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A Q&A with Author Charles Duhigg
 What sparked your interest in habits?
I first became interested in the science of habits eight years ago, as a newspaper reporter in Baghdad, when I heard about an army major conducting an experiment in a small town named Kufa. The major had analyzed videotapes of riots and had found that violence was often preceded by a crowd of Iraqis gathering in a plaza and, over the course of hours, growing in size. Food vendors would show up, as well as spectators. Then, someone would throw a rock or a bottle. When the major met with Kufa’s mayor, he made an odd request: Could they keep food vendors out of the plazas? Sure, the mayor said. A few weeks later, a small crowd gathered near the Great Mosque of Kufa. It grew in size. Some people started chanting angry slogans. At dusk, the crowd started getting restless and hungry. People looked for the kebab sellers normally filling the plaza, but there were none to be found. The spectators left. The chanters became dispirited. By 8 p.m., everyone was gone. I asked the major how he had figured out that removing food vendors would change peoples' behavior. The U.S. military, he told me, is one of the biggest habit-formation experiments in history. “Understanding habits is the most important thing I’ve learned in the army,” he said. By the time I got back to the U.S., I was hooked on the topic. How have your own habits changed as a result of writing this book?
Since starting work on this book, I've lost about 30 pounds, I run every other morning (I'm training for the NY Marathon later this year), and I'm much more productive. And the reason why is because I've learned to diagnose my habits, and how to change them. Take, for instance, a bad habit I had of eating a cookie every afternoon. By learning how to analyze my habit, I figured out that the reason I walked to the cafeteria each day wasn't because I was craving a chocolate chip cookie. It was because I was craving socialization, the company of talking to my colleagues while munching. That was the habit's real reward. And the cue for my behavior - the trigger that caused me to automatically stand up and wander to the cafeteria, was a certain time of day. So, I reconstructed the habit: now, at about 3:30 each day, I absentmindedly stand up from my desk, look around for someone to talk with, and then gossip for about 10 minutes. I don't even think about it at this point. It's automatic. It's a habit. I haven't had a cookie in six months. What was the most surprising use of habits that you uncovered?
The most surprising thing I've learned is how companies use the science of habit formation to study - and influence - what we buy. Take, for example, Target, the giant retailer. Target collects all kinds of data on every shopper it can, including whether you’re married and have kids, which part of town you live in, how much money you earn, if you've moved recently, the websites you visit. And with that information, it tries to diagnose each consumer’s unique, individual habits. Why? Because Target knows that there are these certain moments when our habits become flexible. When we buy a new house, for instance, or get married or have a baby, our shopping habits are in flux. A well-timed coupon or advertisement can convince us to buy in a whole new way. But figuring out when someone is buying a house or getting married or having a baby is tough. And if you send the advertisement after the wedding or the baby arrives, it’s usually too late. So Target studies our habits to see if they can predict major life events. And the company is very, very successful. Oftentimes, they know what is going on in someone's life better than that person's parents.
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Similar Products:Thinking, Fast and Slow
What Makes Your Brain Happy and Why You Should Do the Opposite
Imagine: How Creativity Works
Subliminal: How Your Unconscious Mind Rules Your Behavior
Understanding Other People: The Five Secrets to Human Behavior
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| Product DescriptionA definitive guide to growing your small business through "Engagement Marketing"As a small business owner, you've always relied on word-of-mouth referrals to grow your business. Thanks to social media—and its nimble partner, mobile technology—it's now easier than ever to turn customers and clients into engaged fans who spread the word about your business across a variety of online platforms. And that's what Engagement Marketing is all about. Written for anyone who owns or manages a small business or non-profit, this book is filled with practical, hands-on advice based on the author's experience of working with thousands of small businesses for over a decade. You'll learn how to attract new prospects—as well as how to increase repeat sales—using your existing customers and social networks. - Learn how to create customer experiences that increase positive customer reviews and endorsements
- Get practical advice on how to entice people to join your social networks and run engagement campaigns that increase visibility—and endorsements—for your business
- Understand why engagement is so important—and how you can use it to turn passionate fans in your social networks into tomorrow's new business
- Author Gail Goodman is CEO of Constant Contact, America's leading email and social media marketing company for small businesses
Engagement Marketing will help you make a bigger name for your company, build your network, and reach your goals.
