How do you convince someone to change?
Whether you’re trying to get a team at work to change from Microsoft Office to Google Suite or trying to get your child to eliminate a bad habit, remember the people you want to change have two selves: a rational self and an emotional self.
The rational self is like a rider on top of a six‐ton elephant. The rational rider (the part that believes it “should” change) is at the mercy of the emotional elephant (the part that “doesn’t feel like” changing). If you’ve tried to start a new exercise habit but quit after three weeks because you don’t feel like going to the gym, you’ve felt the power of the elephant.
To convince someone to change their behavior, you need to do more than make a rational argument for change (i.e., convince the rider to change); you must motivate their inner emotional elephant to embrace change.
Switch examines why it is often difficult for people to switch their behavior, and how, by understanding the mind, it is possible to find shortcuts that make change easier. Through scientific studies and anecdotes, Switch provides simple yet effective tools for implementing changes.
Motivate the Elephant with a Sense of Progress
In 2004, a local car wash gave 300 loyalty cards to 300 random customers ‐ 150 loyalty cards required 8 stamps to earn a free car wash, and the other 150 loyalty cards required 10 stamps to earn a free car wash. The card with 10 required stamps, however, came with 2 free stamps. Both cards required the same effort to complete (8 car washes), but the loyalty card with 2 stamps motivated nearly twice as many people to return 8 times to earn their free car wash!
If you can make someone believe they’ve partially completed a change (like those 2 stamps did), you’ll increase the odds they’ll change. If you manage a team of designers who work on outdated design software, you’ll have a better chance at getting them to switch to a new software program if you show them how their skills on the existing software transfer to the new software, which moves them up the new software learning curve.
“That sense of progress is critical, because the Elephant in us is easily demoralized. It’s easily spooked, easily derailed, and for that reason, it needs reassurance, even for the very first step of the journey.” – Chip and Dan Heath
Motivate the Elephant with Identity Misalignment
In 1977, a 21‐year‐old college student named Paul Butler tried to save the St. Lucia parrot – a species of parrot on the verge of extinction that only existed on the Caribbean Island of St. Lucia. Many St. Lucians were poaching the bird and destroying the parrots’ natural habitat.
Butler hosted St. Lucia parrot puppet shows, distributed parrot T‐shirts, and recruited volunteers to dress up in parrot costumes and visit local schools in the hopes of making the St. Lucians aware and proud of their parrot. At every public event, Butler would say, “This parrot is ours. Nobody has this but us. We need to cherish it and look after it.”
More than 30 years after these change efforts, Butler reported there are more than 1000 St. Lucia Parrots on the island and, “no St. Lucian has been caught shooting a parrot for fifteen years.”
If you can help people see that they are not acting in alignment with who they say they are (St. Lucian’s weren’t acting like St. Lucians by killing their own bird), they’ll be motivated to change.
“How can you make your change a matter of identity rather than a matter of consequences?” – Chip and Dan Heath
Direct the Rider Through Change
If you motivate someone’s inner elephant to change, your work isn’t done. Now, you must direct the rider.
The rational rider loves to think, but the more time the rider’s left wondering, “What should I do next?” and “Am I doing this right?”, the more it pulls on the reins and walks the elephant around in circles, which quickly de‐motivates the elephant. Therefore, you need to eliminate ambiguity and give the rider explicit behaviors to execute. Think of facilitating change like programming a computer. If you don’t give the computer specific commands, you’ll receive an error.
“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.” – Chip and Dan Heath
Don’t simply tell your friend to “Go to the gym and exercise.” Instead, help him set up a detailed workout routine so that he knows exactly what exercises to do, at what weight, for a specific number of repetitions and sets. But only include critical decisions – decisions that might cause confusion and derail the change. Leave out trivial actions, like what to wear to the gym and what music to listen to at the gym.
When proposing a change, walk through the change in your mind to identify the key decision points and script explicit behaviors (i.e., “When you encounter _____, do this _____.” OR “If _____ happens, do _____.”). Eliminate points of confusion to increase the probability of change.
