Incomodar os incumbentes preguiçosos...

Esta estória é deliciosa. Como um novato, fazendo uso de um diferente modelo de negócio, fazendo uso do marketing, incomodou um incumbente estabelecido e adormecido. 

"Figs Inc. has fashioned itself as the Warby Parker of medical uniforms, using advertising splashed on subways and billboards to sell its form-fitting scrubs directly to nurses and doctors.

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Careismatic Brands, a leader in medical apparel with brands of scrubs like Cherokee and Dickies, has pursued litigation against Figs since 2019, saying the smaller company has misled health-care workers with boasts about how its products help keep them safe.

Figs’s advertising and social-media presence look more like those of a fashion brand than a medical-apparel maker, including sometimes irreverent videos and images of people wearing Figs while getting out of helicopters, skiing, and skateboarding. Its online-sales model, aimed at selling directly to medical professionals, contrasts with Careismatic’s heavy reliance on bricks-and-mortar retailers. 

Careismatic, previously known as Strategic Partners Inc., has asked a federal judge in Riverside, Calif., to issue an injunction requiring Figs to publicly renounce some marketing claims, including that its scrubs kill bacteria and infection on contact, repel liquids and reduce hospital-acquired infections by 66%.

Startups increasingly have to prepare for legal challenges from the industry they are trying to disrupt, said Arun Sundararajan, a business professor at New York University. Starting with the rise of Uber and Airbnb, “The incumbents chose regulation and litigation to try to push them back,” he said, a strategy that has been replicated.

Los Angeles-based Careismatic, founded in 1995, sells some products directly to consumers but also relies on partnerships with thousands of retail stores, many independently owned. Emails included in Figs’s latest filings show several retail partners emailing Careismatic executives with concerns about Figs’s business model and products.

“We need ‘Figs-like’ material as fast as you can create it,” wrote one Kentucky retailer in February 2018, the filings show.

The global medical-uniform market is worth an estimated $66 billion annually, with $11 billion in the U.S., according to a recent report on Figs from investment bank Piper Sandler. Citing estimates from Forbes, the report put Careismatic’s annual revenue at $700 million and Figs’s at $250 million.

Since filing its first lawsuit in February 2019, Careismatic has amended its claims a number of times and filed similar actions in state and federal court. In addition to challenging the marketing claims, it questions whether Figs donated a pair of scrubs for every pair sold, as it purported to do for many years.

Ms. Spear said she and Ms. Hasson, who has a background in fashion, started Figs because they saw a staid industry with room for innovation. Most health-care professionals have to buy their own uniforms, and most options were boxy, scratchy scrubs sold at medical-supply stores alongside wheelchairs and bedpans, Ms. Spear said. Figs developed a slimmer-fitting version in a range of colors using an antimicrobial fabric, costing about twice as much as some competitors’ scrubs."

Trechos retirados de "Figs Fights Lawsuit Over Scrubs Ads"

Pensar com os pés assentes na terra

No caderno de Economia do semanário Expresso deste fim de semana, no meio do artigo "As quatro vidas da Fitor: De estrela da Bolsa a 20 empregados" destaco dois trechos:

O primeiro porque contrasta com a leviandade dos políticos na torrefacção de dinheiro impostado e segue um exemplo tão comum nas PME com que trabalho: prudência. Como não recordar a America Latina Logística e a sua regra nº 4. Gente que não está de turno só até à próxima eleição pensa com os pés assentes na terra.

O segundo porque é mais um exemplo da pregação deste anónimo da província:

"abandonar as referências mais básicas, [Moi ici: As que vendem pelo preço e requerem o custo mais baixo] estar atento às tendências do mercado e apostar numa oferta com mais valor acrescentado, [Moi ici: Subir na escala de valor. What else?]"

