Counterintuitively, you’ve got to let your organization have an identity conflict. For a time, at least, you’ve got to permit an “us versus them” struggle to take place.

Gollwitzer says that when people predecide, they “pass the control of their behavior on to the environment.”

“strategic value.”

How can you create a habit that supports the change you’re trying to make?

Dozens of studies have demonstrated the exhausting nature of self-supervision.

Winsten and his team collaborated with producers, writers, and actors from more than 160 prime-time TV programs, sprinkling designateddriver moments naturally into the plots. Segments featuring designated drivers appeared on Hunter, The Cosby Show, Mr. Belvedere, and Who’s the Boss? On an episode of the smash-hit 1980s legal drama L.A. Law, the

A business cliché commands us to “raise the bar.” But that’s exactly the wrong instinct if you want to motivate a reluctant Elephant. You need to lower the bar. Picture taking a high-jump bar and lowering it so far that it can be stepped over. If you want a reluctant Elephant to get moving, you need to shrink the change.

Bottom line: You are spending 80 percent of your time exploring Debbie’s success and finding ways to replicate it. You aren’t obsessing about the manager who was skeptical. You aren’t planning another training program with the same managers to review the material. You are simply asking yourself, “What’s working and how can we do more of it?” That’s

So far we’ve learned a great deal about the Rider and his many strengths and weaknesses. On the plus side of the ledger, the Rider is a visionary. He’s willing to make short-term sacrifices for long-term payoffs (which is why he fights so often with the Elephant, who generally prefers immediate gratification). He’s a clever tactician, too—give him