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The Power of Habit: Why We Do What We Do in Life and Business

The Power of Habit: Why We Do What We Do in Life and Business

byCharles Duhigg
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Top positive review

Positive reviews›
GskFn
5.0 out of 5 starsThe title may sound simple. The book is strong.
Reviewed in the United States on April 10, 2012
The Economist magazine calls this a "first-rate" business book and I agree. Charles Duhigg tells of people - individuals, businesses, and other organizations - who carry out routines and act on habits in recurrent situations. The book puts a spotlight on people who succeed at shedding some habits and bringing new ones to life - in themselves and in people around them. In these pages lie a powerful concept and illustrative stories.

Habits can be efficient. When a habit is activated, we don't have to think so much about all the steps and breaths we take. Habits can be simple or more complex, making short work of such activities as: brushing one's teeth while thinking about the workday ahead; driving a car while listening to the radio; or tending to customers, fielding their requests, and responding routinely in a warm, appreciative manner. Routines can do a lot of good when it comes to maintaining desirable habits. But things can get challenging when we would like a habit to be changed.

A big part of the value in this book is its parade of human stories about how people have succeeded in replacing old habits with new ones. There are a few stories, too, about people who tried but failed to change a bad habit. Along the way, the author sketches a do-it-yourself model. He talks about people identifying existing "habit loops" which may include external triggers of time, place, people, and situations. Then, the idea is to interrupt and redirect activity toward the desired goals, eventually forming new habits.

In some examples, small "wins" are shown leading to bigger wins as people build skills and confidence in new ways of doing things. And in stories of organizational or cultural habits, positive changes are shown sometimes to set off a ripple effect, where new habits spread to more people in a kind of social contagion.

Charles Duhigg is a New York Times journalist and a graduate of Harvard Business School. He draws together a sampling of psychological research and real-life examples in business and other organizational endeavors. "The Power of Habit" delivers Duhigg's report in the form of a book full of good stories about people who exemplify the concept of "habit" in action, including direct interviews with some of the players in the stories. With this Duhigg presents a psychological concept of habits that a general audience might apply in everyday business and personal life. This book, if it reaches a large readership, may follow in the grooves of what journalist and psychologist Daniel Goleman's books did to popularize "emotional intelligence" and "EQ." (Goleman focuses on business applications of emotional intelligence in his 1998 book, Working with Emotional Intelligence.)

Duhigg's stories are interesting in their own right, easy to understand, and memorable. They run the gamut from sports to neurosurgery, and from marketing toothpaste to overhauling the managerial culture of a heavy industrial corporation.

For example, chapter 2 "The Craving Brain: How to Create New Habits," showcases breakthroughs in consumer marketing (and in one case, the dental health of a whole society) connected to habit changes. The examples cover a variety of marketing obstacles and breakaway solutions including Pepsodent toothpaste, Schlitz beer, and Febreze household deodorizer.

Chapter 5, "Starbucks and the Habit of Success: When Willpower Becomes Automatic," talks about staff training programs that have been credited with enhancing customer service and tuning up whole organizational cultures. Examples besides Starbucks include Deloitte Consulting and the Container Store.

Perhaps the most colorful and intriguing business story in the book is about the managerial successes of Paul O'Neill when he was CEO of the aluminum company Alcoa. (He later went on to serve as U.S. Treasury Secretary.) This is told mostly in Chapter 4, "Keystone Habits, or the Ballad of Paul O'Neill: Which Habits Matter Most." When O'Neill became CEO of Alcoa in 1987, he spearheaded the company on a headlong drive to achieve an error-free standard of employee safety. He rallied employees up and down the hierarchy, and across functions, to the cause of becoming "the safest company in America... [despite that]... employees work with metals that are 1500 degrees and can rip a man's arm off." (p. 98)

At first, Alcoa's investors and employees alike were skeptical, seeing O'Neill's radical quest for superiority in employee safety as too narrow, quixotic, and off-center. O'Neill conceived of the safety charge as a focal point that would trigger all sorts of changes in routines and habits of accountability throughout the company. Preventing employee injuries became a "keystone habit" in Duhigg's lingo, that would set off a ripple effect leading to an upswing in total corporate performance.

It worked. Within a year, Alcoa's profits reached an all-time high. Over a 13-year run with O'Neill at the helm, profits and the stock price both increased by 400%. Time lost to worker injuries declined to one-twentieth the U.S. average. Duhigg's book cites interviews with O'Neill himself and other Alcoa people who were there, and mentions that Alcoa stands as a case study in business schools.

"The Power of Habit" shines a bright light on organizational habits, but not only that. Duhigg serves up stories that point to individual habits, with relevance for personal success, such as interrupting a snacking habit or ending addictions. I see Duhigg's concept of habit loops as compatible with and complementary to the work of food and marketing psychologist Brian Wansink in his excellent book, Mindless Eating: Why We Eat More Than We Think (2006). At the other end of the scale, Duhigg talks about habits changing at a societal level of attitudes and behavior, offering an analysis of the civil rights movement's Montgomery bus boycott as an example.

The one disappointment I find is a lack of chapter summaries and sub-chapter headings. While the book certainly is accessible "as is," such aids would make it easier to tie together diverse examples, remember themes and links, and go back to them later. The Audible.com version in particular is harder going without summaries and sub-headings because one is not looking at pages with the chapter heading in the upper right, nor is the listener just a page flip away from glancing at the book's table of contents. The Audible.com version also could do a better job of mentioning the printed book's many visual diagrams for listeners who are interested enough to cross-refer.

The book begins and ends with fitting references to the 19th-century writings of an American philosopher and psychologist, William James, who elucidated the concept of habit before there was much science behind it. James was a prime mover in establishing two major streams of modern social science and philosophy: 1.) behavioral psychology - that is, putting a scientific focus on observable behavior and developing interventions to help people shape their lives according to their better ideals; and 2.) the philosophy of pragmatism - which for James meant evaluating scientific theories according to their "cash-value." In James's pragmatist view, a good theory is one that does good work in the minds of those who use it.

James saw "habit," like Duhigg does, as a core aspect of human nature. Duhigg draws attention to success stories in habit replacement, from dental hygiene to aluminum manufacture. In keeping with the philosophical pulse of James the pragmatist, I give Duhigg's "The Power of Habit" a five-star rating for its eye-opening reports on useful research, chock full of real-world examples. Plus the book is written in a style that is vivid and inviting.
Read more
37 people found this helpful

Top critical review

Critical reviews›
Ray A.
3.0 out of 5 starsOf Mice and Men: The Power of Habit and AA
Reviewed in the United States on May 1, 2012
Charles Duhigg's book has made the role of habit in our lives a topic of much discussion lately, and that's perhaps its greatest value. In trying to fit AA into his "habit loop" formula, however, Duhigg helps to reinforce two popular but seriously mistaken views of a program that, as he recognizes, has rescued millions from the ravages of alcoholism and helped millions more through the influence of its 12 Steps.

According to one of these views, AA amounts to little more than group therapy; according to the other, AA is only concerned with drinking. We alcoholics go to meetings for mutual support so we can quit and not pick up again. End of story. To this Duhigg adds his habit loop twist. AA works because it helps us to exchange one habit for another: going to meetings instead of going to the bar. This, he claims, is AA's way of applying the "Golden Rule" of habit change: use the same cue (feeling lousy) and deliver the same reward (feeling better), but insert a new routine (meeting instead of bar).