Uma sugestão

A propósito desta notícia "Indústria gráfica pede “ajuda externa” ao calçado":

"A associação das empresas gráficas e de transformação do papel está a desenhar a estratégia de internacionalização de um sector que actualmente apenas exporta directamente um quinto da produção anual.
A Associação Portuguesa das Indústrias Gráficas, de Comunicação Visual e Transformadoras do Papel (Apigraf) pediu ajuda à congénere do calçado (Apiccaps)..."

Acho bem que peçam ajuda a quem pode dar umas dicas sobre marketing e internacionalização.
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No entanto, não deixaria de apostar em aprender com os "bright spots" e a "positive deviance" do sector. Recordar "Switch - acerca da mudança (parte III)". O que é que as empresas que exportam os 20% da produção anual, podem ensinar aos colegas de sector?
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Que mercados?
Que feiras?
Que serviços?
Como começaram?
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Medo da concorrência?
Se têm medo da concorrência ainda não estão preparados para o salto. O negócio não é a competição pelo preço num jogo de soma nula, o negócio é seduzir clientes e desenvolver relações duradouras.

Deseconomias de escala

Neste blogue é comum o voto de confiança num futuro onde as PMEs, por serem mais ágeis, mais disponíveis para a interacção e mais concentradas em tribos, podem ter sucesso.

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Enquanto que aqui pregamos a importância da eficácia, da proximidade, da simplicidade, do contacto humano; os economistas, da esquerda à direita-socialista, todos os dias colocam oferendas na comunicação social ao Grandes Deus da Eficiência.

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A crença na eficiência leva ao exagero do eficientismo, à aposta em mega-organizações, para tirar partido da escala e do volume. Por aqui, no blogue, chamamos a tudo isso: treta!!!

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Vejo exemplos dessa treta quando o meu filho me conta que quando acaba um marcador na escola, quem vem trazer um novo, traz 3 ou 4 porque o mais certo é 2 ou 3 deles não terem tinta... pudera, a escola comprou-os num concurso onde tem de fazer a encomenda ao que apresenta a cotação mais baixa ainda que esteja a vender lixo.

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Adiante, há anos, quando li "Switch" dos irmão Heath fixei este caso:

"Kelman, a professor of public management at Harvard University's Kennedy School of Government, got a call from the Clinton administration in 1993, asking him to lead the Office of Federal Procurement Policy (OFPP). As the head of OFPp, he would be responsible for reforming the government's procurement efforts. Procurement is the process by which people buy things, and the government does a lot of procuring. In 2003, it spent $320 billion on purchases of discretionary goods and services, a figure that includes everything from paper clips to helicopters for the National Park Service.
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There were lots of problems with procurement. Over the years, the government had established many protocols and protections to prevent abuses of various kinds. There were good intentions behind these protections, but as they built up, layer upon layer, they began to cause more harm than the abuses they'd been designed to prevent. For instance, when making purchase decisions, procurement officials could not use evidence of vendors' "past performance."
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One day, a conversation with a government employee sparked an idea. The employee told Kelman that when she needed simple, inexpensive items, such as a few computer disks, the procurement rules made it impossible for her to walk to the computer superstore across the street and buy them. She found this limitation was infuriating. Kelman spotted an opportunity. He went to the senior procurement executives and issued a challenge: I want you to double your agency's use ofgovernment credit cards over the next year."

Kelman com esta medida, conjugada com a medida de ter em conta a "past performance" conseguiu:

"Five years later, in an internal survey, 70 percent of frontline employees said that they were proponents of procurement reform. Five years later, in an internal survey, 70 percent of frontline employees said that they were proponents of procurement reform. The Brookings Institution, a well-respected think tank, published a study in 1 998 that graded the success of various "reinventing government" initiatives attempted over the previous eight years. Kelman's procurement reform was the only initiative that earned an ''A.'' A single guy had managed to come in and catalyze a big change in the federal government."

