Top 160 Chip Heath Quotes (2024 Update)
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101. “Some analogies are so useful that they don’t merely shed light on a concept, they actually become platforms for novel thinking. For example, the metaphor of the brain as a computer has been central to the insights generated by cognitive psychologists during the past fifty years.”

— Chip Heath

102. “Transitions should be marked, milestones commemorated, and pits filled.”

— Chip Heath

103. “One important implication of the gap theory is that we need to open gaps before we close them. Our tendency is to tell people the facts. First, though, they must realize that they need these facts. The.”

— Chip Heath

104. “Stories are flight simulators for our brains.”

— Chip Heath

105. “To change behavior, you’ve got to direct the Rider, motivate the Elephant, and shape the Path. If.”

— Chip Heath

106. “Good ideas are often adopted quickly. When all retailers adopt centralized checkout as a “best practice,” it’s no longer a competitive advantage for anyone.”

— Chip Heath

107. “The problem is this: Often the heart and mind disagree. Fervently.”

— Chip Heath

108. “Sportsmanship” had been stretched too far. Like “relativity,” it had migrated far afield from its original meaning. It used to refer to the kind of behavior that Lance Armstrong showed Jan Ullrich. But over time the term was stretched to include unimpressive, nonchivalrous behavior, like losing without whining too much or making it through an entire game without assaulting a referee.”

— Chip Heath

109. “What they realized was that they didn’t need their colleagues to understand something, they needed them to feel something.”

— Chip Heath

110. “Most PowerPoints aren’t creating a lot of emotion. We decided to flip this on its head. Let’s have people do something active and immersive. That’s going to generate more of an emotional response so they will feel something. And then they can think about what they’ve learned.”

— Chip Heath

111. “The more hooks an idea has, the better it will cling to memory.”

— Chip Heath

112. “When Blakely and her brother were growing up, her father would ask them a question every week at the dinner table: “What did you guys fail at this week?” “If we had nothing to tell him, he’d be disappointed,” Blakely said. “The logic seems counterintuitive, but it worked beautifully. He knew that many people become paralyzed by the fear of failure.”

— Chip Heath

113. “What’s working, and how can we do more of it?” Sounds simple, doesn’t it? Yet, in the real world, this obvious question is almost never asked. Instead, the question we ask is more problem focused: “What’s broken, and how do we fix it?”

— Chip Heath

114. “Say your husband wants to start a business creating topiary sculptures for clients. You think the idea is bonkers, but you admire his passion, so it seems cruel to veto it. Instead, set a tripwire. Okay, dear, let’s give the topiary-sculpture business a shot, but can we agree that we won’t invest more than $10,000 of our savings in it? Alternatively, you might say: Go for it, but if you don’t have a paying customer within three months, let’s talk seriously about Plan B.”

— Chip Heath

115. “Any new quest, even one that is ultimately successful, is going to involve failure.”

— Chip Heath

116. “What would I tell my best friend to do in this situation?”

— Chip Heath

117. “In the identity model3 of decision making, we essentially ask ourselves three questions when we have a decision to make: Who am I? What kind of situation is this? What would someone like me do in this situation?”

— Chip Heath

118. “Rather than focusing solely on what’s new and different about the change to come, make an effort to remind people what’s already been conquered.”

— Chip Heath

119. “You want to invent new ideas, not new rules.”

— Chip Heath

120. “When the researchers compared whether process or analysis was more important in producing good decisions – those that increased revenues, profits, and market share – they found that “process mattered more than analysis – by a factor of six.” Often a good process led to better analysis – for instance, by ferreting out faulty logic.”

— Chip Heath

121. “Our struggles with e-mail are a bit pathetic, but the larger topic is worth considering: Is it possible to design an environment in which undesired behaviors – whether yours or your colleagues’ – are made not only harder but impossible? As it turns out, lots of people actually make their living contemplating how to wipe out the wrong kinds of behaviors.”

— Chip Heath

122. “So how can you avoid letting these subtle emotions get the best of you? Get some distance.”

— Chip Heath

123. “If we want more moments of connection, we need to be more responsive to others.”

— Chip Heath

124. “Many armies fail because they put all their emphasis into creating a plan that becomes useless ten minutes into the battle.”