This has all the appeal of simplicity and all the pitfalls of oversimplification. Presented as part of the truth, Duhigg's description is quite acceptable. Except that he presents it as the whole truth and what AA says about itself (in its basic texts) and countless alcoholics believe and try to practice, is of little consequence. He either dismisses or diminishes it as being, well, unscientific, a charge Duhigg uses as a trump card against an AA which he says remains "frozen in time," left behind by the advance of science.

Duhigg sets up a conflict between science and AA which enables him to reduce the latter to group therapy. This follows from his understanding of science as a materialist enterprise. Duhigg recounts how when researchers asked recovering alcoholics what made their new habits take hold so that they were able to stay sober even under the direst of circumstances, their answer was always the same: God. They hated that answer, says Duhigg, because "God and spirituality are not testable hypotheses."

Yet that is AA's answer, repeated throughout its "Big Book" and "12&12" and echoed in tens of thousands of rooms throughout the world each and every day. It reflects the view that humans are material and spiritual beings. Reject the latter and you end up treating men and women in controlled experiments the way you treat mice. But being subjects and not only objects, we humans have our own idea of what's going on inside of us. Thus either you accept alcoholics' own account of their experience and honestly try to learn from it, or you reinterpret it to fit your materialist bias.

The Power of Habit does the latter. It's therefore not surprising that the researchers eventually "figured out" that "It wasn't God that mattered." Instead, "it was belief itself that made the difference." As their materialist preconceptions required, the researchers tweaked Step 2 to take the spiritual out so that it ends up making me my higher power once I work up enough self-esteem to believe in myself. This is philosophy masquerading as science, and it dovetails back into pop psychology and the therapeutic commonplace that we drank because we didn't feel good about ourselves. Those who know the 12&12 will recall a memorable passage which lays such notion to rest.

Seeing spirituality and God not only as unscientific, but even as "odd" and "strange," Duhigg tries to exclude them from the AA story. Where AA sees alcoholism as "a threefold disease," physical, mental, and spiritual, TPHO admits only to the first two. Where AA considers itself a "spiritual fellowship," TPHO sees only the communal. Where AA talks of "spiritual principles," TPHO talks of methods and techniques.

We are left with a spiritually deprived and almost dehumanized portrait of AA as a "a giant machine for changing habit loops" which "forces you to create new routines" through "a system of meetings and companionship that strives to offer as much escape, distraction, and catharsis as a Friday night bender."

Such characterization distorts and trivializes what we alcoholics do. We go to meetings to share "our experience, strength, and hope" and to tell others "what we were like, what happened, and what we are like now," and thus to "carry the message" that "there is a solution," which is understood to be spiritual. We go because we want to give back "that which has been so freely given us." We don't all understand spirituality and God the same way, but neither do we try to deny or belittle them. As for the language of coercion, none of us would associate it with AA. It is totally foreign to its spirit.

Duhigg's scientism (to borrow a term from C.S. Lewis) also helps to explain why his book tends to perpetuate the notion that AA is all about drinking. It's a view that's been around from the start, and when people act on it in the rooms, we give it a name: two-stepping. They stop drinking and they tell others they stopped drinking. We sometimes call such people "dry drunks." They never move far beyond physical sobriety.

But AA is no drying machine, as by extension Duhigg's arid metaphor would have it. Not drinking is only the first step in a process leading to a "spiritual awakening" which enables the alcoholic to carry "this" message and "to practice these principles in all our affairs" so that we can "grow along spiritual lines," gain emotional sobriety, and live in harmony with God and neighbor. But you wouldn't know that from TPOH. Duhigg is mum on the Steps that make that process abundantly clear, and when he mentions two of them, he bends them out of shape so they'll fit into his habit loop scheme.

Thus he cites research to the effect that to do Steps 4 and 5, a person "has to create a list of all the triggers for their alcoholic urges" and that "When you make a self-inventory, you're figuring out all the things that make you drink." He adds that "Then, AA asks alcoholics to search for the rewards they get from alcohol. What cravings, the program asks, are driving your habit loop?"

Steps 4 and 5 have the alcoholic to do these things only in Duhigg's book. His account seems plausible to the uninitiate only because of the way he quotes Step 4: "to make `a searching and fearless inventory of ourselves.'" The person in AA will immediately notice a curious omission: the word "moral" is left out. Again, not surprising, since morality is among the "not testable hypotheses." But it's a "moral inventory," because AA is concerned not with the circumstantial habits surrounding our drinking but with the character and emotional habits that cause the harm we do to ourselves and to others. These constitute "the exact nature of our wrongs" which we then admit "to God, to ourselves, and to another human being" in Step 5.

This self-examination and admission of wrongs are among the exterior habits we cultivate in AA as we strive to acquire such interior habits or character traits as honesty, humility, and forgiveness. They proceed from a spiritual awakening which transforms the perceptions and concerns which drove our old habits. We try to practice these new habits daily in all we do and through repeated action the traits are gradually ingrained in mind and brain and develop into habitual dispositions. Right thinking, right feeling, and right action slowly become second nature to us. This is the understanding of habit formation that underlies the 12 Steps of AA and is distilled in the phrase "practice these principles."

The chain of events that led to AA started when a psychiatrist, Carl Jung, humbly admitted to the limitations of his trade and told one desperate alcoholic that there was no hope for him except in a spiritual experience. Through this man's agency psychologist William James helped another desperate alcoholic understand the spiritual experience that had just set him free. Bill W. was then led to another man of science named Dr. Bob, and AA was born.

Other psychiatrists, psychologists, and medical doctors would join with men and women of the cloth to support and encourage AA as it borrowed from science and religion and grew into a spiritual fellowship that would launch a different kind of experiment, an experiment in faith. The results are there for everyone to see, in the rooms of AA as well as at home, work, and church. They are every bit as empirical as those little graphs of rat brain activity that adorn TPOH.

We alcoholics are indebted to AA for nurturing such a fruitful tradition of cooperation between science, religion, and the spiritual, a tradition which Charles Duhigg has unfortunately chosen not to follow but which developments in science since the advent of quantum physics are sure to strengthen. It's not AA that's being left behind, but a hubristic and triumphalist conception of science that remains stuck in the 18th century.

Being open-minded, especially about spiritual matters, is one of the first habits we develop in AA. It's a habit that has served us well.
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56 people found this helpful

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From the United States

GskFn
5.0 out of 5 stars The title may sound simple. The book is strong.
Reviewed in the United States on April 10, 2012
Verified Purchase
The Economist magazine calls this a "first-rate" business book and I agree. Charles Duhigg tells of people - individuals, businesses, and other organizations - who carry out routines and act on habits in recurrent situations. The book puts a spotlight on people who succeed at shedding some habits and bringing new ones to life - in themselves and in people around them. In these pages lie a powerful concept and illustrative stories.

Habits can be efficient. When a habit is activated, we don't have to think so much about all the steps and breaths we take. Habits can be simple or more complex, making short work of such activities as: brushing one's teeth while thinking about the workday ahead; driving a car while listening to the radio; or tending to customers, fielding their requests, and responding routinely in a warm, appreciative manner. Routines can do a lot of good when it comes to maintaining desirable habits. But things can get challenging when we would like a habit to be changed.

A big part of the value in this book is its parade of human stories about how people have succeeded in replacing old habits with new ones. There are a few stories, too, about people who tried but failed to change a bad habit. Along the way, the author sketches a do-it-yourself model. He talks about people identifying existing "habit loops" which may include external triggers of time, place, people, and situations. Then, the idea is to interrupt and redirect activity toward the desired goals, eventually forming new habits.