Escrevo tudo isto por causa disto "Saving money by doing the right thing: Why ‘local by default’ must replace ‘diseconomies of scale’":

"the underlying assumption, that the difficulties facing public services will be met through scale and standardisation, is not being challenged.
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This report presents a counter view. We argue that scale and standardisation are the problem, not the solution. (Moi ici: Pois, Mega-hospitais, por exemplo)
As the report sets out, far too many public service systems ‘assess rather than understand; transact rather than build relationships; refer on rather than take responsibility; prescribe packages of activity rather than take the time to understand what improves a life’.
The result is that the problems people face are not resolved, that public services generate ever more ‘failure demand’, that resources are diverted to unproductive ends, and that costs are driven ever upwards.
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This report shows why public sector organisations fail to meet people’s needs and why demand is rising. The two main causes, discovered empirically in the studies, are the belief in ‘economies of scale’ and the belief in the standardisation of services. Together, these beliefs prevent organisations from understanding and meeting people’s needs."

Recordar:

• "Os egos institucionais são demasiado fortes..." (Fevereiro 2013)
•  "Fazer escolhas" (Abril 2012)

Há sempre uma alternativa.

A propósito destes artigos:

• "CP precisa de 750 milhões de euros e tem o mercado financeiro fechado" (Os gráficos são eloquentes sobretudo ao revelarem a diferença entre os custos operacionais e as receitas)
• "Metro do Porto sem dinheiro lança SOS ao Governo"

Recomendo aos responsáveis o estudo do caso da hoje denominada America Latina Logistica (ALL)

De uma situação inicial caótica, de uma autêntica wicked mess e, no entanto, bastaram quatro regras para em 2 anos se passar de uma perda líquida de 80 milhões de reais em 1998, para um lucro de 24 milhões de reais em 2000.

Nunca se está condenado ao fracasso, há é que mudar a mente: passar do modo "aguentar o barco, manutenção do status-quo"; para o modo "há uma solução, começamos a fazer isto e isto e, por causa disso, vai acontecer isto e isto e gerar-se este ciclo positivo que a cada volta percorrida vai reduzir a pressão."

O desafio da mudança

Actualmente ando a desenvolver um trabalho numa empresa que para produzir resultados vai ter de se traduzir em mudanças nos comportamentos diários dos operários.
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É um desafio medonho:

• como se muda uma cultura?  
• como se introduzem novos hábitos?
• como se ...

Impressionante mesmo é a prática corrente para resolver estes desafios. Conseguem adivinhar qual é?

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Uma acção de formação com uns powerpoints!!! Andragogia? O que é isso?

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Umas instruções de trabalho para operários!!! Um dossiê com 15 instruções de trabalho e cada uma com 17 a 25 páginas.

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É uma verdadeira loucura.

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Para reforçar estes mecanismos: auditorias internas!!!