— Chip Heath

125. “This is how concreteness helps us understand – it helps us construct higher, more abstract insights on the building blocks of our existing knowledge and perceptions. Abstraction demands some concrete foundation. Trying to teach an abstract principle without concrete foundations is like trying to start a house by building a roof in the air.”

— Chip Heath

126. “What did you guys fail at this week?” “If we had nothing to tell him, he’d be disappointed,” Blakely said.”

— Chip Heath

127. “My father wanted us to try everything and feel free to push the envelope. His attitude taught me to define failure as not trying something I want to do instead of not achieving the right outcome.”

— Chip Heath

128. “When responsiveness is coupled with openness, though, intimacy can develop quickly.”

— Chip Heath

129. “People are tempted to tell you everything, with perfect accuracy, right up front, when they should be giving you just enough info to be useful, then a little more, then a little more.”

— Chip Heath

130. “The advice we give others, then, has two big advantages: It naturally prioritizes the most important factors in the decision, and it downplays short-term emotions.”

— Chip Heath

131. “What’s least commonsensical is that pits can sometimes be flipped into peaks.”

— Chip Heath

132. “Good metaphors are “generative.”13 The psychologist Donald Schon introduced this term to describe metaphors that generate “new perceptions, explanations, and inventions.” Many.”

— Chip Heath

133. “But they were devout Catholics, and they had tremendous faith in their marriage. She said that every night, after a tough day, they’d put their hands together in bed so that their rings touched, and they’d repeat their wedding vows to each other.”

— Chip Heath

134. “Most analysts are SO SMART and have amazing ideas, but they can’t convey their genius ideas to others.”

— Chip Heath

135. “Studies of the elderly show that people regret not what they did but what they didn’t do.”

— Chip Heath

136. “The status quo feels comfortable and steady because much of the choice has been squeezed out. You have your routines, your ways of doing things.”

— Chip Heath

137. “Any time in life you’re tempted to think, ‘Should I do this OR that?’ instead, ask yourself, ‘Is there a way I can do this AND that?”

— Chip Heath

138. “The style is not important. What’s important is authenticity: being personal not programmatic. And frequency: closer to weekly than yearly. And of course what’s most important is the message: “I saw what you did and I appreciate it.”

— Chip Heath

139. “Make the change small enough that they can’t help but score a victory.”

— Chip Heath

140. “One of his friends, a marketing professor at Stanford, said, “Think about this from a marketing perspective. We can change behavior in a short television ad. We don’t do it with information. We do it with identity: ‘If I buy a BMW, I’m going to be this kind of person.”

— Chip Heath

141. “If the Rider isn’t sure exactly what direction to go, he tends to lead the Elephant in circles. And as we’ll see, that tendency explains the third and final surprise about change: What looks like resistance is often a lack of clarity.”

— Chip Heath

142. “So if you reach the Riders of your team but not the Elephants, team members will have understanding without motivation. If you reach their Elephants but not their Riders, they’ll have passion without direction. In.”

— Chip Heath

143. “What have you failed at this week?”

— Chip Heath

144. “We want what we might call a destination postcard – a vivid picture from the near-term future that shows what could be possible. That.”

— Chip Heath

145. “Many people have discovered that, when it comes to changing their own behavior, environmental tweaks beat self-control every time.”

— Chip Heath

146. “SMART goals presume the emotion; they don’t generate it.”

— Chip Heath

147. “Finding bright spots, then, solves many different problems at once. That’s no surprise; successful change efforts involve connecting all three parts of the framework: Rider, Elephant, and Path.”

— Chip Heath

148. “Until you can ladder your way down from a change idea to a specific behavior, you’re not ready to lead a switch. To create movement, you’ve got to be specific and be concrete. You’ve got to emulate 1% milk and flee from the Food Pyramid.”

— Chip Heath

149. “The growth mindset, then, is a buffer against defeatism. It reframes failure as a natural part of the change process. And that’s critical, because people will persevere only if they perceive falling down as learning rather than as failing.”

— Chip Heath

150. “Habits are behavioral autopilot, and that’s why they’re such a critical tool for leaders. Leaders who can instill habits that reinforce their teams’ goals are essentially making progress for free. They’ve changed behavior in a way that doesn’t draw down the Rider’s reserves of self-control.”

— Chip Heath