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The Power of Habit

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Sandra Langdon

on 15 February 2013

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Transcript of The Power of Habit

Girls and Learning
The Power of Habit
Why We Do What We Do In Life and In Business

by Charles Duhigg Where to we go now? We've read Chapters 1 to 5.

let's see what we've learned Recapping what we've learned! Cue, routine, reward

The Basal ganglia –
a nub of neurological tissue deep inside the brain and close to the brain stem where older more primitive structures that control our automatic behaviour is central to recalling patterns and acting on them; it is where our habits are stored. Cravings power the habit loop; habits create neurological cravings

A habit only emerges once we begin to crave the reward when we see the cue

To overpower the habit, we must recognize which craving is driving the behaviour Chapter Two:
The Craving Brain - How We Create New Habits Chapter Six
The Power of a Crisis:
How Leaders Create Habits Through Accident and Design Did you know? When a habit emerges, the brain stops fully participating in decision making; learning the structure of the habit loop makes them easier to control and change Chapter Three:
The Golden RUle of Habit Change Habits are changed by inserting a new routine but keeping the cue and reward the same

Habits need time to take hold

Belief is needed to rework a habit loop into a permanent behaviour

For habits to permanently change, we must believe that change is feasible

Companies, organizations and communities can be shifted when habits are tended to Chapter Four:
Keystone Habits Keystone habits have to do with creating the right

In organizations, keystone habits open channels of communication e.g. the low-level employees suggesting siding paint and changes in consumer taste

Cultures grow out of keystone habits

Keystone habits transform organizations by creating cultures that make clear the values in the heat of a difficult decision or a moment of uncertainty we might otherwise forget Chapter Four:
Keystone Habits Keystone habits start a process that, over time, transform everything

They are hard to identify because you have to know where to look

They offer small wins that help other habits to flourish

By creating new structures they establish cultures where change becomes contagious Chapter One:
The Habit Loop Chapter Five:
Starbucks and the Habit of Success:
When Willpower Becomes Automatic Willpower is not a skill

It is a muscle, and it gets tired as it works harder so there is less power left over for other things

Starbucks has changed self discipline into an organizational habit

Starbucks trains its employees to manage stressful inflection points

Inflection points are anticipated points of difficulty such as physical pain in a rehabilitation program or any angry customer or colleague at work When students and employees have a sense of control, they bring more self-discipline, energy and focus to their work

Willpower is cultivated when a person has a sense of control over their experience;

It needs to feel like a choice Chapter Three
The Golden Rule of Habit Change

Cue - New Routine - Same Reward Chapter Five
Starbucks and the Habit of Success: When Willpower Becomes Automatic http://www.cbc.ca/undertheinfluence/popupaudio.html?clipIds=2331224472
Full transcript