In some examples, small "wins" are shown leading to bigger wins as people build skills and confidence in new ways of doing things. And in stories of organizational or cultural habits, positive changes are shown sometimes to set off a ripple effect, where new habits spread to more people in a kind of social contagion.

Charles Duhigg is a New York Times journalist and a graduate of Harvard Business School. He draws together a sampling of psychological research and real-life examples in business and other organizational endeavors. "The Power of Habit" delivers Duhigg's report in the form of a book full of good stories about people who exemplify the concept of "habit" in action, including direct interviews with some of the players in the stories. With this Duhigg presents a psychological concept of habits that a general audience might apply in everyday business and personal life. This book, if it reaches a large readership, may follow in the grooves of what journalist and psychologist Daniel Goleman's books did to popularize "emotional intelligence" and "EQ." (Goleman focuses on business applications of emotional intelligence in his 1998 book, 
Working with Emotional Intelligence .)

Duhigg's stories are interesting in their own right, easy to understand, and memorable. They run the gamut from sports to neurosurgery, and from marketing toothpaste to overhauling the managerial culture of a heavy industrial corporation.

For example, chapter 2 "The Craving Brain: How to Create New Habits," showcases breakthroughs in consumer marketing (and in one case, the dental health of a whole society) connected to habit changes. The examples cover a variety of marketing obstacles and breakaway solutions including Pepsodent toothpaste, Schlitz beer, and Febreze household deodorizer.

Chapter 5, "Starbucks and the Habit of Success: When Willpower Becomes Automatic," talks about staff training programs that have been credited with enhancing customer service and tuning up whole organizational cultures. Examples besides Starbucks include Deloitte Consulting and the Container Store.

Perhaps the most colorful and intriguing business story in the book is about the managerial successes of Paul O'Neill when he was CEO of the aluminum company Alcoa. (He later went on to serve as U.S. Treasury Secretary.) This is told mostly in Chapter 4, "Keystone Habits, or the Ballad of Paul O'Neill: Which Habits Matter Most." When O'Neill became CEO of Alcoa in 1987, he spearheaded the company on a headlong drive to achieve an error-free standard of employee safety. He rallied employees up and down the hierarchy, and across functions, to the cause of becoming "the safest company in America... [despite that]... employees work with metals that are 1500 degrees and can rip a man's arm off." (p. 98)

At first, Alcoa's investors and employees alike were skeptical, seeing O'Neill's radical quest for superiority in employee safety as too narrow, quixotic, and off-center. O'Neill conceived of the safety charge as a focal point that would trigger all sorts of changes in routines and habits of accountability throughout the company. Preventing employee injuries became a "keystone habit" in Duhigg's lingo, that would set off a ripple effect leading to an upswing in total corporate performance.

It worked. Within a year, Alcoa's profits reached an all-time high. Over a 13-year run with O'Neill at the helm, profits and the stock price both increased by 400%. Time lost to worker injuries declined to one-twentieth the U.S. average. Duhigg's book cites interviews with O'Neill himself and other Alcoa people who were there, and mentions that Alcoa stands as a case study in business schools.

"The Power of Habit" shines a bright light on organizational habits, but not only that. Duhigg serves up stories that point to individual habits, with relevance for personal success, such as interrupting a snacking habit or ending addictions. I see Duhigg's concept of habit loops as compatible with and complementary to the work of food and marketing psychologist Brian Wansink in his excellent book, 
Mindless Eating: Why We Eat More Than We Think  (2006). At the other end of the scale, Duhigg talks about habits changing at a societal level of attitudes and behavior, offering an analysis of the civil rights movement's Montgomery bus boycott as an example.

The one disappointment I find is a lack of chapter summaries and sub-chapter headings. While the book certainly is accessible "as is," such aids would make it easier to tie together diverse examples, remember themes and links, and go back to them later. The Audible.com version in particular is harder going without summaries and sub-headings because one is not looking at pages with the chapter heading in the upper right, nor is the listener just a page flip away from glancing at the book's table of contents. The Audible.com version also could do a better job of mentioning the printed book's many visual diagrams for listeners who are interested enough to cross-refer.

The book begins and ends with fitting references to the 19th-century writings of an American philosopher and psychologist, William James, who elucidated the concept of habit before there was much science behind it. James was a prime mover in establishing two major streams of modern social science and philosophy: 1.) behavioral psychology - that is, putting a scientific focus on observable behavior and developing interventions to help people shape their lives according to their better ideals; and 2.) the philosophy of pragmatism - which for James meant evaluating scientific theories according to their "cash-value." In James's pragmatist view, a good theory is one that does good work in the minds of those who use it.

James saw "habit," like Duhigg does, as a core aspect of human nature. Duhigg draws attention to success stories in habit replacement, from dental hygiene to aluminum manufacture. In keeping with the philosophical pulse of James the pragmatist, I give Duhigg's "The Power of Habit" a five-star rating for its eye-opening reports on useful research, chock full of real-world examples. Plus the book is written in a style that is vivid and inviting.
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Ray A.
3.0 out of 5 stars Of Mice and Men: The Power of Habit and AA
Reviewed in the United States on May 1, 2012
Verified Purchase
Charles Duhigg's book has made the role of habit in our lives a topic of much discussion lately, and that's perhaps its greatest value. In trying to fit AA into his "habit loop" formula, however, Duhigg helps to reinforce two popular but seriously mistaken views of a program that, as he recognizes, has rescued millions from the ravages of alcoholism and helped millions more through the influence of its 12 Steps.

According to one of these views, AA amounts to little more than group therapy; according to the other, AA is only concerned with drinking. We alcoholics go to meetings for mutual support so we can quit and not pick up again. End of story. To this Duhigg adds his habit loop twist. AA works because it helps us to exchange one habit for another: going to meetings instead of going to the bar. This, he claims, is AA's way of applying the "Golden Rule" of habit change: use the same cue (feeling lousy) and deliver the same reward (feeling better), but insert a new routine (meeting instead of bar).

This has all the appeal of simplicity and all the pitfalls of oversimplification. Presented as part of the truth, Duhigg's description is quite acceptable. Except that he presents it as the whole truth and what AA says about itself (in its basic texts) and countless alcoholics believe and try to practice, is of little consequence. He either dismisses or diminishes it as being, well, unscientific, a charge Duhigg uses as a trump card against an AA which he says remains "frozen in time," left behind by the advance of science.

Duhigg sets up a conflict between science and AA which enables him to reduce the latter to group therapy. This follows from his understanding of science as a materialist enterprise. Duhigg recounts how when researchers asked recovering alcoholics what made their new habits take hold so that they were able to stay sober even under the direst of circumstances, their answer was always the same: God. They hated that answer, says Duhigg, because "God and spirituality are not testable hypotheses."

Yet that is AA's answer, repeated throughout its "Big Book" and "12&12" and echoed in tens of thousands of rooms throughout the world each and every day. It reflects the view that humans are material and spiritual beings. Reject the latter and you end up treating men and women in controlled experiments the way you treat mice. But being subjects and not only objects, we humans have our own idea of what's going on inside of us. Thus either you accept alcoholics' own account of their experience and honestly try to learn from it, or you reinterpret it to fit your materialist bias.

