Switch by Chip Heath, Dan Heath
By Chip Heath, Dan Heath
¿Por qué es tan difícil lograr cambios duraderos en nuestros trabajos, nuestrascomunidades y nuestras propias vidas?
El obstáculo significant es un conflicto intrínsico en el cerebro, nos dicen Chip y Dan Heath, dos reconocidos especialistas en comportamiento organizacional. Los psicólogos han descubierto que los angeles mente está gobernada por dos sistemas diferentes —la mente racional y los angeles mente emocional— que compiten por el keep an eye on. los angeles mente racional quiere un cuerpo perfecto; l. a. mente emocional quiere comerse esa galleta. l. a. mente racional quiere cambiar el trabajo; los angeles mente emocional ama l. a. comodidad y los angeles rutina. Esta tensión puede causar que muchos esfuerzos por cambiar fracasen, pero si se superan, el cambio puede llegar rápidamente.
En Switch, los hermanos Heath muestran cómo personas normales y corrientes han unido estas dos mentes, logrando espectaculares resultados:
· los angeles directora quien ayudó a objective, a pesar de ser una compañía minorista local que facturaba tres billones de dólares, a convertirise en un gigante de más de sixty three billones dólares.
· l. a. directora de servicios clínicos que, junto con su equipo de enfermeras, logró reducir drásticamente los errores en los angeles administración de medicamentos en su hospital.
· El director de atención al cliente que transformó a su compañía de una que ignoraba totalmente el servicio al cliente a ser una compañía definida por él.
En este convincente relato, los Heath reúnen décadas de investigación en los campos de psicología, sociología y negocios entre muchos otros, para explicar por qué cambiar es tan difícil y dar a conocer nuevas maneras de lograr cambios duraderos. Switch muestra que los cambios exitosos siguen un modelo, un modelo que puedes utilizar para lograr los cambios que tú quieras, tanto si tu interés se centra en cambiar el mundo como en cambiar tu cintura.
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Additional resources for Switch
Example text
Page 24 MYTH 11 Leaders Are an Endangered Species In a free-market economy, leaders have every chance not only to succeed but also to fail. It is no secret that the average tenure of the chief executives of Fortune 500 companies is well under five years. It is also true that most of these careers close with laudable retirement, not abysmal failure. For obvious reasons, however, the publicity that accompanies the decline of a business or political leader seems to make an indelible imprint on the public.
Those who forfeit their chances for leadership with this rationale are of course not alone. Indeed, entirely too much of the world at large has given it credibility over the years. But there is now a formidable and growing array of evidence to the contrary. The ascendancy of women in every profession, as heads of state, and even among some former bastions of male chauvinism has been one of the prime megatrends of the current century. In her recent book, Female Advantage, Sally Helgesen contrasts working patterns of the men and women she surveyed, as follows: Page 27 Men Women 1.
Only a few can remain for very long in limbo between these two opposite poles. S. presidents since 1960 makes the case very well. Only one of the last six, Gerald Ford, occupied the 40-to-60 percent mid-range of Gallup Poll popularity for more than twelve months. Each of the others-Reagan, Carter, Nixon, Johnson, and Kennedy-was either below 40 percent or above 60 percent for most of his tenure. No mythology at work here. The aspirant leader should heed this clear dichotomy between those who lead with the genuine acceptance of their followers and those who find themselves at the opposite end of the popularity axis.