![]() In fact, they may be delaying action by thinking and talking and analyzing things from every single angle. But guess what? That doesn't mean they’re taking action. The students are smart people who know how to research and analyze. ![]() In the Stanford context, I call it the “big brain problem”. I encountered this a lot at Stanford where I've been teaching for 20 years. And nowadays with so much information out there, you tend to only encounter things that you're looking for, so you're not exposed to what goes against what you're looking for usually. So information that they don’t want to believe, they don’t and vice versa. But people believe what they want to believe. There is a fallacy that if we just have the right information, people will change. Can you talk about the info-action fallacy and how people can get past it?įogg: Early in the book, I talk about how information alone does not reliably change people's behavior. One of their greatest strengths is thinking deeply, but they can also get caught in analysis-paralysis and perfectionism. Wilding: I work with many highly sensitive leaders. You can’t do it at once, but it’s not impossible.įor those three reasons and more, untangling a habit sets up a much better expectation about the process and helps people do it in the right way rather than thinking, “If I just had enough willpower in this one moment, then I’d be able to change.” Number two, you can’t start with the hardest tangle first. Just like undoing a big phone cord or a big string Christmas lights, it’s a process and can’t be done instantly. The alternative that I'm putting forward is untangling a habit, which sets up an entirely different expectation. That's not the right expectation for most habits. The way we use the term today implies that you put in a lot of force, in a single moment, and by doing that, you're done-the habit is broken and resolved. And the reason I'm going after it is because it sets up the wrong expectation of how to actually rid yourself of unwanted behavior. Wilding: Why do you say we can never “break” a habit?įogg: The phrase “break a habit” has been with us for a long, long time. Habits that are related to things we really want are the easiest to form. Spend some time and reflection writing down different things that you want. Building your business network is different from making more money. What is it that you want? Reducing stress at work is different than being more productive. Think about what you really want, that tiny first step, which is clarifying your aspiration. So don't think yet about the specific habits, like “I'm going to read 60 minutes a day”. Wilding: Where do you start when it comes to developing new work habits?įogg: The first place to start is to get clear on what you really want. Other people want to look at how to reduce their work stress and how they can avoid letting the stress of the day affect their personal life, which are big and hard to achieve goals because we don’t have many role models. What worked best was when people said they wanted to be more productive in things that mattered to them. And it turns out, that while productivity means different things to different people, we identified that phrasing matters. In my lab, we did three studies about how people aspire to change. That's not a habit, but it's an aspiration that people have. Wilding: What are some of the most common work or professional related habits you see people trying to develop?įogg: Productivity is very high on the list.
0 Comments
Leave a Reply. |
AuthorWrite something about yourself. No need to be fancy, just an overview. ArchivesCategories |