Heath, Chip. How to Change Your Mind: What the New Science of Psychedelics Teaches Us About Consciousness In Switch, the Heaths show how. Listen in as co-author Chip Heath explains why some attempts to change are more been John P. Kotter's book Leading Change published by the Harvard. PDF | On Jan 1, , Paul Z. Jackson and others published Switch: How to Change deal of the book consisting of the Heaths' efforts to put.
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SWITCH. HOW TO CHANGE THINGS. WHEN CHANGE IS HARD. By Chip Heath & Dan Heath (Rare Trustee). Rare featured in Chapter 7, “Grow Your People”. A summary of the book. A whole new mind. How to change things when change is hard. By Chip & Dan Heath. Summary by Kim Hartman. This is a summary of. Based on Switch: How to Change Things When. Change is Hard by Chip. Heath and Dan Heath. Direct the Rider. Follow the Bright Spots. Change is often .
The peak at the deeper level HOMO-1; around This is why this peak becomes completely broadened and shifted with the direct contact with the electrode in the ParPar orientation 1 and 4; Figure 3a , whereas the other peak HOMO; around The two peaks corresponding to LUMO levels around This outward MO of the CBPQT shuttle in the red state should allow favorable interaction with electrodes in the current case as well as with other moieties, such as the other free TTF station, resulting in favorable electron transport through this interaction.
From all these considerations, we expect that the electron transport should be much stronger in the ParPar and PerpPar orientations than in the NotPar orientation. A slightly stronger electron transport in the red state than in the green state is also expected.
The tunneling current I V through the model junction device at a bias voltage V can be calculated from the integration of the transmission curve T E within the window of the bias voltage V around the Fermi level [EF - 0. Figure 5 shows the I-V curves in a logarithm scale calculated for the six model devices, Comparing the green and red curves in Figure 5, the off-toon switching due to the shuttling from the green state to the red state is not very obvious with our simple model, especially at the ParPar orientation, but the shuttle-position dependence of the I-V characteristics follows the same pattern as found in our previous study.
At the PerpPar and NotPar orientations, which have similar packing as that proposed for catenane junction devices, the red state consistently yields higher currents than the green state in a rather wide voltage range. Log-scale ratios between the tunneling currents flowing through different model junction devices within a typical read bias voltage range.
Within the bias voltage range 0. The higher stability of the green states compared to the metastable red states agrees with the interpretation from a number of experiments. Thus, a well-equilibrated device may not have sufficient population of this orientation to affect the overall I-V characteristics of the device.
On the other hand, the devices with the orientations ParPar and PerpPar have essentially the same stabilities. Therefore, we can expect them to have similar populations unless some special precautions are taken in fabrication.
For ParPar, the average conductance for small bias 0. Thus, a new design to avoid this orientation effect is needed for optimum performance and robustness of such simple devices with direct molecule-electrode contacts.
To remove this ambiguity, one could either a introduce into the shuttle a substituent that would ensure exactly one orientation with respect to the electrode thiol groups in several locations on the shuttle that would bind strongly to the electrode or an adhesion layer, Jang and Goddard Figure 7.
Figure 8. A design for a new type of rotaxane-based switch device, which combines a voltage-driven programmable orientation switch with the orientation-dependent electron transport.
First, the voltage-driven reorientation of the shuttle-dumbbell complex might represent a rather large molecular motion, and it is not clear whether such a motion is actually possible in a closepacked monolayer, but there have been quite a few observations of electric-field-induced reorientation or orientation change due to other external stimuli in liquid-crystalline layers or other types of layers on surfaces, and we will also be able to make the monolayer less close-packed by introducing surface diluents [such as thiols alkyl or aromatic or hairy counterions DMPA-, which has been used with the catenane molecular switches 7], which can form a homogeneous not phase-segregated mixture with our shuttle-dumbbell complexes in the monolayer.
Second, vapor deposition of the top metal electrode can result in the formation of filament-like electric short circuits due to the penetration of the metal atoms60,61 through our thin monolayer, which does not have protective bulky stoppers or adhesion layers.
Switch Switch is based on a basic three-part framework, one that can guide you in any situation where you need to change your behavior.
Direct the Rider. What looks like resistance is often a lack of clarity. You have to provide crystal-clear direction to the Rider.
This can be done by following the bright spots, scripting critical moves, and pointing to the destination. When it comes to scripting the moves, you have to start thinking in terms of specific behaviors. Motivate the Elephant. What looks like laziness is often exhaustion. To achieve that you have to find something that motivates them, shrinks the change, and helps them grow.
