Chip and Dan Heath’s new book, Switch: How to Change Things When Change Is Hard, shows how managers can catalyze change more effectively by drawing on an enormous body of research from psychologists on how the brain works. In Switch’s first chapter, the authors report that they hope most of all to help “people who don’t have scads of authority or resources.” But the book’s ideas have enormous relevance for senior executives as well. In this interview with McKinsey’s Allen Webb, Heath interprets Switch for denizens of the C-suite. Supporting the interview are two case examples excerpted from the book.
Making the emotional case for change: An interview with Chip Heath