulf War, demonstrating how habits can support a mission. Similarly, elementary school principal Natalie Elder transformed a chaotic school environment by establishing morning routines that prepared students for learning.

Checklists, often undervalued, can also be transformative. In healthcare, checklists have saved lives by ensuring critical steps are not overlooked. They help avoid blind spots and overconfidence, making complex tasks more manageable.

To create lasting change, leaders need to shape environments that foster positive habits and behaviors. Whether through supportive routines, action triggers, or simple checklists, these tools can relieve the burden on individuals and make change more sustainable.

Can Changing Your Environment Truly Break Bad Habits and Foster Positive Behaviors?

Think about a time you were unsure how to behave—like at a fancy dinner, scanning the table to figure out which fork to use. You probably looked to others for cues. This behavior illustrates how we rely on social signals in unfamiliar situations. 

But what happens when no one knows what to do? Researchers Bibb Latané and John M. Darley conducted an experiment at Columbia University to explore this. Students were placed in a room to fill out surveys, and smoke began to pour in through a vent. When alone, 75% of students reported the smoke. In groups of three, only 38% did. They assumed others’ inaction meant there was no danger.

This concept of behavior being contagious extends beyond emergencies. Dr. Nicholas Christakis's study found that obesity is contagious—if a person becomes obese, their friends’ risk triples, regardless of distance. Similarly, college students paired with heavy-drinking roommates saw their GPAs drop. This shows how we unconsciously mimic behaviors, especially in ambiguous situations.

For change, we must leverage social signals. Hotel signs that claimed "the majority of guests reuse their towels" increased towel reuse by 26%. Publicizing group norms can encourage positive behavior. Gerard Cachon used this strategy to speed up peer reviews for a journal. By tracking and sharing reviewers’ timelines, he created social pressure, reducing review times dramatically.

At a societal level, Jay Winsten’s campaign introduced the "designated driver" concept to the U.S. by embedding it into TV show plots. Within three years, 90% of Americans knew the term, and alcohol-related fatalities decreased significantly. This shows how repeated exposure can create new social norms.

In Tanzania, a campaign against "sugar daddies" used humor to tackle the issue. Radio spots featured "Fataki," an older man constantly failing to seduce young girls. By encouraging people to mock such behavior and intervene, the campaign made significant strides, with 44% of people using "Fataki" to describe such men and a 24% increase in people feeling they could act against cross-generational sex.

For organizational change, look at Katherine Kellogg’s study of two hospitals attempting to reduce residents' work hours. The successful hospital provided "free spaces" for reformers to discuss and build support away from resisters. This led to a new cultural identity that embraced change.

Reinforcing small steps is crucial. Exotic animal trainers use "approximations" to reward progress, a technique Amy Sutherland humorously applied to her marriage. This kind of reinforcement helps maintain momentum for change. Psychologist Alan Kazdin advises parents to "catch their children being good" to build up desired behaviors gradually, emphasizing that change is a process, not an event.

Change efforts often snowball. As people grow accustomed to new behaviors, their attitudes and identities shift to align with their actions. This was evident in Steven Kelman’s procurement reforms, which gained momentum as changes became familiar.

Ultimately, successful change aligns the Rider (rational mind), the Elephant (emotional drive), and the Path (environment). Whether it’s parenting, quitting bad habits, or societal reforms, understanding and leveraging this pattern can make change achievable.

Shaping Social Norms: The Power of Behavior Contagion in Effecting Change

Our environment plays a significant role in shaping our behavior. From Brian Wansink’s popcorn study, we learned that the size of containers can influence how much we consume, highlighting the power of situational factors over personal willpower. Altering the environment, like using smaller plates or changing the layout of an office, can drive significant behavior changes with minimal effort.

Specific, clear goals are more effective than vague directives. This was evident in campaigns like promoting 1% milk or setting ambitious healthcare targets. By providing clear direction, we steer our rational mind and emotionally engage ourselves or others, making it easier to adopt new behaviors.

Small, practical changes can solve large problems. This approach was exemplified by Jerry Sternin’s work on child malnutrition in Vietnam and John Murphy’s strategies with a troubled student. Focusing on replicating successful behaviors rather than over-analyzing problems can lead to significant improvements.

Decision paralysis is a real issue, and scripting critical moves can help overcome it. Clear, actionable steps, like simplifying budget cuts or promoting local spending, can transform daunting challenges into manageable tasks.

Emotional engagement is crucial for driving change. Robyn Waters at Target and HopeLab’s Re-Mission game showed that speaking to people’s feelings rather than just their rational minds can foster creativity and long-term commitment.

Sometimes, just being aware of our actions can motivate change. Studies on hotel maids and loyalty cards demonstrated how feeling closer to a goal can drive us to complete it faster. Celebrating small victories can set off a positive spiral of behavior.

Identity and social norms are powerful motivators. Paul Butler’s conservation work and James March’s identity model show that fostering a sense of pride and belonging can drive significant change. Similarly, leveraging social signals and reinforcing small steps can help maintain momentum for change.

In essence, to drive meaningful change, it’s crucial to provide clear direction, engage emotions, and create a supportive environment. By understanding these dynamics, we can effectively influence behavior, whether in personal goals, organizational settings, or broader societal changes.

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