The Power of Habit does the latter. It's therefore not surprising that the researchers eventually "figured out" that "It wasn't God that mattered." Instead, "it was belief itself that made the difference." As their materialist preconceptions required, the researchers tweaked Step 2 to take the spiritual out so that it ends up making me my higher power once I work up enough self-esteem to believe in myself. This is philosophy masquerading as science, and it dovetails back into pop psychology and the therapeutic commonplace that we drank because we didn't feel good about ourselves. Those who know the 12&12 will recall a memorable passage which lays such notion to rest.

Seeing spirituality and God not only as unscientific, but even as "odd" and "strange," Duhigg tries to exclude them from the AA story. Where AA sees alcoholism as "a threefold disease," physical, mental, and spiritual, TPHO admits only to the first two. Where AA considers itself a "spiritual fellowship," TPHO sees only the communal. Where AA talks of "spiritual principles," TPHO talks of methods and techniques.

We are left with a spiritually deprived and almost dehumanized portrait of AA as a "a giant machine for changing habit loops" which "forces you to create new routines" through "a system of meetings and companionship that strives to offer as much escape, distraction, and catharsis as a Friday night bender."

Such characterization distorts and trivializes what we alcoholics do. We go to meetings to share "our experience, strength, and hope" and to tell others "what we were like, what happened, and what we are like now," and thus to "carry the message" that "there is a solution," which is understood to be spiritual. We go because we want to give back "that which has been so freely given us." We don't all understand spirituality and God the same way, but neither do we try to deny or belittle them. As for the language of coercion, none of us would associate it with AA. It is totally foreign to its spirit.

Duhigg's scientism (to borrow a term from C.S. Lewis) also helps to explain why his book tends to perpetuate the notion that AA is all about drinking. It's a view that's been around from the start, and when people act on it in the rooms, we give it a name: two-stepping. They stop drinking and they tell others they stopped drinking. We sometimes call such people "dry drunks." They never move far beyond physical sobriety.

But AA is no drying machine, as by extension Duhigg's arid metaphor would have it. Not drinking is only the first step in a process leading to a "spiritual awakening" which enables the alcoholic to carry "this" message and "to practice these principles in all our affairs" so that we can "grow along spiritual lines," gain emotional sobriety, and live in harmony with God and neighbor. But you wouldn't know that from TPOH. Duhigg is mum on the Steps that make that process abundantly clear, and when he mentions two of them, he bends them out of shape so they'll fit into his habit loop scheme.

Thus he cites research to the effect that to do Steps 4 and 5, a person "has to create a list of all the triggers for their alcoholic urges" and that "When you make a self-inventory, you're figuring out all the things that make you drink." He adds that "Then, AA asks alcoholics to search for the rewards they get from alcohol. What cravings, the program asks, are driving your habit loop?"

Steps 4 and 5 have the alcoholic to do these things only in Duhigg's book. His account seems plausible to the uninitiate only because of the way he quotes Step 4: "to make `a searching and fearless inventory of ourselves.'" The person in AA will immediately notice a curious omission: the word "moral" is left out. Again, not surprising, since morality is among the "not testable hypotheses." But it's a "moral inventory," because AA is concerned not with the circumstantial habits surrounding our drinking but with the character and emotional habits that cause the harm we do to ourselves and to others. These constitute "the exact nature of our wrongs" which we then admit "to God, to ourselves, and to another human being" in Step 5.

This self-examination and admission of wrongs are among the exterior habits we cultivate in AA as we strive to acquire such interior habits or character traits as honesty, humility, and forgiveness. They proceed from a spiritual awakening which transforms the perceptions and concerns which drove our old habits. We try to practice these new habits daily in all we do and through repeated action the traits are gradually ingrained in mind and brain and develop into habitual dispositions. Right thinking, right feeling, and right action slowly become second nature to us. This is the understanding of habit formation that underlies the 12 Steps of AA and is distilled in the phrase "practice these principles."

The chain of events that led to AA started when a psychiatrist, Carl Jung, humbly admitted to the limitations of his trade and told one desperate alcoholic that there was no hope for him except in a spiritual experience. Through this man's agency psychologist William James helped another desperate alcoholic understand the spiritual experience that had just set him free. Bill W. was then led to another man of science named Dr. Bob, and AA was born.

Other psychiatrists, psychologists, and medical doctors would join with men and women of the cloth to support and encourage AA as it borrowed from science and religion and grew into a spiritual fellowship that would launch a different kind of experiment, an experiment in faith. The results are there for everyone to see, in the rooms of AA as well as at home, work, and church. They are every bit as empirical as those little graphs of rat brain activity that adorn TPOH.

We alcoholics are indebted to AA for nurturing such a fruitful tradition of cooperation between science, religion, and the spiritual, a tradition which Charles Duhigg has unfortunately chosen not to follow but which developments in science since the advent of quantum physics are sure to strengthen. It's not AA that's being left behind, but a hubristic and triumphalist conception of science that remains stuck in the 18th century.

Being open-minded, especially about spiritual matters, is one of the first habits we develop in AA. It's a habit that has served us well.
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S. Cranow
5.0 out of 5 stars Success or Failure the Product of Habits
Reviewed in the United States on December 20, 2012
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Habits are things that can raise us up to the pinnacle of heaven or plunge us to the depths of misery. The author examines the habit loop and gives a thorough analysis of how it impacts our life and how we can use this influence to make positive changes. Thorough research was done in the writing of this book. Companies like Starbucks, Febreze, Pepsodent and and Alcoa were looked at as models of success and how the habit loop works. They also make for very entertaining reading on what might be a very dry subject.

The part of the brain responsible for habits is the basal ganglia, not memory. The habit loop itself is a circular model that starts with a cue,then proceeds with a routine and then finishes with a reward. To create positive habits and /or eradicate new habits one must tweak the elements of the habit loop. The most effective habit changes involve modifying the routine part of the habit loop. In a sense you are already modifying a current habit. So to start a new habit you need to get in a new routine. Before the advent of Pepsodent, people really did not brush their teeth. Yeah that meant bad breath and a film over your teeth. Gross and yuck and yeah the nation suffered from poor hygiene. To sell toothpaste though you needed a new habit and yeah this one caught on. The reward part was manipulated here and thee reward was white teeth (which could be obtained by eating an apple) and that sharps sparkling taste in your mouth when you are done. The lather in shampoo serves the same function. Febreze used it as well. It was discovered on accident in a lab. It did such a great job killing odors that once you used it you put it in the closet and forgot about it. Not great for sales so you tweak the reward. After a good cleaning people liked a heavily perfumed spray just to finish things off. The company modified the formula.

But sometimes changing the routine is not enough. In alcoholics anonymous which is a spiritual program they work with two or three things. One is the inventory which helps you identify the cues that make you want to drink. The second part is belief, you have to believe that things can get better . That is where the belief in a higher power comes in. Another example of belief playing a role was the team called the Bucs, a losing football team. The coach came in and taught them to memorize a few key plays by wrote. They drilled these routines to death until they knew them cold. They were successful all the way until the finals and then they started slipping up. They did not win the super bowl and the coach ended up transferring to another team he repeated the same process but with the new team something changed. The change was a a death in the coaches family of his son. It forced the team to pull together and believe. They won the super bowl. Belief and a support group.