Break down the change until it no longer frightens the Elephant. Make sure to cultivate a sense of identity in your people and instill their growth mindset.
Shape the Path. What looks like a people problem is often a situation problem. See all customer images. Read reviews that mention chip and dan dan heath shape the path highly recommend great book must read change is hard motivate the elephant change management easy to read emotional side well written case studies make changes looks like change things real life great read critical moves elephant and the path.
Top Reviews Most recent Top Reviews. There was a problem filtering reviews right now. Please try again later. Kindle Edition Verified download. I am by no means a big fan of "business books". Most feel like they're thrown together quickly and read like dirge. I was pleasantly surprised by Switch -- which both reads easily and is absolutely relevant to the problems we all face in our work and personal lives.
It breaks down the process of change into three easily-remembered and compelling constructs, and gives lots of practical examples for each construct. I found myself incorporating the concepts from Switch into my daily activities immediately, and my zeal for the model hasn't diminished over the past couple of months the typical half-life of a business book is days in my experience. If you deal with change in any aspect of your life -- this is an excellent book.
Change is hard. Any change. In business, in personal life. In any environment. The book is condensed wisdom on how to change. It's deeply rooted in psychology, yet written in a simple, effective language so anybody could understand and apply it.
If you want to change something in your life - the "Switch" is your ultimate guide. Hardcover Verified download. Switch is a book about managing change by the Heath brothers Chip and Dan. The two have teamed up before -- in they released their critically acclaimed Made to Stick: This latest effort focuses less on the stickiness of the idea and more on the change process itself.
What should a change agent do to implement lasting change in a hard-headed organization that desperately needs it? The book is organized into eleven chapters in three parts: The titles come from a vivid metaphor by University of Virginia psychologist Jonathan Haidt. In his book, The Happiness Hypothesis, Haidt likens a person to a rider on an elephant. The rider is the rational side of a person: The elephant is the emotional side that doesn't want to work to lose weight or exercise and would rather stay put; let's say willpower vs.
Whatever is autonomous and ingrained by habit belongs to the elephant. The rider is theoretically in control, but it is exhausting to continually tug on the reins and direct the stubborn elephant. Eventually the rider relents and the elephant goes back to doing what he's always done.
Sound familiar? Before going much farther, you should know that two things separate Switch from so many other glib books about change: Despite its accessible style, scores of major psychological findings and studies are reported and undergird the book's practical formulae for change. Second, Switch is not a self-help book. I have no doubt that the book could be used in this way, but it is really a book about how to change things. It is primarily directed toward organizational change, though its principles are much broader.
And there are many surprises. The first big surprise occurs in the very first chapter. But it's not quite that easy. Babies are born every day to parents who, inexplicably, welcome that change. Yet people don't resist this massive change -- they volunteer for it. In our lives we embrace lots of big changes.
So there are hard changes and there are easy changes. What distinguishes one from the other? Like the two researchers who dramatically and permanently got folks to reduce their saturated fat intake. Or the doctor who saved over , lives and counting in American hospitals on schedule 18 months by getting thousands of doctors and organizations to change their practices. Or the American who went to Vietnam and changed the face of malnutrition.
Or the student who saved an endangered species in a Caribbean country that didn't give two hoots about it. What do all these stories have in common? For one, none of these change agents had the sufficient budget or authority to succeed; yet, they did.
Every one of them gave clear rational direction to the rider by finding the bright spots, scripting the critical moves, and clearly pointing to the end goal. All of them motivated the elephant by emotionally connecting with it, and they shrunk the apparent change by carefully communicating progress.
They refused to underestimate their people. Instead they provided them with a newfound identity that let them to grow into the challenge. But there was more.
As the authors note, many times what looks like resistance is really confusion or even the result of misaligned incentives. That's why the path needs to be shaped by making manageable changes to the environment, building sound habits, rallying the herd, and reinforcing the new habit until it becomes a way of life.
Well, maybe that sounds like a lot of work. I think it is. But speaking from firsthand experience, it will be a labor of love.
And if your heart is not in the change and you do not think you can derive reward from the process, perhaps you are selling yourself short -- or, maybe you're the wrong person to lead the change and you should stop kidding yourself. And perhaps that is what I like most about this book.
It does not promise a panacea. It tells it like it is without the jingoism that has become the substance of many change management essays.