We are always creating new tools and techniques to help people, but the fundamental framework is remarkably resilient, which means it must have something to do with the nature of organizations or human nature.

Valued achievements connect to people at a deeper level—and a deeper level can change behavior that is generally very difficult to change.

This is true even in organizations that are very focused on analysis and quantitative measurement, even among people who think of themselves as smart in an MBA sense. In highly successful change efforts, people find ways to help others see the problems or solutions in ways that influence emotions, not just thought.

Most people don't lead their own lives - they accept their lives

Overcoming complacency is crucial at the start of any change process, and it often requires a little bit of surprise, something that grabs attention at more than an intellectual level. You need to surprise people with something that disturbs their view that everything is perfect.

People change what they do less because they are given an analysis that shifts their thinking than because they are shown a truth that influences their feelings.

Tradition is a very powerful force.