Once you take the first step, the next one becomes easier. Humans have an ingrained desire to act consistently with past actions. When we make a decision, we convince ourselves it was the right choice. This is the essence of commitment and consistency.

These principles create personal or social pre...

Psychological inertia often manifests in organizational change as resistance to action or a tendency to maintain the status quo unless driven by a strong psychological motive. While similar to status quo bias, psychological inertia differs as it actively suppresses action, driven largely by fear,...

Managing change is about helping people. Make it easy and enjoyable for people to adapt to change. “Help me!” is the call that every people-centric change manager picks up from the plethora of feedback in organizations. You can help people change during the implementation of a program, but you can a...

On the main road in my town, there’s a sign that displays your speed in bright, glowing numbers. If you’re within the speed limit, it gives you a green thumbs-up. However, if you’re speeding, it still gives you a thumbs-down… also in green. It took me a few tries to realize something felt off. Th...

People place more value on things that are harder to obtain. We often want what we can’t easily have. This psychological force is widely used in advertising, leveraging limited availability or time constraints to encourage purchases. Scarcity applies not only to physical goods but also to informa...

 I think it was in 2010 when I read the book Nudge by Richard Thaler and Cass Sunstein, one of the most influential books in behavioral economics. I was instantly a fan. And in 2017, I was genuinely happy for the first time with a Nobel Prize winner. That year, Richard Thaler won the Nobel Prize in ...

As humans, we are strongly inclined to comply with authority figures. This tendency is ingrained in our nature and often operates unconsciously. People frequently underestimate the influence that authority exerts on their behavior.

Three key symbols effectively establish authority:

1. Titles: Doc...

In many change programs, you often hear: "Change the mindset of employees, and behavior will follow." I used to advocate this approach, but I’ve grown increasingly skeptical. For example, I’m convinced that taking the bus is better for the environment and my health, yet I often choose my car. Simila...

Implementing change in organizations largely revolves around influencing others. Influence doesn’t happen by chance—it can be cultivated. It’s both a science and an art.

The Six Principles of Influence

Robert Cialdini, an American professor of marketing and psychology, summarized the science of in...

When faced with uncertainty about how to think or act in a given situation, people often look to others for cues. This phenomenon, commonly known as imitation, stems from the principle of social proof, one of the most powerful tools of influence.

Social proof works by showing what others are doi...

Change programs often expand far beyond their initial scope. What starts as a small plan can evolve into an overwhelming and complex process, diluting the essence of the change. Organizations tend to prepare changes down to the finest details, addressing every theoretical obstacle with interventi...

Late 2006, I fell in love. First with Lean, and soon after, even more deeply with Continuous Improvement. During an introductory session on the topic, I felt butterflies in my stomach and an overwhelming urge to learn more. It was like traveling and coming home at the same time. A whole new world op...