Why is change hard? 3 organizational designers explain how to beat the failure bias
It’s always exciting to bring a new tool you’re excited about to your team. But they might resist as even if the tool is free, there are costs with learning and switching, even productivity costs.
One way to get past this is to remove tools before adding new ones.
SIMILAR ARTICLES & IDEAS:
It's where your brain specifically seeks the hit of dopamine you get from crossing off small tasks and ignores working on larger, more complex ones.
Out of all the things that can boost our mood and motivation, the single most important is making progress on meaningful work.
Just like we love crossing small tasks off our to-do list, being able to see that we’re even one step closer to a big goal is a huge motivator. The problem is that these “small wins” are hard to measure.
Your comfort zone is a behavioral space where your activities and behaviors fit a routine and pattern that minimizes stress and risk. That provides a state of mental security.
A state of relative comfort created a steady level of performance. In order to maximize performance, a state of relative anxiety is needed—a space where our stress levels are slightly higher than normal. This space is called "Optimal Anxiety," and it's just outside our comfort zone.
Too much anxiety and we're too stressed to be productive, and our performance drops off sharply.
One potential problem when changing behaviors is that we're too often motivated by negatives such as guilt, fear, or regret.
... not an event. The transtheoretical model (TTM) presupposes that at any given time, a person is in one of five stages of change: precontemplation, contemplation, preparation, action, maintenance.
Each stage is a preparation for the next one, so you mustn't hurry through or skip stages.
At this stage, you have no conscious intention of making a change. People in this stage tend to avoid reading, talking, or thinking about unhealthy behavior. However, their awareness and interest may be sparked by outside influences.