Starbucks has one of the best training programs hands down and they treat their employees right. The training not only gives them great work skills some of which can be used for college credit but they also give you life skills. One worker could not even hold down a job. He was the product of a broken family and his inner anger lead to temper flare ups at work among other things. Starbucks had something called a notebook where you write up a problem that arises then you write down your solution to the problem and then you practice it. This guy ended up getting a position in management. Bravo Starbucks. The book also analyzes how Howard Schultz bought the company and built it up to what it is today.

A new CEO steps up at Alcoa. He totally shocks everyone by telling them he is going to focus on safety. A real turn off because people really care about money not worker safety. The CEO sets up a communication system that allows for employees to communicate with their supervisors and even the CEO himself. It also calls for interdepartmental communication. They end up with a near perfect safety record and they also boost productivity and stock values soar. This shows the power of changing key habits to change the over all scene.

An analysis of how markets work is included by showcasing how Target Dept. Stores use computer to track consumer spending habits so they could determine which coupon they should send to you. They were so accurate that it creeped out the customer. Solution make it appear more random, so instead of sending a pregnant woman a bunch of ads for diapers and baby products they would mix it up with ads and coupons for a lawn mower. Make everything regular and familiar. Of course they use this to sell you stuff you will want in the future even before you know you'll want it. Familiarity and regularizes also help hit songs become successful.

The last two chapters focus on societal habits by examining the growth of the Saddle Back Church and the Montgomery bus strike involving Rosa Parks. This first chapter puts the leadership not in the hand of one person but in the hands of the people and it works. The Saddle back Church focuses on small weekday study groups that meet in people's homes with or without the pastor. In the Montgomery Bus strike it showed the power of Personal Connections and also what is called weak links or what I call loose associations. We know it as peer pressure to invoke change.

Finally there is the trick Casinos use.They reward you with all sorts of bonuses to get you to come to their casino. The flush of winning, free travel feel good. You also end up gambling away your life savings. Are you free to stop are you compelled to keep gambling. The story is contrasted to night terrors and sleep walking. Habit happen unconsiously when we sleep. fortunately for most our brain paralyzes us so we cannot move but for other they at function does not works. The subconscious is free to cause you to sleep walk, act out in violent fear. Force of habit.
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Gary Short
5.0 out of 5 stars Tools to affect positive change
Reviewed in the United States on September 19, 2012
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From "The Power of Habit: Why We Do What We Do in Life and Business" by Charles Duhigg, we learn the science behind habits. Habits lead to lasting change. This book goes well with and overlaps just a little bit with "Willpower: Rediscovering the Greatest Human Strength".

Duhigg shares that habits are comprised of three components

The Cue is a trigger that tells our brain to go into automatic mode and that tells us which routine to follow. The Routine is the action that occurs and the Reward is the event which helps the brain figure out if this routine is worth remembering. As we go through this cycle, the routine gets reinforced within the basal ganglia in our brains.Soon our conscious mind can go deal with other matters and the routine gets played out without effort.

As a habit gets developed both the cue and the reward create a craving in the brain. Businesses use these cravings to its advantage. Toothpaste adds mint related ingredients, because we associate the tingling feeling with clean teeth.

A series of experiments was performed with Eugene, a man who (because of a viral infection that attacked his brain), could not remember anything more than a few minutes. Through repetition, he learned to pick the "correct" card when shown two cards. He could give no explanation of why he made the particular choice. In fact, he was not even aware that he had sat down choose between two cards many times before.

After discussing individual habits and their formation. Duhigg talks about habits in the organization. In this, probably the best section of the book, we learn about how Paul O'Neill transformed Alcoa. When O'Neill was chosen as CEO of Alcoa, he knew that Alcoa had plenty of problems and he had to change the culture. Many were dismayed when he first met with Wall Street investors, and told them that the Plan was to make Safety the highest priority. Many were dumbstruck, when he responded to questions about financial strategies by reiterating the evacuation plan for the building, and pointing out the emergency exits.

What O'Neill was doing by choosing Safety as his Mantra, was taking advantage of a Keystone Habit. A Keystone habit is one that positively affects other beneficial habits. By emphasizing Safety, O'Neill was doing several things. He was changing the way that management interacted with the laborers. He was making everyone focus on making the plants run more efficiently, because if they are efficient, they are less likely to cause injuries. If someone got hurt in an Alcoa plant, whole procedures kicked in to make sure that issues were resolved. This focus lead Alcoa to become very profitable, and successful. This Keystone habit played a critical role.

Durhigg shares how Keystone habits can help individuals.

" When people start habitually exercising, even as infrequently as once a week, they start changing other, unrelated patterns in their lives, often unknowingly. Typically people who exercised start eating better and being more productive at work. They smoke less and show more patience with colleagues and family. They use credit cards less frequently and say they feel less stressed. It's not completely clear why. But for many people, exercise is a keystone habit that triggers widespread change"

I can vouch for the power of Keystone habits. For me, riding my bike to work is a keystone habit. When I do it, It causes me to try to eat healthier, to not drink sodas at work (even though they are free!) and I feel like I am more focused and productive.

"Studies have documented that families who habitually eat dinner together seem to raise children with better homework skills, higher grades, greater emotional control, and more confidence. making your bed every morning is correlated with better productivity, a greater sense of well-being, and stronger skills at sticking with a budget. It's not that a family meal or a tidy bed causes better grades or less frivolous spending. But somehow those initial shifts start chain reactions that help other good habits take hold."

There is a lot of other good info in The Power of Habit, which I strongly recommend, and I will write more about in a future blog post.

In the Appendix, Duhigg provides a reader's guide where he suggests affecting change by the following steps:

Identify the routine

Maybe the routine is grabbing a sugary soda, or losing our temper when talking to a co-worker. We first need to identify the action that is the core of our habit. Particularly if it is one that we are trying to change. Experience has taught us that it is not easy to simply get rid of the action, but better to determine a substitute action. Maybe we need to substitute a few squeezes to a stress ball, instead of saying the words that we will regret.

Experiment with rewards

We generally have habits, because they provide us with some reward. We need to see how our new routine provides us with a reward that is desirable enough to draw us to the new action. It might be the same reward associated with our old action. We should get creative here.

Isolate the cue

What is the event that causes our habit to kick in? This can be tricky. Our environment is very noisy and distracting so we need to keep a good record or diary to discover recurring patterns.

Have a plan

Once you understand your cue, routine and reward you can make a plan to remold your behavior. For example, let's say that you want to stop playing solitaire when you have deadlines to meet. You realize that you do it because you are tired of typing. It gives you a reward because it is satisfying to win the card game. A plan would be to recognize the Cue of getting tired, and planning at that point to stand up, stretch, and maybe care for the houseplants in the office. Since you like the natural touch, this is rewarding, and is healthier than playing solitaire.

This book also would be good with "Change Anything: The New Science of Personal Success" by a host of authors.
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Mr Snappy
5.0 out of 5 stars Habit formation, change, use and abuse (and some fun stories)
Reviewed in the United States on April 20, 2012
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New York Times investigative reporter Charles Duhigg has assembled a compelling set of stories about the overarching influence habit plays in our lives, its neurological underpinnings, how habits develop, how they may be altered, and how they may be used to undermine us. Duhigg's curiosity leads him to variegated and interesting applications of the concept of habit formation, from Tony Dungy's quest for a super bowl ring to the selling of Pepsodent, a milestone in advertising history.