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Este artigo, na senda de "Switch", "“That’s the Way We (Used to) Do Things Around Here”" aborda alternativas que parecem fazer muito mais sentido:
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"Step 1: Recognize the Need for Change
“Every organization wants to be in a groove,” says venture capitalist Jeff Stiefler. “But no one wants to be in a rut. The problem is when grooves become ruts. The key is to be able to recognize when you’re in a rut and then [figure out] how to get out of it.”
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That’s the essence of this first step, which is particularly important for leaders of a change initiative. You cannot expect others to reflect on their behavior if you have not started to look dispassionately at yourself and to recognize where you need to change. After all, you are one of those responsible for painting a positive vision of the future, articulating the new possibilities in the collective mind, and calming the sense of upheaval. Your behavior therefore gives employees a highly charged impression of the changes you espouse, directly affecting many circuits of the brain." (Moi ici: O exemplo da gestão de topo é fundamental: qualquer subordinado é o melhor estudioso do comportamento do seu chefe)
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"At a group level, the recognition step involves bringing a group of self-aware people together to talk about the possibilities for change, with the premise that the current approach — “the way we do things around here” — cannot continue." (Moi ici: BTW, nós por cá como país ainda não iniciamos este primeiro passo)
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"Step 2: Relabel Your Reactions
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By relabeling these thoughts, you can break the cycle of rumination, emphasizing that these thoughts are driven, not by some external factor, but by the patterns in the brain itself.
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Relabeling means giving a new name to something, and though the idea of applying a mental label may seem simple, it has often been shown to have the power to calm emotions and engage the rational centers of the brain.
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Step 3: Reflect on Your Expectations and Values
In this step, you set out the nature of the new conditions you believe you can create. You replace old expectations with a new image of the desired state you are trying to achieve. In management circles, this is known as a vision. But unlike some corporate vision exercises, the reflection in this step must result in something specific, tangible, and desirable enough to capture people’s attention.
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“Our good leaders are those who focus on others, give undivided attention, and build trust. Leaders can either give energy to people or drain energy from people.”
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In this reflection, the company uses the expectation of better conditions as an effective tool for reinforcing productive neural patterns.
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suggest that effectively communicating that “things will feel better if we change” can produce a powerful range of assuaging reactions.
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Step 4: Refocus Your Behavior
In this stage, you bring your habits in line with your goals. You identify the practices you need to follow and begin to set them in motion.
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The refocusing step provides the most powerful change of the entire sequence: It has the greatest impact on the prefrontal cortex, where new behaviors must be processed and integrated into complex response patterns. When people focus repeatedly and bring this part of the brain into play, their new neuronal connections can become stabilized by attention density and the quantum Zeno effect; as a result, a more productive set of brain functions are put into play, and the potential for developing new action repertoires is established. This is often experienced as having one’s beliefs open up, and as becoming more capable and productive. When practiced regularly and consistently, the change rewires the basal ganglia and becomes a set of adaptive new habits.
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Step 5: Respond with Repetition
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It takes discipline to develop new habits; they feel difficult at first. Once again, if you are a leader, your behavior makes all the difference. Other people closely watch what you say, what you do, and where you pay attention. Of course, leading requires a high level of self-awareness, which is one reason the recognition step (step 1) is so important." (Moi ici: BTW, fazer o paralelismo para o país e para os gastos do Estado)

Switch - acerca da mudança (parte VII)

Muitas vezes a dimensão da mudança necessária é tão grande que só de pensar nela... há o risco de desmoralizar e desistir.
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Uma das tácticas que se pode seguir é a de transformar uma grande mudança numa sequência de pequenas mudanças que originam uma torrente de pequenas vitórias: aqui e aqui.
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Chip e Dan Heath no livro Switch chamam a esta técnica "Shrink the Change":
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"One way to shrink change, then, is to limit the investment you're asking for ... Another way to shrink change is to think of small wins - milestones that are within reach.
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You can't count on these milestones to occur naturally. To motivate change, you've got to plan for them.
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When you engineer early successes, what you're really doing is engineering hope. Hope is precious to a change effort. It's Elephant fuel.
Once people are on the path and making progress, it's important to make their advances visible. With some kinds of change, such as weight loss, progress is easy to measure-people can step on a scale. Unfortunately, there's no off-the-shelf scale for "new-product innovation" or "reduced carbon impact." Where do you find a yardstick that can measure the kind of changes you're leading?
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When you set small visible goals, and people achieve them, they start to get it into their heads that they can succeed They break the habit oflosing and begin to get into the habit of winning.
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Small targets lead to small victories, and small victories can often trigger a positive spiral of behavior."

Switch - acerca da mudança (parte VII)

