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Chip Heath QUOTES

Chip Heath QUOTES

1 " Once we know something, we find it hard to imagine what it was like not to know it. "

― Chip Heath , Made to Stick: Why Some Ideas Survive and Others Die

2 " Anger prepares us to fight and fear prepares us to flee. "

― Chip Heath , Made to Stick: Why Some Ideas Survive and Others Die

3 " The first problem of communication is getting people's attention. "

― Chip Heath , Made to Stick: Why Some Ideas Survive and Others Die

4 " People tend to overuse any idea or concept that delivers an emotional kick. "

― Chip Heath , Made to Stick: Why Some Ideas Survive and Others Die

5 " An old advertising maxim says you've got to spell out the benefit of the benefit. In other words, people don't buy quarter-inch drill bits. They buy quarter-inch holes so they can hang their children's pictures. "

― Chip Heath , Made to Stick: Why Some Ideas Survive and Others Die

6 " If forensic analysts confiscated your calendar and e-mail records and Web browsing history for the past six months, what would they conclude are your core priorities? "

― Chip Heath

7 " The most basic way to get someone's attention is this: Break a pattern. "

― Chip Heath , Made to Stick: Why Some Ideas Survive and Others Die

8 " A designer knows he has achieved perfection not when there is nothing left to add, but when there is nothing left to take away. "

― Chip Heath , Made to Stick: Why Some Ideas Survive and Others Die

9 " If I already intuitively "get" what you're trying to tell me, why should I obsess about remembering it? The danger, of course, is that what sounds like common sense often isn't.... It's your job, as a communicator, to expose the parts of your message that are uncommon sense.
(p.72) "

― Chip Heath , Made to Stick: Why Some Ideas Survive and Others Die

10 " To make our communications more effective, we need to shift our thinking from "What information do I need to convey?" to "What questions do I want my audience to ask? "

― Chip Heath , Made to Stick: Why Some Ideas Survive and Others Die

11 " Sportsmanship" had been stretched too far. Like "relativity," it had migrated far afield from its original meaning. It used to refer to the kind of behavior that Lance Armstrong showed Jan Ullrich. But over time the term was stretched to include unimpressive, nonchivalrous behavior, like losing without whining too much or making it through an entire game without assaulting a referee. "

― Chip Heath , Made to Stick: Why Some Ideas Survive and Others Die

12 " Stephen Covey, in his book The 8th Habit, decribes a poll of 23,000 employees drawn from a number of companies and industries. He reports the poll's findings:

* Only 37 percent said they have a clear understanding of what their organization is trying to achieve and why
* Only one in five was enthusiastic about their team's and their organization's goals
* Only one in five said they had a clear "line of sight" between their tasks and their team's and organization's goals
* Only 15 percent felt that their organization fully enables them to execute key goals
* Only 20 percent fully trusted the organization they work for



Then, Covey superimposes a very human metaphor over the statistics. He says, "If, say, a soccer team had these same scores, only 4 of the 11 players on the field would know which goal is theirs. Only 2 of the 11 would care. Only 2 of the 11 would know what position they play and know exactly what they are supposed to do. And all but 2 players would, in some way, be competing against their own team members rather than the opponent. "

― Chip Heath , Made to Stick: Why Some Ideas Survive and Others Die

13 " Failing is often the best way to learn, and because of that, early failure is a kind of necessary investment. "

― Chip Heath , Switch: How to Change Things When Change Is Hard

14 " Knowledge does not change behavior,” he said. “We have all encountered crazy shrinks and obese doctors and divorced marriage counselors. "

― Chip Heath , Switch: How to Change Things When Change Is Hard

15 " A good change leader never thinks, “Why are these people acting so badly? They must be bad people.” A change leader thinks, “How can I set up a situation that brings out the good in these people? "

― Chip Heath , Switch: How to Change Things When Change Is Hard

16 " The Curse of Knowledge: when we are given knowledge, it is impossible to imagine what it's like to LACK that knowledge. "

― Chip Heath , Made to Stick: Why Some Ideas Survive and Others Die

17 " Fundamental Attribution Error.” The error lies in our inclination to attribute people’s behavior to the way they are rather than to the situation they are in. "

― Chip Heath , Switch: How to Change Things When Change Is Hard

18 " Change is hard because people wear themselves out. And that’s the second surprise about change: What looks like laziness is often exhaustion. "

― Chip Heath , Switch: How to Change Things When Change Is Hard

19 " The bigger the change you’re suggesting, the more it will sap people’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. So when you hear people say that change is hard because people are lazy or resistant, that’s just flat wrong. In fact, the opposite is true: Change is hard because people wear themselves out. And that’s the second surprise about change: What looks like laziness is often exhaustion. "

― Chip Heath , Switch: How to Change Things When Change Is Hard

20 " Any time in life you’re tempted to think, ‘Should I do this OR that?’ instead, ask yourself, ‘Is there a way I can do this AND that? "

― Chip Heath , Decisive: How to Make Better Choices in Life and Work