These stories of corporate manipulation are among Duhigg's most persuasive. Most appalling was his story of an Iowa housewife who married early and accomplished little, except that she was adept at gambling. Her humdrum life became rewarding when she was able to order comped suites for friends' weddings because Harrah's valued her patronage so highly. Her anxiety was always relieved when she sat down at the black jack table. Harrah's casino showered her with personal attention. Even after she went bankrupt, Harrah's continued to call, making offers of benefits she could not refuse. Finally, after many hard knocks, she was given a second chance when her parents left a nice inheritance. Of course, she continued to answer Harrah's calls (they got upset when she declined to come) and gambled the inheritance away.

Then there is Boutique Target, spending vast sums to find statistical changes in spending patterns when women get pregnant. Once identified as a likely pregnancy (when her receipts show increased purchases of lotions, expanded waist pants, etc.), a woman begins to receive relevant discount offers, subtly hidden within coupon books. Pregnant women are "a gold mine," leading to infant, child, and family expenditures worth thousands. The Boutique is going to be sure they get their share of the action. Like Harrah's, they take advantage of customer habit to influence purchases to their benefit.

To the good, Duhigg recounts the story of a young man named Travis whose drug-addicted parents taught him none of the social skills required for success or even for holding down a menial job. He was a bright kid who knew that when the house was clean, that meant mom and dad had switched from heroin to meth and things were about to get seriously out of control. Travis dropped out of school, failed at McDonald's, then got a break when he was hired as a barista at Starbucks.

It seems that Starbucks had determined that world domination was based on convincing large numbers of people to pay four dollars a throw for a cup of coffee. This meant not only the addition of special nutrients such as heavy cream and sugary Italian flavoring, but also the emphatic recognition of the customer's personal value to the outlet. Starbucks taught its baristas to show care and consideration for customers. Travis took fifty hours of in-house courses, equivalent of a college semester, learning habits of positive customer relations. He wrote out and memorized the LATTE method: Listen to the customer. Acknowledge their complaint. Take action by solving the problem. Explain why the problem occurred. Travis paid attention. At age 26, he managed two Starbucks outlets, had no debt and a 401K. Travis had been socialized by a corporation.

The first third of the book deals with habit formation (cue, craving, routine, reward) and an appendix tells the reader how to change habits. The program is a bit reductive and sounds like cognitive behavioral therapy by another name, which it pretty much is. Nuances of interpersonal differences, the effects of various psychological states and diagnoses, the limits imposed by life circumstance, these are not factors that Duhigg treats in detail.

To his credit, Duhigg deals with higher functions than the simple changing of unconscious processes, like changing a pattern of cookie eating in the afternoon (a rather facile but helpful piece about his own habit change). His discussion of the success of Alcoholics Anonymous includes speculations that belief is sometimes necessary to overcome a life-long, pervasive habit, such as alcohol addiction. It is insufficient to deal with the physical addiction and to replace the habit with a new routine (e.g., calling a sponsor or going to a meeting instead of a bar).

The application of a belief that things can get better has been shown to assist addicts who suffer stress or temptation. Duhigg points out that when the chips were down, Tony Dungy's football team failed to apply the positive habits that had taken them to the playoffs. They failed to believe that the habits would work in the clutch. After Dungy lost a son, the team thereafter came together for his sake and won the Superbowl. Duhigg attributes the win to belief. It seems equally likely that this success came from increased motivation and affiliation among team members rallying around their beloved coach.

In my experience, clients often change when they embrace values more important to them than the rewards of a self-destructive habit. Rather than drinking, the client chooses to establish habits consistent with enhancing a child's life. A four-decade smoker stops cold turkey when his new love demands kissing sweet breath. It is the researcher's job to perform the experiments necessary to establish such a point. Duhigg, as a reporter, has done a yeoman's job of ferreting out the available findings and interviewing the authors. He cannot be held responsible for what social science has not yet ascertained.

What Duhigg does best is to spin a fine story, from Paul O'Neill turning Alcoa around by concentrating on habits of safety to the seeming exclusion of everything else (he knew that establishment of habits of safe production would lead to habits of efficient production), to the story of Travis's socialization at Starbucks. If he goes a bit far afield by shoe horning the Montgomery bus boycott into a story of habit change, so what? It's still a fun story and well worth reading. The world may not change, but lots of people will be better off for having read this book.
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Ian Mann
VINE VOICE
4.0 out of 5 stars the brain stops fully participating in decision making which is a good thing because without the loops
Reviewed in the United States on April 12, 2017
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A study by Duke University researchers in 2006 found that more than 40% of the actions people performed each day weren't actual decisions, but habits.
In the past decade, our understanding of the neurology and psychology of habits and the way patterns work in our lives, societies, and organizations has expanded in ways we couldn't have imagined 50 years ago. We know why habits emerge, how they change, and the science behind their mechanics. Duhigg applies these insights in three contexts – the individual, the organizational, and societal.
Habit replacement or eradication is virtually impossible without an understanding of the three-step loop of habit formation. First there is a trigger that tells your brain to go into automatic mode and which habit to use. Then there is the routine, which can be physical, mental or emotional. Finally, there is a reward, which helps your brain figure out if this particular loop is worth remembering for the future.
With time, this loop – cue, routine, reward; cue, routine, reward – becomes more and more automatic. When a habit emerges, the brain stops fully participating in decision making which is a good thing because without the loops, our brains would shut down, overwhelmed by the minutia of daily life.
Simply understanding how habits work makes them easier to control.
In the early 1900’s the health of Americans teeth was in steep decline as the nation had become wealthier, and people started buying larger amounts of sugary, processed foods. When the government started drafting men for World War I, so many recruits had rotting teeth that officials declared dental hygiene a national security risk. At the time only 7% of Americans had a tube of toothpaste in their medicine chests. A decade later that number jumped to 65%.
The change was caused by advertising produced by Claude Hopkins. He had been approached by a friend who had discovered a new toothpaste, a minty, frothy concoction he called Pepsodent. The success story, as told by Hopkins, required educating the nation on the importance of toothbrushing and then to have them choose Pepsodent continuously. Hopkins projected the mucin plaque that forms on teeth as a “cloudy film” that obscures the whiteness of your teeth and the beauty of your smile. The cue was the feeling of film on one’s teeth, the routine was brushing, and the reward was a beautiful Pepsodent smile, just like Shirley Temple and Clark Gable. (More careful investigation identified the fresh sensation after brushing as the reward rather the promise of a beautiful smile.) It became one of the world’s best-selling consumer goods and remained so for more than 30 years.
The golden rule of habit change that emerges from a plethora of research is that if you use the same cue, and provide the same reward, you need only insert a new routine. You cannot extinguish a bad habit, you can only change it. Duhigg describes how the golden rule has influenced the treatment for alcoholism, obesity, obsessive-compulsive disorders, and hundreds of other destructive behaviours, and how an understanding the loop can help anyone change their own habits.
Organizations have been effectively transformed through the understanding of habits. Duhigg sites Alcoa and Starbucks as examples of how leaders identified keystone habits and built them into their organisations with profound impact on the bottom line.
Alcoa, the giant American aluminium manufacturer after enjoying decades of success, was beginning to make misstep after misstep. There was some relief among shareholders when the Board announced the appointment of a former government bureaucrat named Paul O'Neill as CEO and scheduled an opportunity for investors to meet him. Investor relief turned to horror as O'Neill announced that he intended to make Alcoa the safest place to work in America – no mention of boosting profits, lowering costs, new “synergies,” “rightsizing,” “co-opetition” or other buzz words that are the standard in a new CEO’s speech. He even pointed out the safety exists in the hall in which they were gathered.
Many thought he would kill the company and immediately sold their holdings, only to deeply regret it when within a year profits hit a record high. When O’Neill left the company its net income was five times larger than when he arrived.
O'Neill had identified a keystone habit which he drove relentlessly through the organisation. He told staff, unions and managers that he was happy to negotiate with them about anything, but that there was one thing he would never negotiate with them and that was worker safety in Alcoa’s very dangerous environment. “If you want to argue with me about that, you are going to lose.” He demanded weekly reports on safety issues, participated in safety investigations, and fired very senior executive jeopardising a joint-venture safety violation.
The obsession with safety created an environment committed to excellence and discipline. The genius of choosing this keystone habit was that no one would raise objection, not staff, not unions and not management.
When Starbucks founder, Howard Schultz, returned to take control of his faltering 17,000 store enterprise, he put in place to keystone habit very similar to that of O'Neill. Among other changes, he placed great emphasis on the courteous manner in which baristas served every cup of coffee to every customer, every time. The training processes utilises the best insights into habit formation and focused on the development of self-discipline under the trying conditions of a quick service coffee shop.
“We're in the people business serving coffee. The entire business model is based on fantastic customer service. Without that, we're toast.” The solution for Starbucks was to turn the self-discipline required to exhibit nothing but courteous service into an organisational habit. Their financial results are testimony to the efficacy of the approach.
The implications of this book are wide-ranging and powerful. Of the many books that have come out recently dealing with behavioural psychology and sociology, The Power of Habit is one of the most accessible and entertaining.