No livro Switch, descobri a história da America Latina Logistica, inicialmente Rede do Sul ou algo assim parecido.
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"In 1 995, Brazilian president Fernando Henrique Cardoso decided to privatize Brazil's railroads.
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A private firm, GP Investimentos Limited, decided to bid for the branch known as the "southern line," which ran through Brazil's three southernmost states. GP was high bidder in the auction in December 1 996. After an interim period of management, the firm put one of its own executives, Alexandre Behring, in charge of the company, which was later renamed America Latina Logistica (ALL). When Behring took charge, he was in his early 30s-just four years out of business school.
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Behring didn't have much to work with. ALL had only 30 million Brazilian reals in cash on its balance sheet. At one of Behring's first meetings, a mid-level manager beseeched him for 5 million reals to repair a single bridge. Though sympathetic, Behring knew that fixing everything that was broken would require hundreds of millions of reals. The needs were profound, but he faced an unyielding constraint: ALLS depleted bank account.
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The railroad purchased by GP was in chaos, and when Behring and his team took charge, with new personnel and new priorities, more chaos was whipped into the preexisting chaos. The resulting decision paralysis should have been inescapable. And it likely would have been if Behring hadn't made clear exactly what needed to be done.
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His top priority was to lift ALL out of its precarious, cashstrapped financial state. To accomplish this, he and his 35-yearold CFO, Duilio Calciolari, developed four rules to govern the company's investments:

• Rule 1 : Money would be invested only in projects that would allow ALL to earn more revenue in the short term. 
• Rule 2: The best solution to any problem was the one that would cost the least money up front--even if it ended up costing more in the long term, and even if it was a lower-quality solution. 
• Rule 3: Options that would fix a problem quickly were preferred to slower options that would provide superior long-term fixes. 
• Rule 4: Reusing or recycling existing materials was better than acquiring new materials.

The four rules were clear: ( 1 ) Unblock revenue. (2) Minimize up-front cash. (3) Faster is better than best. (4) Use what you've got. These rules, taken together, ensured that cash wouldn't be consumed unless it was being used as bait for more cash. Spend a little, make a little more.
This is what we mean by "scripting" the critical moves.
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Situação inicial caótica, uma autêntica wicked mess e, no entanto, bastaram quatro regras para em 2 anos se passar de uma perda líquida de 80 milhões de reais em 1998, para um lucro de 24 milhões de reais em 2000.
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Conseguem imaginar meia-dúzia de regras para rebentar as comportas que impedem a explosão da nossa capacidade de criar riqueza?

Switch - acerca da mudança (parte VI)

Há dias, enquanto trabalhava no escritório do sótão de casa, ouvia na televisão numa outra sala uma publicidade institucional a incitar as mulheres a precaverem-se contra o cancro da mama.

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Os fumadores compram os maços de tabaco com mensagens informando-os acerca dos malefícios do tabaco.

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Na quarta-feira ao final da tarde em Coimbra, na zona do Vale das Flores, reparei nuns cartazes incitando as crianças a comerem comida saudável.

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Julgo que estes exemplos são representativos do que pretendo transmitir: somos inundados e bombardeados por mensagens que nos pedem para:

• ·         Vigiar a saúde do nosso corpo;
• ·         Levar uma vida saudável;
• ·         Comer comida saudável;
• ·         Não fumar;
• ·         Segregar resíduos;
• ·         Usar transportes públicos;
• ·         Reduzir custos da empresa;
• ·         Melhorar a qualidade;
• ·         …

Qual o sucesso destas mensagens?

Como o sucesso é quase nulo, e como a intenção é boa, a consequência é que na próxima, a frequência de mensagens vai ainda aumentar mais… sem resultados!!!

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Chip & Dan Heath no livro “Switch – How to Change Things When Change is Hard” ajudam a explicar o fenómeno:

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“Self-control is an exhaustible resource”

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Quando somos sujeitos a uma catadupa de decisões, de opções, podemos ficar exaustos e ser invadidos por uma “decision paralysis”:

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“Decisions are the Rider's turf, and because they require careful supervision and self-control, they tax the Rider's strength. … The more choices the Rider is offered, the more exhausted the Rider gets. Have you ever noticed that shopping is a lot more tiring than other kinds of light activity? Now you know why - it's all those choices. This is important, because we encounter excess choice all around us.

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The status quo feels comfortable and steady because much of the choice has been squeezed out. You have your routines, your ways of doing things. For most of your day, the Rider is on autopilot.

