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know their vital behaviors. “Work hard” and “Be nice” are veritable watchwords at KIPP.
third key to their success lies in their ability to routinely overdetermine their results.
Source 1. Personal Motivation
Do they enjoy it?
Most end up enjoying the act of learning itself because it’s routinely connected with success.
Source 2. Personal Ability
Can they do it? Just because individuals enjoy something doesn’t mean they’ll succeed. They have to have the skills, talent, and understanding required to enact each vital behavior or they’ll
Dropping out is a sane response to persistent disappointment and repeated reminders that they’re performing below average.
entire design of the learning process is to create a feeling of competence and mastery. Educators achieve this objective by providing students with informative and engaging deliberate practice experiences coupled with clear feedback.
When they succeed, they want to repeat their success. And our whole goal is to help them experience success from day one.”
Source 3. Social Motivation
Do others encourage them to enact the wrong behavior?
Source 4. Social Ability
Others not only provide a source of motivation but they can also enable vital behaviors. To examine this important source of influence, ask: Do others enable them?
Source 5. Structural Motivation
Most burgeoning change agents think about both individual and social factors, but they leave out the role “things” play in encouraging and enabling vital behaviors. To check for this source, ask: Do rewards and sanctions encourage them?
Source 6. Structural Ability
Finally, “things” can either enable or disable performance. To examine this source, ask: Does their environment enable them? When
think about how to organize the home environment to make study easier and more successful.
overdetermine success.
Overdetermine success - belt and suspenders - multiple means and paths
three keys to influence.
1Measure the right things
2id and drive vital behaviors
3overdetermine success
using 6 Influence
personal MotiVation and ability self
Social motivation and ability people
Structural Motivation and ability things and environment
these three principles provide the foundation of all effective influence strategies. They aren’t tricks or gimmicks. They aren’t fads or the latest “things.” They aren’t quick fixes. But together they make up a learnable path to success. They are the science of leading change. *http://www.sciencedirect.com/science/article/pii/S0887617701001135.
clear, compelling, and measurable goals. You know exactly what you want, by when, and how to measure it.
Key 1 clear, compelling, measurable goals
Next you have to figure out what behaviors people need to change in order to achieve these results.
What behaviours need to change to achieve key 1 results
one or two vital behaviors, well executed, will yield a big difference.
1-2 vital behaviours =big results
there are moments of disproportionate influence. These are times when someone’s choices either lead toward great results or set up a cascade of negative behaviors that create and perpetuate problems.
Moments of disproportionate influence
Even the most pervasive problems will yield to changes if you spot these crucial moments and then identify the specific, high-leverage actions that will lead to the results you want.
Quotable
“The hardest thing we do here is try to get rid of the code of the street. It says: ‘Care only about yourself, and don’t rat on anyone.’ However, if you reverse those two behaviors, you can change everything else.”
“Helping residents learn to confront problems is essential.
To transform these ideals into realities, each resident is placed in charge of someone else the very first week.
A week later when someone even newer than you comes in, you’re in charge of teaching that person to set the table. From that moment forward, people no longer talk to you about how you are doing. They ask you how your crew is doing. You are responsible for them.
Next, residents practice the second vital behavior: to speak up to people who are breaking rules, drifting off, becoming verbally aggressive, and otherwise behaving badly. For most excriminals, talking about these types of problems is like speaking a foreign language. Ultimately, Silbert helps residents change their values and attitudes—even their hearts—but she does so by focusing on two vital behaviors.
Pareto Principle, the old 80-20 Rule. This rule suggests that for whatever your change topic may be, 80 percent of your results come from 20 percent of your efforts.
even for the most complicated problems, ones that are influenced by, say, 10 different behaviors, influencers should focus their efforts on the top 2—and only the top 2. If they spend time on the top 4 or 5 behaviors, or, worse still, on all 10 behaviors, they’ll spread themselves too thin.
identify the behaviors that were most vital to the result he was trying to achieve.
overcoming just four hurtful behaviors reduces the chances of divorce or unhappiness by over one-third.
researchers discovered that staying happily married isn’t about 50 things. Rather, they found that it primarily comes down to how people behave during the few minutes a day or week when they disagree.
If a couple’s disagreements include significant amounts of four behaviors (blaming, escalation, invalidation, or withdrawal), then their future is bleak. If, on the other hand, they learn to take time out and communicate respectfully during these few minutes, then their entire future will be far brighter.
handful of high-leverage behaviors drives most of the improvement in any successful change effort. Discover these vital behaviors and change them, and problems—no matter their size—topple like a house of cards.
lead meaningful discussions with each patient every morning, and then they write the patient’s Goal for the Day and Plan for the Day on a whiteboard; (2) All of the caregivers, including the physicians, read the whiteboard, respond to what’s written there, and then update the whiteboard before leaving.
find high-leverage behaviors and focus your efforts on them raises these questions: How do you find them? What if they aren’t obvious? If you’re not careful, you could easily focus all of your attention on the wrong behavior and achieve no results.
four vital behavior search strategies: • Notice the obvious. Recognize behaviors that are obvious (or at least obvious to experts) but underused. • Look for crucial moments. Find times when behavior puts success at risk. • Learn from positive deviants. Distinguish behaviors that set apart positive deviants— those who live in the same world but somehow produce much better results. • Spot culture busters. Find behaviors that reverse stubborn cultural norms and taboos.
researchers from a large Midwestern university who culled reams of data examining patterns of success and failure and identified three vital behaviors. If you want to make it past that first tremulous year: attend class, complete assignments (duh!), and make friends (really?).
why making friends was vital. They taught us about a rite-of-passage that often happens over the Thanksgiving holiday weekend. First-year students go home for their first real vacation from college, and many either break up with or get dumped by their high school sweethearts. These Thanksgiving breakups are so common that college counselors have given them a name: the “Turkey Drop.”
students return from Thanksgiving serious and a little depressed. They dig into their studies, and they begin to make new college friends. They cut their ties with high school, and they begin to identify with their new role. Students who don’t make this transition to new friends and a new identity drop out at a much higher rate.
Apply what you already know. Then, do an Internet search or talk with local experts, and see if you can find credible research that supports clear consensus on other high-leverage behaviors.
‘Shut up and paddle!’ That’s when you win the race!”
