Top Highlights

• You can see how easy it would be to turn an easy change problem (shrinking people’s buckets) into a hard change problem (convincing people to think differently). And that’s the first surprise about change: What looks like a people problem is often a situation problem.
• So there are hard changes and easy changes. What distinguishes one from the other? In this book, we argue that successful changes share a common pattern. They require the leader of the change to do three things at once. We’ve already mentioned one of those three things: To change someone’s behavior, you’ve got to change that person’s situation.
• And that’s the second surprise about change: What looks like laziness is often exhaustion.
• What looks like resistance is often a lack of clarity.
• To change someone’s behavior, you’ve got to change that person’s situation.