“The Elephant and the Rider”
Chip Heath and Dan Heath offer memorable metaphors and solid tactics for enabling successful change.
The co-authors of Made To Stick and The Power of Moments, professors Chip Heath and Dan Heath consult and speak worldwide about the psychology of decision-making, change, innovation and collaboration.
This book stands the test of time. Current findings in neuroscience, behavioral economics and decision science support the authors’ advice about change management.
Engage Logic and Feelings
The Heath brothers offer a memorable metaphor – “the Elephant and the Rider” – to explain the need to appeal to both emotions and logic when you want to motivate change. The Elephant represents your feelings; the Rider your rational thinking. Change advocates usually mistakenly focus on rationality. The Heaths offer a process for getting your Elephant on board and clearing the path for Rider and Elephant to work together. Their business classic remains a perceptive and applicable change management guide.
Other worthy business guides await in the Heath-osphere. Among them are Chip and Dan Heath’s Made to Stick, Power of Moments and Decisive and Dan Heath’s Upstream. John Kotter’s Leading Change provides sound guidance while offering strategies that parallel and bring richness to the Heaths’ approach.
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 of losing and begin to get into the habit of winning. – CHIP HEATH AND DAN HEATH
Here, the authors’ central theme is that to spark change and make it stick, you must appeal to people’s rational thinking and to their emotions, and you must reward small successes.
Path to Change
The Heaths remind you that people think rationally, but feel powerful emotions, which usually win out. Change requires syncing the interests of the thoughtful Rider and the emotional Elephant.
The Heaths emphasize that people do most things automatically, habitually and unconsciously. To get people to do things differently, you must shape their path.
Like most people, you battle to balance short-term pleasure against long-term gain. Your Rider, the Heaths explain, decides to get up before dawn to work out, but your Elephant doesn’t want to, so you hit the snooze button. The Rider can control the powerful Elephant only with great effort, and the Rider gets tired. The Heaths suggest never putting your Rider in situations that tempt your Elephant.
Failing is often the best way to learn, and because of that, early failure is a kind of necessary investment. – CHIP HEATH AND DAN HEATH
The authors recommend easing your Rider’s path by reducing the number of decisions it makes. Set clear goals and directions so your Rider saves energy. Tell a story and describe the reward at the end of the path. The Heaths urge you to focus on what people see and feel over what they analyze and think. The best way to engage the Elephant, they counsel, is to use narrative.
The authors caution that motivating people by helping them identify with a change won’t always suffice. People often adopt fixed mind-sets which lead them to fear failure or criticism if they try new things. To encourage growth mind-sets, the Heaths advise communicating candidly about the initial difficulties people may encounter and the probability they’ll make mistakes. Tell them they need to fail in order to learn. Describe the better future that awaits.
The Heaths leverage evidence from psychology as a central element of their change process. Recent neuroscience proves you can nudge – guide – people toward better behaviors and decisions. The authors assert that most people follow the crowd. Leverage this: When a large part of your team does things you like, make sure everyone knows about it.
In an emergency, the Heaths admit you might find yourself using fear to motivate change. Otherwise, they caution you to avoid the burning platform approach.
To change someone’s behavior, you’ve got to change that person’s situation. – CHIP HEATH AND DAN HEATH
The false notion that people won’t change until the ship is sinking led to a school of thought in which leaders scrambled for a threat on which to base their argument for change. The Heaths deplore that method and urge you to tap positive emotion to encourage creativity, lateral thinking and innovation. They recommend engaging the Elephant’s positive emotions.
Dan and Chip Heath have created an empire of business guides that have gained critical regard and endured because businesspeople, students and professors keep buying them – and for good reasons. The Heaths present their sometimes counterintuitive but always commonsense advice clearly and simply. They use no jargon. They ground their guidance in human nature as illuminated by psychology, sociology and applicable case studies, and they have a knack for useful, original metaphors that stick in the mind. Though this book was first published in 2010, nothing about their advice has dated. Some of it might ring familiar, but only because so many authors have synthesized and passed along what they learned from the Heaths.
