if we really did understand that change rarely happens unless it’s motivated by feeling, or that the environment can act as a powerful brake or accelerant on our behavior—then, let’s face it, the Food Pyramid would not exist, managers would never kick off change initiatives with PowerPoint presentations, and global warming activists would never

Once they’ve helped patients identify specific and vivid signs of progress, they pivot to a second question, which is perhaps even more important. It’s the Exception Question: “When was the last time you saw a little bit of the miracle, even just for a short time?”

What looks like a people problem is often a situation problem. And no matter what your role is, you’ve got some control over the situation.

What is essential, though, is to marry your long-term goal with short-term critical moves.

moves (“Buy 1% milk”). When you do these things, you’ll prepare the Rider to lead a switch. And you’ll arm him for the ongoing struggles with his reluctant and formidable partner, the Elephant.

Peter Gollwitzer argues that the value of action triggers resides in the fact that we are preloading a decision. Dropping off Anna at school triggers the next action, going to the gym. There’s no cycle of conscious deliberation. By preloading the decision, we conserve the Rider’s self-control.

What looks like resistance is often a lack of clarity.

The answer may sound strange: You need to create the expectation of failure—not the failure of the mission itself, but failure en route.

the third and final surprise about change: What looks like resistance is often a lack of clarity.