But in times of change, autopilot doesn't work anymore, choices suddenly proliferate, and autopilot habits become unfamiliar decisions.

When you're on a diet, the habitual daily trip for Nachos Bell Grande is disqualified, and in its place is left a decision. When you've got a new manager, the way you communicate stops being second nature and starts being a choice.

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Change brings new choices that create uncertainty. Let's be clear: It's not only options that yield decision paralysis-like picking one donut from 100 flavors. Ambiguity does, too. In times of change, you may not know what options are available. And this uncertainty leads to decision paralysis as surely as a table with 24 jams.

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Ambiguity is exhausting to the Rider, because the Rider is tugging on the reins of the Elephant, trying to direct the Elephant down a new path. But when the road is uncertain, the Elephant will insist on taking the default path, the most familiar path, just as the doctors did. Why? Because uncertainty makes the Elephant anxious. (Think of how, in an unfamiliar place, you

gravitate toward a familiar face.) And that's why decision paralysis can be deadly for change-because the most familiar path is always the status quo.

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Many leaders pride themselves on setting high-level direction: I'll set the vision and stay out of the details. It's true that a compelling vision is critical …. But it's not enough. Big-picture, hands-off leadership isn't likely to work in a change situation, because the hardest part of change-the paralyzing part-is precisely in the details.

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Ambiguity is the enemy. Any successful change requires a translation of ambiguous goals into concrete behaviors. In short, to make a switch, you need to script the critical moves.”.

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BTW, cada vez mais estou a começar as acções de formação que animo pelo fim, com exemplos do que é algo a funcionar.

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Por exemplo, posso dar uma acção de formação sobre processos e a abordagem por processos, e listar toda uma série de boas-práticas a seguir, mas se não houver um, dois exemplos... torna-se muito mais difícil passar a mensagem. Assim, as pessoas vêem, criticam, apreciam uma coisa concreta e não uma ideia abstracta.

Switch - acerca da mudança (parte V)

“relatively small changes had a big impact on a big problem. There is a clear asymmetry between the scale of the problem and the scale of the solution. Big problem, small solution.

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This is a theme you will see again and again. Big problems are rarely solved with commensurately big solutions. lnstead, they are most often solved by a sequence of small solutions, sometimes over weeks, sometimes over decades. And this asymmetry is why the Rider's predilection for analysis can backfire so easily. W hen the Rider analyzes a problem, he seeks a solution that befits the scale of it. If the Rider spots a hole, he wants to fill it, and if he's got a round hole with a 24-inch diameter, he's gonna go looking for a 24-inch peg. But that mental model is wrong.

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For instance, in analyzing malnutrition in Vietnam, the experts had exhaustively analyzed all the big systemic forces that were responsible for it: lack of sanitation, poverty, ignorance, lack of water. No doubt they also concocted big systemic plans to address those forces. But that was fantasy. No one, other than Sternin, thought to ask, "What's working right now?"

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To pursue bright spots is to ask the question "What's working, and how can we do more of it?" Sounds simple, doesn't it? Yet, in the real world, this obvious question is almost never asked.

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Instead, the question we ask is more problem focused: "What's broken, and how do we fix it?"

É isto que aprecio, por exemplo, quando aplico esta metodologia,   pois as acções são cirúrgicas e têm um efeito multiplicador virtuoso no sistema.

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Basta pensar na nossa situação económica e em vez de apoios, em vez de programas complexos, benesses ficais para atrair os pins, perguntar: por que é que algumas PMEs têm sucesso? O que pode ser aprendido e generalizado nesses casos? Como se pode multiplicar a criação de mais PMEs que sigam essas lições?