About the author
CHIP HEATH is a professor at the Graduate School of Business at Stanford University. He lives in Los Gatos, California. DAN HEATH is a senior fellow at Duke University’s Center for the Advancement of Social Entrepreneurship (CASE). He lives in Raleigh, North Carolina. The Heath brothers are the bestselling authors of Made to Stick and Switch. They write a regular column in Fast Company magazine, and have appeared on Today, NPR’s Morning Edition, MSNBC, CNBC, and have been featured in Time, People and US News and World Report.
Chip Heath is a professor of organizational behavior at Stanford University, and his brother Dan Heath is a senior fellow at Duke University. They have co-authored two other bestsellers: Made to Stick and Decisive.
Marketing, Sales, Personal Development, Personal Growth, Business, Psychology, Self Help, Leadership, Management, Productivity, Education, Decision-Making and Problem Solving, Motivation, Personal Transformation, Change Management, Coping and Healing, Organizational Behavior, Self-Improvement, Self-Esteem
Table of Contents
1. Three Surprises About Change
DIRECT THE RIDER
2. Find the Bright Spots
3. Script the Critical Moves
4. Point to the Destination
MOTIVATE THE ELEPHANT
5. Find the Feeling
6. Shrink the Change
7. Grow Your People
SHAPE THE PATH
8. Tweak the Environment
9. Build Habits
10. Rally the Herd
11. Keep the Switch Going
How to Make a Switch
Recommendations for Additional Reading
Why is it so hard to make lasting changes in our companies, in our communities, and in our own lives?
The primary obstacle is a conflict that’s built into our brains, say Chip and Dan Heath, authors of the critically acclaimed bestseller Made to Stick. Psychologists have discovered that our minds are ruled by two different systems—the rational mind and the emotional mind—that compete for control. The rational mind wants a great beach body; the emotional mind wants that Oreo cookie. The rational mind wants to change something at work; the emotional mind loves the comfort of the existing routine. This tension can doom a change effort—but if it is overcome, change can come quickly.
In Switch, the Heaths show how everyday people—employees and managers, parents and nurses—have united both minds and, as a result, achieved dramatic results:
- The lowly medical interns who managed to defeat an entrenched, decades-old medical practice that was endangering patients.
- The home-organizing guru who developed a simple technique for overcoming the dread of housekeeping.
- The manager who transformed a lackadaisical customer-support team into service zealots by removing a standard tool of customer service
In a compelling, story-driven narrative, the Heaths bring together decades of counterintuitive research in psychology, sociology, and other fields to shed new light on how we can effect transformative change. Switch shows that successful changes follow a pattern, a pattern you can use to make the changes that matter to you, whether your interest is in changing the world or changing your waistline.
Chip Heath and Dan Heath on Switch: How to Change Things When Change Is Hard
“Change is hard.” “People hate change.” Those were two of the most common quotes we heard when we began to study change.
But it occurred to us that if people hate change, they have a funny way of showing it. Every iPhone sold serves as counter-evidence. So does every text message sent, every corporate merger finalized, every aluminum can recycled. And we haven’t even mentioned the biggest changes: Getting married. Having kids. (If people hate change, then having a kid is an awfully dumb decision.)
It puzzled us–why do some huge changes, like marriage, come joyously, while some trivial changes, like submitting an expense report on time, meet fierce resistance?
We found the answer in the research of some brilliant psychologists who’d discovered that people have two separate “systems” in their brains—a rational system and an emotional system. The rational system is a thoughtful, logical planner. The emotional system is, well, emotional—and impulsive and instinctual.
When these two systems are in alignment, change can come quickly and easily (as when a dreamy-eyed couple gets married). When they’re not, change can be grueling (as anyone who has struggled with a diet can attest).
In those situations where change is hard, is it possible to align the two systems? Is it possible to overcome our internal “schizophrenia” about change? We believe it is.