Readability Light -+--- Serious
Insights High -+--- Low
Practical High -+--- Low

Ian Mann of Gateways consults internationally on leadership and strategy
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C. Ash
5.0 out of 5 stars Now I Understand How to Create Lasting Change
Reviewed in the United States on June 29, 2012
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Following a prologue in which a subject transforms utterly transforms herself, Duhigg lays out the structure of the book. "Part One: The Habits of Individuals" is broken into three chapters.

Chapter 1, "The Habit Loop" describes the (wait for it...) the habit loop, which is the foundation for everything that follows. This is a 3-step process, in which a cue triggers a routine which is reinforced by a reward. Duhigg does a great job of describing the science that describes this pattern, and the science which explains it, without making the information so dry that you can't absorb it.

Chapter 2, "The Craving Brain," examines individuals who suffered neurological damage and the impact that habits had on their ability to perform various functions and routines. This chapter had heart: imagining the daily lives of these individuals and their caregivers brought some real drama to the study of how habits operate in our brains. The point of the chapter was basically that habits are surprisingly delicate, to use Duhigg's term, and can be easily disrupted, with the right information.

Chapter 3, "The Golden Rule of Habit Change: Why Transformation Occurs" focused on the coaching career of of NFL coach Tony Dungy, and how he used his understanding of habits to transform the Tampa Bay Buccaneers and the Indiana Colts. The Golden Rule is You can't extinguish a bad habit, you can only change it. Midway through Chapter 3 Duhigg breaks away from NFL to consider Alcoholics Anonymous. If Chapter 2 is the heart of Part One, then Chapter 3 is the soul: both AA and Dungy's football program achieve their greatest success when the people operating under their respective guidance both arrive at belief in something greater than the individual. Duhigg shares more than that in this chapter, but there is a ton of information in this chapter about how habits can be disrupted to make way for more positive patterns.

In Chapter 4, "Keystone Habits, Or the Ballad of Paul O'Neill: Which Habits Matter Most," Duhigg offers Paul O'Neill of Alcoa to illustrate how altering a single habit in an organization (albeit in a highly focused and disciplined manner) can transform the total organization.

Chapter 5, "Starbucks and the Habit of Success," opens with a powerful story of a young man who was raised by drug addicts, and his subsequent struggles to maintain his employment. His pattern of failure changed when he went to work at Starbucks. This chapter discusses the importance of willpower and its limitations, how willpower can be strengthened, and planning for success.

Chapter 6, "The Power of a Crisis," uses the examples of doctor error in a Rhode Island hospital, which Duhigg asserts was made inevitable by the toxic atmosphere in the workplace, and a fire in King's Cross Station, London, which was made inevitable by strictly observed divisions of labor, to provide opportunities for transforming the cultures of those two organizations into something stronger and more effective than could have been created as Paul O'Neill did, just by sheer force of leadership.

Chapter 7, "How Target Knows What You Want Before You Do" is probably the most widely read section of the book, as it was excerpted by the New York Times (Duhigg's employer) and Forbes, among others. It's readable and informative, and fairly creepy in disclosing how much information we unwittingly distribute about ourselves, and how unlikely we are to curtail the activities that make it possible for Target to know a woman is pregnant before any of her immediate family members do.

Several reviewers have described these sections as "filler," but I found that they addressed complaints common to people who claim to want to change their habits but lack willpower, and provided guideposts to an attentive reader for what qualities set one up for success. I did not find these sections to be filler, but powerful illustrations of how a thorough understanding of the mechanisms behind habits can provide the tools for large scale change, and a discussion of the nature of personal responsibility. Although the sections were more directly addressing corporate bodies, the information was driven by the individuals within those organizations and therefore applicable to me and my own private attempts to alter my habits.

Part Three was an interesting summing up. Chapter 8, "Saddleback Church and the Montgomery Bus Boycott" addressed the components that made those movements (if one can call a mega-church a movement) successful. The Montgomery Bus Boycott, particularly, was really interesting: we celebrate Rosa Parks's heroism, deservedly, but the fact is, several other individuals had made similar stands without sparking the Civil Rights Movement. Duhigg's explanation for why Parks had the right stuff to make it happen makes for informative reading (the short version being, Parks was a genuinely nice and widely connected member of Montgomery society).

Chapter 9, "The Neurology of Free Will: Are We Responsible for Our Habits?" puts all the preceding information in perspective. It contrasts Brian Thomas, an Englishman who killed his wife while sleepwalking, with Angie Bachmann, a compulsive gambler who lost many hundreds of thousands of dollars. He describes the neurology of sleepwalking activity and of a compulsive activity such as gambling (or drinking, or binge eating) and concludes that habits are under are control and can be altered, which argues for self-awareness and personal responsibility.

The information provided in the body of the book was enough for me to understand how to create a road map for how to change my habits, but Duhigg did provide a digest of the material in his Appendix, "A Reader's Guide to Using These Ideas." Overall, I found this book to be both readable and powerful, and I look forward to implementing what I've learned to further my own goals.
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artemis 1291
5.0 out of 5 stars One-of-Kind guide book on how to change your life intelligently
Reviewed in the United States on March 11, 2019
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William Shakespeare’s convivial axiom of “A merry heart goes all the day” contains a profound secret of the power of the mind. It tallies with the tenets of quantum physics that consciousness is the foundation of the universe. Accordingly, the significance of willpower has always been the subject of philosophy, literature, and science because that is a prerogative of our humanness, our sovereign power and right of exercising the great faculty of mind to the extent possible, John Milton in Paradise Lost advised us: “Mind is its own place and in itself, can make a Heaven of Hell, a Hell of Heaven.” Further back in the antiquity, Aristotle corroborated that habits reigned supreme in connection with our construction of reality: “We are what we repeatedly do. Excellence, then, is not an act, but a habit.” In the tradition of Milton’s existential observation of the mind and Aristotle’s epistemological truth about the power of the mind, Charles Duhigg in The Power of Habit propounds an auspicious argument that explains how habits are formed and how to discontinue bad habits based upon the scientific findings of the brain and factual evidence in lay terms.