Switch - acerca da mudança (parte IV)

Outra técnica que Chip & Dan Heath apresentam, no âmbito do capítulo "Find the Bright Spots", chama-se "Solution focused brief therapy":
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"Solution focused work can be seen as a way of working that focuses exclusively or predominantly at two things. 1) Supporting people to explore their preferred futures. 2) Exploring when, where, with whom and how pieces of that preferred future are already happening. While this is often done using a social constructionist perspective the approach is practical and can be achieved with no specific theoretical framework beyond the intention to keep as close as possible to these two things."
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Em vez de perder tempo na arqueologia que procura explicar por que temos o desempenho ou a vida actual, concentremo-nos nos momentos futuros desejados que já acontecem na nossa vida.
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Por exemplo, um aluno que é sistematicamente expulso das salas de aula tem um comportamento ligeiramente diferente com um dado professor. Porquê?
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Switch - acerca da mudança (parte III)

O segundo capítulo do livro "Switch - How To Change Things When Change Is Hard" chama-se "Find the Bright Spots".
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Quando é preciso melhorar o desempenho de uma equipa de vendas, quando é preciso reduzir o tempo de paragem por avaria de um conjunto de máquinas, quando ... 
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uma possibilidade passa por, em vez de desencantar soluções mirabolantes, estudar a dispersão de resultados usando, por exemplo, um histograma e, seleccionar os "bright spots", isolar aqueles que têm melhor desempenho, para, depois, os estudar e perceber o que fazem de diferente. E, então, procurar alastrar essas práticas.
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Para exemplificar esta metodologia, Chip e Dan Heath, contam a história de Jerry Sternin, um americano que nos anos 90, recorrendo aos "bright spots" ajudou a reduzir fortemente a fome no Vietnam.
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Esta entrevista a Jerry Sternin "Positive Deviant" conta a metodologia seguida. 
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Este artigo na Wikipedia explica o que é a Positive Deviance.
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Continua.

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.

Switch - acerca da mudança (parte I)

Logo à noite, durante o meu jogging, devo terminar a audição de um livro sobre a MUDANÇA.
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"Switch - How to Change Things When Change is Hard" de Chip & Dan Heath, os mesmos que escreveram "Made to Stick"
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O livro é um must, MUST read!!!
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Os autores usam uma imagem para lidar com o tema da mudança. Pensar em mudança é pensar num trio:

• o cornaca (o condutor do elefante);
• o elefante; e
• o caminho

O cornaca representa o nosso lado racional. É preciso, temos de mudar por causa desta razão e daquela. Por exemplo: É preciso ter uma alimentação mais saudável.

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O elefante representa a motivação para a mudança. O cornaca pode tentar, racionalmente, convencer o elefante a agir de certa forma durante algum tempo... pouco, pois o auto-controlo não é inesgotável. Se o elefante não estiver motivado para a mudança... o cornaca não tem hipótese de o controlar ponto.
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Por exemplo: para quem está afundado em dívidas e entrou num programa de mudança de comportamento, podíamos pensar que se deviam pagar primeiro as dívidas maiores ou as que têm uma taxa de juro superior... só que o problema do endividado não é a matemática é a motivação, assim, os mais bem sucedidos a resolverem o seu problema de endividamento são os que vão eliminando as dívidas da lista, começando pelas mais pequenas... 

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Por fim, o caminho. Para facilitar a mudança há que preparar o caminho para que ela ocorra, há que preparar as instruções que a facilitem.

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50% dos soldados americanos no Vietnam eram viciados em drogas. 

Quando regressavam da guerra, ao fim de 1 ano, sem tratamentos, apenas 1% se mantinha viciado (a mesma taxa da população em geral)... bastava mudar o ambiente que os rodeava.

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A forma mais rápida, simples e económica de emagrecer... usar pratos mais pequenos!!!

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O livro está dividido em 3 partes:

• Direct the rider (dirigido ao cornaca);
• Motivate the elephant;
• Shape the path.

Na sequência desta audição e pelas referências feitas, a minha próxima audição já foi recolhida na internet Mindset, um livro sobre o tratamento do cérebro como um músculo, um órgão que precisa de ser exercitado.

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Voltando ao livro Switch, vou procurar listar aqui algumas frases que ficaram a ressoar dentro de mim.

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Continua.