In our research, we studied people trying to make difficult changes: People fighting to lose weight and keep it off. Managers trying to overhaul an entrenched bureaucracy. Activists combatting seemingly intractable problems such as child malnutrition. They succeeded–and, to our surprise, we found striking similarities in the strategies they used. They seemed to share a similar game plan. We wanted, in Switch, to make that game plan available to everyone, in hopes that we could show people how to make the hard changes in life a little bit easier. –Chip and Dan Heath
The Heath brothers (coauthors of Made to Stick) address motivating employees, family members, and ourselves in their analysis of why we too often fear change. Change is not inherently frightening, but our ability to alter our habits can be complicated by the disjunction between our rational and irrational minds: the self that wants to be swimsuit-season ready and the self that acquiesces to another slice of cake anyway. The trick is to find the balance between our powerful drives and our reason. The authors’ lessons are backed up by anecdotes that deal with such things as new methods used to reform abusive parents, the revitalization of a dying South Dakota town, and the rebranding of megastore Target. Through these lively examples, the Heaths speak energetically and encouragingly on how to modify our behaviors and businesses. This clever discussion is an entertaining and educational must-read for executives and for ordinary citizens looking to get out of a rut. (Mar.) – Publishers Weekly
“Witty and instructive . . . The Heath brothers think that the sciences of human behavior can provide us with tools for making changes in our lives—tools that are more effective than ‘willpower,’ ‘leadership’ and other easier-said-than-done solutions. . . . For any effort at change to succeed, the Heaths argue, you have to ‘shape the path.’ With Switch they have shaped a path that leads in a most promising direction.”—The Wall Street Journal
“Using the terminology of University of Virginia psychologist Jonathan Haidt, the Heaths designate the emotional side of the mind as the Elephant and the rational side as the Rider. . . . Switch is crammed with stories . . . covering a number of fields to drive home the importance of using the strengths of both the Rider and the Elephant to make change happen. This could be a valuable read for the would-be change-makers of the Obama administration.”—Fort Worth Star-Telegram
“Whether you’re a manager, a parent or a civic leader, getting people to change can be tricky business. In Switch, brothers Chip and Dan Heath—authors of the bestselling Made to Stick—survey efforts to shape human behavior in search of what works. . . . Even when change isn’t easy, it’s often worth making.”—Time
“Dan and Chip Heath have done it again. . . . Any leader looking to create change in his organization need not look beyond this little book. It is packed with examples and hands-on tools that will get you moving right away. And it is really a fun read.”—Business Week
“Switch is a fantastic book. . . . Rather than just describing a problem or exposing why we make mistakes, the Heath brothers discuss why change is so hard, and then give a short list of concrete steps to follow. . . . It’s an inspiring book, to be sure, all the more so because it’s not just about changes that others have accomplished, but about how you can start some change yourself.”—Wired
“[Through] lively examples, the Heaths speak energetically and encouragingly on how to modify our behaviors and businesses. This clever discussion is an entertaining and educational must-read for executives and for ordinary citizens looking to get out of a rut.”—Publishers Weekly
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The Three Surprises About Change
One Saturday in 2000, some unsuspecting moviegoers showed up at a suburban theater in Chicago to catch a 1:05 P.M matinee of Mel Gibson’s action flick Payback. They were handed a soft drink and a free bucket of popcorn and asked to stick around after the movie to answer a few questions about the concession stand. These movie fans had unwittingly entered a study of irrational eating behavior.1
There was something unusual about the popcorn they received. It was wretched. In fact, it had been carefully engineered to be wretched. It’d been popped five days earlier and was so stale that it squeaked when you ate it. One moviegoer later compared it to Styrofoam packing peanuts, and two others, forgetting that they’d received the popcorn for free, demanded their money back.
Some of them got their free popcorn in a medium-sized bucket, and others got a large bucket–the sort of huge tub that looks like it might once have been an above-ground swimming pool. Everybody got their own individual bucket so there’d be no need to share. The researchers responsible for the study were interested in a simple question: Would the people with bigger buckets eat more?