In order to give the reader the importance of habit formations and its relation to the neurological functions of the brain and the physiological effects on the bodily functions, Duhigg first avers that subconscious mechanisms that impact the numerous choice that seem as if they were the products of sound logics are actually influenced by habits of thinking. This habit formation results from the evolutionary progress of the brain’s mechanism for saving efforts, so that we can stop thinking constantly and redundantly about basic behaviors to devote mental energy to inventing irrigation systems, letters, waterwheels, printing machines, and other technological artifacts.

Then how are these habit formations programmed in our brain? Duhigg provides the reader with the simple but potent secret of 3-step loop as follows: (1) Cue: a mental trigger that commands the brain to go into automatic response and which habit to use; (2) the routine: physical and mental response to outward stimuli; and (3) a reward: feedback from the brain to parse if this particular loop is worth the remembering for the future. It is also quite reassuring to learn that even the smallest shift in the routine stage can upend the pattern and that every habit is malleable and fixable, however complex it may seem. Once the entire loop is established through a steady period of time, the brain stops fully participating in decision-making, letting an action put in auto-pilot mode. Hence, a habit is born. This also means that we can take control of the loop if we learn to create new neurological routines to overpower our less desirable or undesirable habits as long as cues are present.

To illustrate, the case of Travis Leach is the most compelling and realistically substantive in proving the power of habit formations fueled by willpower. Leach dropped out of a high school aged 16, wasn’t mentally strong enough to withstand criticisms and indignities, resulting in his frequent changing of odds-and-ends jobs. Then goddess fortuna must have winked at Leach when he got a job as a barrister at a newly established Starbucks store that made him turn over a new leaf in life. At the age of 26, Leach became the manager of 2 Stabucks stores overseeing 40 employees. He never got upset by irate customers and feels utterly powerless in a drip of criticism due to the company’s education of empowering willpower to their new employees based upon the science of habit formations. To dismiss it as a tactful advertisement for Starbucks’s business umpire is to discredit Leach’s hard-won triumph of will over his sociological disadvantages and psychological scars as a result of his unhappy childhood.

Duhigg’s vastly informative and highly entertaining guide to the habit of success is not to bestride a vox populi bestseller list of common self-help books. With his thorough research of evidentiary neurological impacts on habit formations and use of everyday examples thereof, Duhigg marshals his knowledge of the subject and willingness to help people in plain language that is accessible to initiated and uninitiated. He then delivers a burst of scintillating pep to the reader with steadfast belief that the right kind of habit formations supported by willpower will transform the raw material of the mind into its Excellency through a process as mysterious as a “caterpillar transforming mulberry leaves into silk,” as his like-minded intellectual Ralph Waldo Emerson agreed two centuries ago. This is not a self-help book per se, but a modern day version of Aristotelian principles of ethics examining the nature of and relations between virtue, the mean, pleasure, and happiness that can make your life different.
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Jazmine
5.0 out of 5 stars Amazing perspective and great read
Reviewed in the United States on October 16, 2023
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I had such a better understanding about how habits actually work. It helped me to also see how to work on my own habits that I wanted to change. I even enjoyed learning how the mind functions when it comes to forming or reshaping habits in a way that was fun and easy to digest without being overly technical. It’s definitely worth re-reading.
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Sokratis Anastasiadis
5.0 out of 5 stars A great framework of how basic habits work, showing some of its features
Reviewed in the United States on July 3, 2016
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Charles Duhigg created a great book. A book that places a framework or foundation as to how our mind works within a part of our behavior: habits. Each chapter within the book brings new features of the elements of how habits works.

Chapter 1: Addresses the nature of how habits work if they were not able to be changed by illustrating a patient that cannot change its own habits due to some mental malfunction. This chapter is basically an appetizer for people to get more interested in the nature of how habit works, but for the hardcore minded, it also addresses a lot of philosophical questions about the nature of habits.

Chapter 2: Illustrates that habits cannot be created without a reward within. Most of the habits in here illustrate of concrete nature which most the average individual is only used to. It is definitely missing abstract rewards, such as the nature of understanding and piecing things together (i.e. using this book as a framework to replace bad habits to good habits), a craving scientists quench all day to get that dopamine rush. Abstract rewards gets covered much better within the book "the structure of scientific revolutions" by Thomas Kuhn.

Chapter 3: Discusses the topic of substituting habits that can achieve the same reward. It also discusses that overwhelming emotions can overwhelm habits to act on our cues and requires very strong faith to not become influenced by it. This correlates much with chapter 8, which discusses external ties, which represent Maslow's lower version of esteem. Instead, we should replace with a higher version of self esteem, which represents foundations independent of social ties. In contrast, what we see here is a fight between two overwhelming emotions, one with the the crowd in the stadium and the event importance, another with the bad news of the coach, the latter being more overwhelming, making the Colts win the game. If there is no foundations, then whatever strongly overwhelms us can aid or fight against our own habits.

Chapter 4: Here shows that acknowledging an implicit habit and transforming it to an explicit habit results other habits that are associated with to also change itself as well too. It seems when we see habits explicitly, in an empirical form, the more we are aware to differentiate and classify the difference between old and new habits.

Chapter 5: This Chapter talks how creating a plan for a new habit to replace an old habit makes it more likely we will act on the new habit.

Chapter 6: When failure shows that we have to replace an old habit with a new habit, this gives us the ability to either use the solutions discussed on Chapter 5 or instead just ignore and live with our old habits. The book Black Box Thinking by Matthew Syed dedicates the whole topic on this chapter alone. So if you are interested, I recommend to read that book.

Chapter 7: All previous chapters discussed how to change an old habit with a new habit "from our own self". What happens if we "influence someone else" to change a habit? Then doing it in a straightforward way will create emotional pain. When we do something that is not relevant, not a habit to our self, we don't "expect a reward" when we see the cue. In contrast, we see the reward immedietly when the actual reward emerges. Habits in contrast expect a specific reward from the start of the cue, it expects a consistent input. Habits can be engulfed through our beliefs and values. For that reason in this use case, we try to not emerge the cue with inconsistent input, such as violating privacy laws, as that will create emotional pain.

Chapter 8: This book really feels that it talks about Maslow's Self Esteem between low motives which are tied with low ties and high motives which are tied with foundations that make you independent of low ties, such as reading this book's framework and using it to fix existing habits instead having a psychotherapist to always depend for fixing them for you. Low ties are illustrated here with friends of friends. But there is another way to create low ties: clothes. The book "Mind what you wear" by Professor Karen J Pine details it.

Chapter 9: Using reference of chapter 8, we see that we have a choice whether we should submit to low ties created by the manipulation of our habits by the use of marketing made by companies or become independent by using foundations such as this book in order to not succumb upon them. This Chapter's story alone is just worth for every marketer to read. It touches the topics of ethics, how so many companies are tunnel visioned on creating a less social responsible world.

I think these concepts are hard to understand without reading the examples within the book. It is a great read and it will influence your life dramatically, trust me. I just have to give all my gratitude to Charles Duhigg creating a comprehensive book which successfully became one of the top best seller books. That means if I want to talk someone about the brain, if chances they have read this book, then I can use that as reference to discuss other topics that they are unfamiliar with something they are familiar with.
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