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Similar Products:The Constant Contact Guide to Email Marketing
Likeable Social Media: How to Delight Your Customers, Create an Irresistible Brand, and Be Generally Amazing on Facebook (And Other Social Networks)
The Advantage: Why Organizational Health Trumps Everything Else In Business
NETGEAR GS108 ProSafe 8-Port Gigabit Ethernet Desktop Switch
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Release Date: 2001-10-16
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| Features• good to great book, business and investing
Product DescriptionThe Challenge:
Built to Last, the defining management study of the nineties, showed how great companies triumph over time and how long-term sustained performance can be engineered into the DNA of an enterprise from the verybeginning. But what about the company that is not born with great DNA? How can good companies, mediocre companies, even bad companies achieve enduring greatness? The Study:
For years, this question preyed on the mind of Jim Collins. Are there companies that defy gravity and convert long-term mediocrity or worse into long-term superiority? And if so, what are the universal distinguishing characteristics that cause a company to go from good to great? The Standards:
Using tough benchmarks, Collins and his research team identified a set of elite companies that made the leap to great results and sustained those results for at least fifteen years. How great? After the leap, the good-to-great companies generated cumulative stock returns that beat the general stock market by an average of seven times in fifteen years, better than twice the results delivered by a composite index of the world's greatest companies, including Coca-Cola, Intel, General Electric, and Merck. The Comparisons:
The research team contrasted the good-to-great companies with a carefully selected set of comparison companies that failed to make the leap from good to great. What was different? Why did one set of companies become truly great performers while the other set remained only good? Over five years, the team analyzed the histories of all twenty-eight companies in the study. After sifting through mountains of data and thousands of pages of interviews, Collins and his crew discovered the key determinants of greatness -- why some companies make the leap and others don't. The Findings:
The findings of the Good to Great study will surprise many readers and shed light on virtually every area of management strategy and practice. The findings include: - Level 5 Leaders: The research team was shocked to discover the type of leadership required to achieve greatness.
- The Hedgehog Concept: (Simplicity within the Three Circles): To go from good to great requires transcending the curse of competence.
- A Culture of Discipline: When you combine a culture of discipline with an ethic of entrepreneurship, you get the magical alchemy of great results. Technology Accelerators: Good-to-great companies think differently about the role of technology.
- The Flywheel and the Doom Loop: Those who launch radical change programs and wrenching restructurings will almost certainly fail to make the leap.
“Some of the key concepts discerned in the study,” comments Jim Collins, "fly in the face of our modern business culture and will, quite frankly, upset some people.” Perhaps, but who can afford to ignore these findings?
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Similar Products:Good to Great and the Social Sectors: A Monograph to Accompany Good to Great
Great by Choice: Uncertainty, Chaos, and Luck--Why Some Thrive Despite Them All
The Five Dysfunctions of a Team: A Leadership Fable (J-B Lencioni Series)
Built to Last: Successful Habits of Visionary Companies
How The Mighty Fall: And Why Some Companies Never Give In
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Release Date: 2012-02-19
| Product DescriptionThe world changed on 9/11 in so many different ways. Since that day, there has been a major shift happening in the way people think and live their lives. Sure, many people still chase the dollar as their ultimate goal. However, many more people have begun to realize that the world could, well, end tomorrow.
That’s why people are choosing to pursue a business around a lifestyle, instead of a lifestyle controlled by their business. It makes sense, right? If the world was going to end tomorrow, would you still try to live your life in a way you never wanted to?
Take a look around you and you’ll see that this shift to becoming a lifestyle entrepreneur is being adopted by more and more people every day. Some of those people are falling into it because they have been laid off from their jobs and are literally forced into it. Some of those people just figure out a way to make it happen because of the “end of the world” thinking mentioned above.
This book, and the two volumes that will come after it, are written to help you understand how to live the life you always wanted, by building a business that can help you get there. A business that doesn’t control you. A business that doesn’t force you to work 80-hour weeks, or work on something you absolutely dislike.
There is absolutely no reason you shouldn’t have the life you always wanted. Life is too short to live that way. The stories and examples from the lifestyle entrepreneurs in this book will open your mind to this very true reality and hopefully get you to finally understand these facts.
So let’s get down to business. It’s time to change the way you think and show you how possible all of this can be. Thank you for reading.
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Similar Products:Getting More Done: 10 Steps for Outperforming Busy People
How to Stop Aging (Volume 3): Unlocking the Mysteries of Feeling Young - How to Improve Your Physical, Mental & Sexual Energy with Age? (Anti-aging)
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Poverty Sucks! How to Become a Self-Made Millionaire
Your Asthma : Treat Food Allergy Now - "Powerful" Secrets For How To Get Treat Food Allergy Fast, And Prevent It From Happening Again (Your Asthma Series)
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