Both buckets were designed to be so big that no one could finish their portion. So the actual research question was a bit more specific: Would somebody with a larger inexhaustible supply of popcorn eat more than someone with a smaller inexhaustible supply?
The sneaky researchers weighed the buckets before and after the movie, so they were able to measure precisely how much popcorn each person ate. The results were stunning: People with the large buckets ate 53 percent more popcorn than people with the medium size. That’s the equivalent of 173 more calories and approximately 21 extra hand-dips into the bucket.2
The author of the study, Brian Wansink, runs the Food and Brand Lab at Cornell University and he described the results in his book Mindless Eating: “We’ve run other popcorn studies, and the results were always the same, however we tweaked the details. It didn’t matter if our moviegoers were in Pennsylvania, Illinois, or Iowa, and it didn’t matter what kind of movie was showing; all of our popcorn studies led to the same conclusion. People eat more when you give them a bigger container. Period.”
No other theory explains the behavior. These people weren’t eating for pleasure. (The popcorn was so stale it squeaked!) They weren’t driven by a desire to “finish their portion.” (Both buckets were too big to finish.) It didn’t matter whether they were hungry or full. The equation is unyielding: Bigger container = more eating.
Best of all, people refused to believe the results. After the movie, the researchers told the moviegoers about the two bucket sizes and the findings of their past research. The researchers asked, do you think you ate more because of the larger size? The vast majority scoffed at the idea, saying things like, “Things like that don’t trick me,” or “I’m pretty good at knowing when I’m full.”
Imagine that someone showed you the data from this study but didn’t mention the bucket sizes. On your data summary, you’d see how much popcorn each person ate. You could quickly scan the results and see the differences–some people ate a little bit of popcorn, some ate a lot, and some seem determined to test the physical limits of the human stomach. Armed with a data set like that, you would have found it easy to jump to conclusions. Some people in the world are Reasonable Snackers and others are Big Gluttons.
A public health expert, studying that data alongside you, would likely get very worried about the Gluttons. We need to motivate these people to adopt healthier snacking behaviors! Let’s find ways to show them the health hazards of eating so much! And maybe we should approach state legislators about a Big Bucket Ban!
But wait a second. If you want people to eat less popcorn, the solution is pretty simple: Just give them smaller buckets. You don’t have to worry about their knowledge or their attitudes.
You can see how easy it would be to turn an easy change problem (shrinking people’s buckets) into a hard change problem (influencing people’s motivation or understanding, or changing the law). And that’s the first surprise about change: What looks like a people problem is often a situation problem.
This is a book to help you change things when change is hard. We’ll consider change at every level–individual, organizational, and societal. Maybe you want to help your brother beat his gambling addiction. Maybe you need your team at work to act more frugally because of market conditions. Maybe you wish more of your neighbors would bike to work.
Usually these topics are treated separately–there is “change management” advice for executives and “self-help advice” for individuals and “change the world” advice for activists. That’s a shame, because all change efforts have something in common: For anything to change, someone has to start acting differently. Your brother has got to stay out of the casino; your employees have got to start booking coach fares. 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 it’s not quite that easy. Babies are born every day to parents who, inexplicably, welcomed the change. Think about the sheer magnitude of that change! Such an idea would never fly in the work world: Would anyone agree to work for a boss who’d wake you up twice a night, screaming, for trivial administrative duties? And what if, every time you wore a new piece of clothing, the boss spit up on it? Yet people don’t resist this massive change–they volunteer for it.
Enormous changes are all around us, and they often come voluntarily–not just babies, but marriages and new homes and new technologies and new job duties. Meanwhile, other behaviors are maddeningly intractable. Smokers keep smoking and kids grow fatter and your husband can’t ever seem to get his dirty shirts into a hamper.
So there are hard changes and easy changes. What distinguishes one from the other? In this book, we’ll argue that successful changes share a common pattern–they require the leader of the change to do three things at once. We’ve already seen the first of those three things: To change someone’s behavior, you’ve got to change their situation.
