Friday, 20 April 2018

Book: The Power Of Habit (Part II)

Learn that how the power of habit change our Future and how can you change your destiny by changing your habit

The book is divided into three parts:

PART ONEThe habit of individuals
PART TWO: The habits of successful organizations
PART THREE: The habits of societies

 we already discuss part 1 

PART TWO: The habits of successful organizations

Certain habits can have a domino effect – get one habit right, and many other good habits fall into place naturally. These keystone habits act as massive levers.
A 2009 study on weight loss tried to get obese people to follow a simple habit – write down everything they ate, at least one day a week. While difficult at first, it became a habit for many. Unexpectedly, this small habit rippled throughout their diet. When forced to study what they ate, the study participants couldn’t help noticing when they snacked absentmindedly, or when they had unhealthy dinners. They then proactively started to plan future meals so that when they wanted a snack, they reached for an apple instead of a candy bar.

in this blog we talk :

1.Keystone Habits, Or The Ballad Paul O'Neill (Which Habits, Matter Most)

2.Starbucks and The Habit Of Success (When Willpower Becomes Automatic)

3.The Power Of a Crisis (How Leaders Create Habits Through Accident and Design)

This chapter started with the story of O'Neill new CEO of the Aluminum Company of America (Alcoa). A few Minutes before noon, O'Neill took the stage. he was fifty-one years old, trim, and dressed in gray pinstripes and a red power tie.  He looked dignified, solid confident.

He opened his mouth and said, "I want to talk to you about worker safety". Every year numerous Alcoa workers are injured so badly that they miss a day of work.
I intend to make Alcoa the safest company in America. I intend to go for zero injuries.

O'Neill believed that some habits have the power to start a chain reaction, changing other habits as they move through an organization. These are "keystone habits," and they can influence how people work, eat play, live, spend, and communicate.

 O'Neill safety plan, in effect, was modeled on the habit loop. He identified a simple
cue: an employ injury. He instituted an automatic routine: Anytime someone was injured, the unit president had to report it to O'Neill within 24 hours and present a plan for making sure this injury never happened again. And there was a reward: The only people who got promoted were those who embraced the system.

Almost everything about the company's rigid hierarchy had to change to accommodate v safety program. He was building new cooperative habits.

As Alcoa's safety pattern shifted, other aspects company started changing with startling speed, as well. Rules that unions had spent decades opposing-such as measuring the productivity of individual workers-were suddenly embraced, because such measurements helped everyone figure out of wack, posing a safety risk. Policies that managers had long resisted-such as giving workers autonomy to shut down a production line when the pace became overwhelming-were now welcomed because that was the best way to stop injuries before they occurred.

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