The 7 Habits of Highly Effective People: Powerful Lessons in Personal Change

For our purposes, a simple way to understand paradigms is to see them as maps. We all know that “the map is not the territory.” A map is simply an explanation of certain aspects of the territory. That’s exactly what a paradigm is. It is a theory, an explanation, or model of something else. Suppose you wanted to arrive at a specific location in central Chicago. A street map of the city would be a great help to you in reaching your destination. But suppose you were given the wrong map. Through a printing error, the map labeled “Chicago” was actually a map of Detroit. Can you imagine the frustration, the ineffectiveness of trying to reach your destination? You might work on your behavior—you could try harder, be more diligent, double your speed. But your efforts would only succeed in getting you to the wrong place faster. You might work on your attitude—you could think more positively. You still wouldn’t get to the right place, but perhaps you wouldn’t care. Your attitude would be so positive, you’d be happy wherever you were. The point is, you’d still be lost. The fundamental problem has nothing to do with your behavior or your attitude. It has everything to do with having a wrong map. If you have the right map of Chicago, then diligence becomes important, and when you encounter frustrating obstacles along the way, then attitude can make a real difference. But the first and most important requirement is the accuracy of the map.

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Albert Einstein observed, “The significant problems we face cannot be solved at the same level of thinking we were at when we created them.”

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We are what we repeatedly do. Excellence, then, is not an act, but a habit. ARISTOTLE

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But shortly after World War I the basic view of success shifted from the Character Ethic to what we might call the Personality Ethic. Success became more a function of personality, of public image, of attitudes and behaviors, skills and techniques, that lubricate the processes of human interaction. This Personality Ethic essentially took two paths: one was human and public relations techniques, and the other was positive mental attitude (PMA). Some of this philosophy was expressed in inspiring and sometimes valid maxims such as “Your attitude determines your altitude,” “Smiling wins more friends than frowning,” and “Whatever the mind of man can conceive and believe it can achieve.”

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Two battleships assigned to the training squadron had been at sea on maneuvers in heavy weather for several days. I was serving on the lead battleship and was on watch on the bridge as night fell. The visibility was poor with patchy fog, so the captain remained on the bridge keeping an eye on all activities.    Shortly after dark, the lookout on the wing of the bridge reported, “Light, bearing on the starboard bow.”    “Is it steady or moving astern?” the captain called out.    Lookout replied, “Steady, captain,” which meant we were on a dangerous collision course with that ship.    The captain then called to the signalman, “Signal that ship: We are on a collision course, advise you change course 20 degrees.”    Back came a signal, “Advisable for you to change course 20 degrees.”    The captain said, “Send, I’m a captain, change course 20 degrees.”    “I’m a seaman second class,” came the reply. “You had better change course 20 degrees.”    By that time, the captain was furious. He spat out, “Send, I’m a battleship. Change course 20 degrees.”    Back came the flashing light, “I’m a lighthouse.”    We changed course.

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It simply makes no difference how good the rhetoric is or even how good the intentions are; if there is little or no trust, there is no foundation for permanent success. Only basic goodness gives life to technique.

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It becomes obvious that if we want to make relatively minor changes in our lives, we can perhaps appropriately focus on our attitudes and behaviors. But if we want to make significant, quantum change, we need to work on our basic paradigms.

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So finally, with what I felt was unusual patience and restraint, I turned to him and said, “Sir, your children are really disturbing a lot of people. I wonder if you couldn’t control them a little more?”

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Our character, basically, is a composite of our habits. “Sow a thought, reap an action; sow an action, reap a habit; sow a habit, reap a character; sow a character, reap a destiny,”

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we will define a habit as the intersection of knowledge, skill, and desire. Knowledge is the theoretical paradigm, the what to do and the why. Skill is the how to do. And desire is the motivation, the want to do. In order to make something a habit in our lives, we have to have all three.

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