The situation isn’t the whole game, of course. An alcoholic might go dry in rehab, but what happens when they leave? Your sales reps might be hyper-productive when the sales manager shadows them, but what happens afterward? For someone’s behavior to change, you’ve got to influence not just their environment but their hearts and minds. The trick is this: Often the heart and mind disagree. Fervently.
Consider the Clocky. It’s an alarm clock invited by an MIT student and now manufactured by Nanda Home. It’s no ordinary alarm clock–it has wheels. You set it at night and in the morning when the alarm goes off, it rolls off your nightstand and scurries around the room, forcing you to chase it down. Picture the scene: You’re crawling around the bedroom in your underwear, stalking and cursing a runaway clock.
Clocky ensures that you won’t snooze-button your way to disaster. And apparently that’s a common fear, since about 35,000 Clockys have sold, at $50 each, in its first 2 years on the market.
The success of this invention reveals a lot about our psychology. What it means, fundamentally, is that we are schizophrenic. Part of us–our rational side–wants to get up at 5:45 a.m., allowing plenty of time for a quick jog before we leave for the office. The other part of us–the emotional side–wakes up in the darkness of the early morning, snoozing inside a warm cocoon of sheets and blankets, and wants nothing in the world so much as a few more minutes of sleep. If, like us, your emotional side tends to win these internal debates, then you might be a potential Clocky customer. The beauty of the device is that it allows your rational side to outsmart your emotional side. It’s simply impossible to stay cuddled up under the covers when there’s a rogue alarm clock rolling around your room.
Let’s be blunt here: Clocky is not a product for a sane species. If Spock wants to get up at 5:45 a.m., he’ll just get up. No drama required.
Our built-in schizophrenia is a deeply weird thing, but we don’t think much about it, because we’re so used to it. When we kick off a new diet, we toss the Cheetohs and Oreos out of the pantry, because our rational side knows that when our emotional side gets a craving, there’s no hope of self-control. The only option is to remove the temptation altogether. (For the record, some MIT student will make a fortune designing Cheetohs that scurry away from people when they’re on a diet.)
The unavoidable conclusion is this: Your brain isn’t of one mind.
The conventional wisdom in psychology, in fact, is that our brains have two independent systems at work at all times. First, there’s what we called the emotional side. It’s the part of you that is instinctive, that feels pain and pleasure. Second, there’s the rational side, also known as the reflective or conscious system. It’s the part of you that deliberates and analyzes and looks into the future.
Psychologists have learned a lot about these two systems in the past few decades, but of course mankind has always been aware of the tension. Plato said that in our heads we’ve got a rational charioteer who has to rein in an unruly horse who “barely yields to horsewhip and goad combined.” Freud wrote of the selfish id and the conscientious superego (and the ego who mediates between them). More recently behavioral economists have dubbed the two systems the Planner and the Doer.
But, to us, the duo’s tension was captured best by an analogy used by the University of Virginia psychologist Jonathan Haidt in his wonderful book The Happiness Hypothesis. Haidt said that our emotional side is an Elephant, and our rational side is its Rider. The Rider, perched atop the Elephant, holds the reins and seems to be the leader. The Rider’s control is precarious, though, because he’s so tiny relative to the Elephant. Anytime the 6-ton Elephant disagrees with the direction, the Rider is going to lose. He’s completely overmatched.
Most of us are all too familiar with situations where the Elephant overpowers our Rider. You’ve experienced this if you’ve ever: slept in, overeaten, dialed up your ex at midnight, procrastinated a report, tried to quit smoking and failed, skipped the gym, gotten angry and said something you regretted, abandoned your Spanish or jitterbug or piano lessons, refused to speak up in a meeting because you were scared, etc. Good thing no one is keeping score.
