Switch: How to change things when change is hard – Review

Welcome to our review of Switch. Switch is the New York Times Best Seller from the brothers Chip and Dan Heath, Authors of Made to Stick and Decisive: How to Make Better Decisions. Published in 2011, the book promises to teach readers how to change things, when change is hard.

Switch has been lauded by reviewers in Wired, the Wall Street Journal, Forbes and BBC Focus as a witty, must read for civic leaders, managers or parents seeking to nudge those who are unwilling or resistant into making long lasting changes.

The brothers Heath are eager to tell us at the outset that change is hard [as we have written about here] and that we are, as a species, we have something of a split personality when it comes to changes in our life. On the one hand we welcome drastic lifestyle changes like a new marriage, baby or move to a new city, whilst on the other hand we will resist getting out of bed in the morning when our alarm goes off.

Riding the Elephant of Change

Change is hard because we have a rational side, which plans, analysis and managers, and we have an emotional side which protects the status quo, reacts unthinkingly and overwhelms our rational side with feelings.

These two characters, the authors imagine, are like an emotional Elephant with a rational Rider perched atop. The Rider can plan a route and steer the Elephant, but if the Elephant wants to go a different direction, there is little that the Rider, or our rational brain, can do about it.

This analogy puts one in mind of Thinking, Fast and Slow by Nobel laureate Daniel Kahneman that explores the dual systems of human thought processes. Kahneman introduces the concept of two thinking systems: System 1, which is fast, intuitive, and prone to biases and errors, and System 2, which is slow, deliberate, and analytical. One area where Kahneman could add further insights into the elephant analogy is with his understanding of heuristics (see below).

The Heath brother’s analogy differs from Kahneman. In the Elephant and Rider analogy, the Elephant is the part of the brain that ‘gets things done’. It provides the energy and drive to move things and change things. But, the elephant can also get easily lost, without clear direction and becomes exhausted or overwhelmed. The Rider, on the other hand, understands the reasons behind the change. But without clear direction, it can become resistant.

While the analogy presented by the Heath brothers mirrors Kahneman’s exploration of dual thinking systems, shifting from the theoretical groundwork laid by Kahneman to the practical framework proposed by Chip and Dan Heath unveils a tangible approach to navigating the complexities of human decision-making and initiating change.

A framework for switching

As they mine into the complexities of human behaviour and the dual nature of decision-making, the Heath brothers shed light on our innate resistance to change and also provide practical solutions. Enter their framework—a roadmap designed to navigate the challenges of change with precision.

Direct the Rider: Provide crystal clear direction for people to follow. This comes in the form of a very clear ‘call to action’ or very simple message.

Motivate the Elephant: the rational part of our brains cannot carry change by itself, even if it understands the reasons behind the change. So, engage people’s emotional side.

Shape the Path: This involves creating an environment which makes change easy for people, or at least more likely. In their book, the authors give the example of portion sizes. If you want people to eat less popcorn at the cinema, give them smaller portions.

Consider a scenario in a corporate setting where a company aims to shift its organisational culture to embrace a more collaborative approach. The leaders ‘Direct the Rider’ by clearly articulating the vision of increased teamwork and innovation. Simultaneously, they ‘Motivate the Elephant’ by emphasising the positive impact on individual growth and job satisfaction, tapping into the emotional side of employees. To ‘Shape the Path,’ the company invests in user-friendly collaboration tools, conducts workshops on effective communication, and recognizes collaborative efforts.

Applying this framework

In a few short pages, Switch sets out a framework for change which looks simple enough for just about anyone to pick up and run with.. What is more, this is not a framework that requires executive authority necessarily, this framework could be implemented by managers, team leaders or those beyond the corporate world.

One interesting implementation of this framework would be those in policy and campaigning roles. In my experience there is little cross-pollination between those who get society to make big changes, and those who implement new systems and processes in organisations. One realm is the purview of politicians, advertisers, campaigns managers and civil activists, whilst the other is the domain of consultants and employee communications professionals. But, these are two sides of a coin, and this framework could be applied to both.

Heuristics and biases

Another angle through which to look at this framework is that of Heuristics and Biases in cognitive decision making. A heuristic, as explored in Thinking, Fast and Slow, is a cognitive shortcut. It might not always be the best way to come to a solution, and it might not always give the right answer, but it is ‘right enough’ to become a rule of thumb.

In a Change context, giving people little resistance to their thinking aids adoption of new processes and systems. If people can clearly see the solution to their current problems within the change that is being proposed, then implementation will be easier. So, appeal to people’s heuristics and give them little cognitive pain when designing a change.

Appealing to heuristics, or cornative shortcuts, would be appealing to the figurative Elephant, rather than necessarily the Rider in Chip and Dan Heath’s (no somewhat tortured) analogy. Because heuristics are an approximation, short term goal and easier. 

One key heuristic to consider is the Anchoring Heuristic, wherein individuals tend to rely heavily on the first piece of information encountered when making decisions. For example, when implementing a new system, ensure an initial positive impression and demonstrate that changes are a logical next step of existing activity. Highlight familiarity and continuity rather than radical departure from existing processes. 

Additionally, consider the Social Proof, a bias which allows us to tap into the innate human tendency to follow the actions of others; “we look to others for behavioural guidance when we are unsure, in an unclear, unfamiliar, or ambiguous situation”. By showcasing early adopters within the team who have experienced success and increased efficiency, we create a compelling narrative that encourages others to follow suit.

Next steps for this review

The Heath brothers’ framework offers more than just theoretical insights. In this review of Switch we have seen how the authors set out a pragmatic guide for anyone navigating the challenging terrain of change, be it civic leaders, managers, or even those beyond the corporate realm. By directing the rider, motivating the elephant, and shaping the path, we discover a roadmap that not only acknowledges the complexities of our dual nature but actively harnesses it for transformative results. 

This blog is part one of a series on Switch. Further posts are planned throughout early 2024.