Switch - acerca da mudança (parte II)

"Switch - How To Change Things When Change Is Hard"
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Eis o meu resumo da introdução do livro:
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"This is a book to help you change things.
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For anything to change, someone has to start acting differently.
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Ultimately, all change efforts boil down to the same mission: Can you get people to start behaving in a new way?
We know what you're thinking - people resist change. But
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In our lives, we embrace lots of big changes.
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So there are hard changes and easy changes. What distinguishes one from the other?
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For individuals' behavior to change, you've got to influence not only their environment but their hearts and minds.
The problem is this: Often the heart and mind disagree. Fervently.
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our emotional side is an Elephant and our rational side is its Rider. Perched atop the Elephant, the Rider holds the reins and seems to be the leader. But the Rider's control is precarious because the Rider is so small relative to the Elephant. Anytime the six-ton Elephant and the Rider disagree about which direction to go, the Rider is going to lose. He's completely overmatched.
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When Rider and Elephant disagree about which way to move, you've got a problem. The Rider can get his way temporarily - he can tug on the reins hard enough to get the Elephant to submit. (Anytime you use willpower you're doing exactly that.) But the Rider can't win a tug-of-war with a huge animal for long. He simply gets exhausted.
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psychologists have discovered that self-control is an exhaustible resource. It's like doing bench presses at the gym.
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Here's why this matters for change: When people try to change things, they're usually tinkering with behaviors that have become automatic, and changing those behaviors requires careful supervision by the Rider. The bigger the change you're suggesting, the more it will sap peoples's self-control.
And when people exhaust their self-control, what they're exhausting are the mental muscles needed to think creatively, to focus, to inhibit their impulses, and to persist in the face of frustration or failure. In other words, they're exhausting precisely the mental muscles needed to make a big change.
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If you want people to change, you must provide crustal-clear direction.
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What looks like resistance is often a lack of clarity.
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If you want people to change, you don't ask them to "act healthier." You say, "Next time you're in the dairy aisle of the grocery store, reach for a jug of 1% milk instead of whole milk."
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Now you've had a glimpse of the basic three-part framework we will unpack in this book, one that can guide you in any situation where you need to change behavior:

• DIRECT THE RIDER. What looks like resistance is often a lack of clarity. So provide crystal-clear direction...
• MOTIVATE THE ELEPHANT. What looks like laziness is often exhaustion. The Rider can't get his way by force for very long. So it's critical that you engage people's emotional side - get their Elephants on the path and cooperative...
• SHAPE THE PATH. What looks like a people problem is often a situation problem. We call the situation the "Path." When you shape the Path, you make change more likely, no matter what's happening with the Rider and Elephant."

Para exemplificar, os autores apresentam uma história, o livro está cheio de histórias saborosas:
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A história é a de Donald Berwick e a sua campanha para salvar 100 mil vidas nos hospitais.
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Para o Rider apresentou o alvo e 6 medidas concretas (não seiscentas, apenas 6... lembram-se da ministra da  Saúde a apresentar uma lista de medidas para poupar no sector?).
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Para motivar o Elephant trouxe o discurso e a presença de uma mãe que perdeu a filha por uma das medidas não estar em vigor.
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Para facilitar o Path pensou na entrada no projecto, nas instruções detalhadas, na formação, nos grupos de apoio, nos mentores, na pressão grupal (O outro hospital entrou, o seu não participa?).
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Continua.