So the weakness of the Elephant, our emotional and instinctive side, is clear: It is lazy and skittish, often looking for the quick payoff (ice cream cone) over the long-term payoff (being thin). When change efforts fail, it’s usually the Elephant’s fault, since the kinds of change we want typically involve short-term sacrifices for long-term payoffs. (We cut back on expenses today to yield a better balance sheet next year. We avoid ice cream today for a better body next year.) Changes often fail because the Rider simply can’t keep the Elephant on the road long enough to reach the destination.
The Elephant’s weakness–the hunger for short-term _payoffs–is the mirror image of the Rider’s strength, which is the ability to think long-term, to plan, to think beyond the moment. (All those things that your pet can’t do.)
But what may surprise you is that the Elephant also has enormous strengths and that the Rider has crippling weaknesses. The Elephant isn’t always the bad guy. Emotion is the Elephant’s turf–love and compassion and sympathy and loyalty. That fierce instinct you have to protect your kids against harm–that’s the Elephant. That spine-stiffening you feel when you need to stand up for yourself–that’s the Elephant.
Just as important, the Elephant is the one who gets things done. To make progress toward a goal, whether it’s noble or crass, requires the energy and drive of the Elephant. This strength is the mirror image of the Rider’s great weakness: spinning his wheels. The Rider tends to over-analyze and overthink things. If you’ve ever met someone who can agonize for 20 minutes about what to eat for dinner, or if you’ve had a manager who could brainstorm about new ideas for hours but never seemed to get around to doing anything, you’ve met the Rider.
The challenge of a change agent is to appeal to both. If you reach the Riders of your team but not the Elephants, they’ll have understanding without motivation. If you reach their Elephants but not their Riders, they’ll have passion without direction. In both cases, their flaws can be paralyzing–a reluctant Elephant and a wheel-spinning Rider can both ensure that nothing changes. But when they are moving together, change can come easily.
It’s not easy to achieve balance between the Rider and the Elephant, because change creates tension between them. When we change, we abandon behaviors that are comfortable and automatic in favor of new behaviors that are less familiar. Because they are less familiar, they require careful supervision by the Rider, who must lead the Elephant down an unfamiliar trail. Think of how we feel “on guard” when meeting new people, as compared with our effortless interactions with old friends. One set of behaviors is conscious and stage-managed (“Soooo nice to meet you!”) and the other is natural, unconscious. When we change, we replace unconscious behaviors with conscious ones, and that can be exhausting. To see what we mean, we want to invite you to participate in a famous psychology experiment called the Stroop Test.
The Stroop Test is simple enough: On the next page, you’re going to see a list of words. (Please note–the color version of the test will only appear in the finished book. To see the test in color, go to https://www.madetostick.com/resources/stroop.pdf.) Your job is simply to say, aloud, the color of each word in the list. For instance, if you saw these three words_._._._
._._._you’d say, “Black, Black, Black,” since all three are printed in black ink. (Please do say the words aloud to get the full effect. If you’re in public, people will just think you’re talking on a really, really tiny cell phone.) Flip the page when you’re ready.
STOP GO DOG
FISH FROG JUICE
GREEN RED BLACK
BLUE GREEN ORANGE
RED BLACK GREEN
GREEN BLUE BLACK
RED GREEN BLUE
GREEN RED ORANGE
BLUE RED BLUE
It felt pretty easy at first, didn’t it? When the word and the color were the same, it was effortless. But then came the roadblock–the word “GREEN,” which was printed in orange. Suddenly, your progress slowed.
People who take the Stroop Test perform pretty consistently. Once they hit that first roadblock, their answer speed is essentially cut in half. That’s because a behavior that was automatic suddenly becomes conscious. When you hit the orange-colored word “GREEN,” your brain calls a supervisor on duty, whose job is to examine each word carefully and separate GREEN-the-Word from Orange-Its-Color and serve up the word “Orange” to your lips.
Notice something remarkable: Your 3-year-old son or nephew, who can’t read, could easily outperform you on this test, because he wouldn’t have to call a supervisor. (Indeed, you’d do well if you took the Stroop Test in Chinese–you wouldn’t recognize the symbols, so they couldn’t throw you off.)