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Change or Die: The Three Keys to Change at Work and in Life have 653 words, post on at July 4, 2015. This is cached page on Smart Prices. If you want remove this page, please contact us.
Brilliant book. If you have ever wondered how lasting change can take effect, then read this book. It is chocked full of well researched examples and case studies to make the theories come alive. Clearly, it demonstrates the importance of individual ownership where rather than being told to change you discover the value of this through emotional attachment to a support group, repeated exposure to new ideas and concepts allowing you to re-frame and see a new future, or way forward. Being part of an appropriate mastermind group would be an ideal structure to support the changes advocated in this book. Thanks for the inspiration. Highly recommended.
My doctor recommended this book to me but after reading it, I didn’t find it to be very helpful. If you are interested in a good read related to losing weight, I recommend "Change your Brain Change Your Body" by Daniel G. Amen, M.D.
I really hoped to get some new information out of this but it just says the same thing everyone else does. NO new info and pretty boring to read.
This books was recommended by the engineering manager of a large corporation. After reading it, we decided to have the entire management team read it, so we all know these principles. Outstanding ideas and explanations.
This is a easy to read book that uses good examples for how challenging it is to change no matter how important it is that we do. The first example is a good illustration about the extreme someone will go who is considered smart but how incapable they truly are. And they extent they go to having everyone else pay for their selfish failures. Throughout the book the examples of people who make a difference are wonderful examples of who we all wish to be.
Compelling processes described for change in human beings. Some interesting case studies provided. I am also using for a weight loss support group that we started at our church.
My husband wanted the book,Its the first book he has read all the way to the end,When he was done he gave it to a friend
I have shared this book with my career/life coaching clients, one of them is refusing to send it back that’s how significant this book is.I highly recommend it for anyone who wants to understand what it takes to change habitual behaviors. A word of caution though, real change is only through engagement. Understanding does not take us far enough.
Eye opening and pertinent to my profession and the work I am doing with my school staff. Easy to read and relate to.
This was recommend by peers and I have applied many of the concepts in my work and home life daily.
This book is life changing. I will read it over and over again. I have already bought it as a gift twice.
This book is so good, I went out and bought copies for all my staff. Everyone should read this book.
who was headed down a bad path in his life. I bought a couple other books for him also. Sadly, it didn’t work. I thought the content was great but a bit academic for some. The depressing observAtion that most people cannot change their lives is a sad reality. THe author puts forward a nice model for change but most will not read and implement.
Amazing anecdotal and scientific surveys lending credence to the difficulty of change and practical suggestions for moving beyond the blocks that stop it.
I believe this book is a requirement for any thinking individual that wants to thrive in today’s fast changing topsy turvy world
A friend recommended it w/ high praise and it was much better than that – a true inspiration.
[…]
Why didn’t I do this earlier? I quit smoking, drinking alcohol and caffeine and feel so much better. Why didn’t I do this earlier? I can actually work myself up to quite the guilty lather of shame for not doing it earlier, that my old habit would be to light up, or pour myself a drink to make the feeling go away.
As I was heading back to the airport after attending AFLV’s The Gathering, I had this same question running though my head – Why didn’t I do this earlier? Change or Die, by Alan Deutschman shares lots of reasons that people, like me, like you, are not successful in embracing change. These reasons are widespread and most importantly are running rampant on our campuses, in our organizations, and in our vision for the fraternal movement.
Most change comes from Fear, Force, or Facts (or a combination). As I put my toe into the fraternal movement, I was fearful that I wouldn’t fit in and have been overwhelmed at the amount of risk management, hazing education, and bad choice prevention whizzing by me at national and regional conferences. I haven’t experienced force, but I see organizations’ expectations, policies, procedures, and other structures, new member classes all the way up to national organizations. I have also gathered lots of facts about social norms, statistics about alumni member successes, and recruitment numbers and strategies. Deutschman uses personal health, corporate innovation, and prisoner rehabilitation programs as examples of how for years, Fear, Force, and Facts have fueled change initiatives, and much like the fraternal movement, have seen some success in the short term and very little success over longer periods of time.
What if we spent our time and energy developing preventative health care systems and community-based support systems for better living? What if innovation came from all employees instead of those designated in leadership positions? What if people were given hope and ability to contribute to their communities? Studies offered in Change or Die show that once Fear, Force, and Facts are underemphasized and support, opportunity, and value are increased, change — and I mean major change — occurred, and was sustained over long periods of time. This brings me directly back to the fraternal movement. What if collectively, we asked ourselves, \\”What if our solutions are part of the problem?\\” What if hazing, risk management, accountability, and other educational programs were given back to the membership? If that is too scary, what if we just looked at the solutions that have been tried over the past few decades and we collectively decide that it isn’t working. Perhaps change isn’t life or death, but stagnation or thriving. At the end of this powerful and accessible read, Deustchman shares that the title of the book itself is a misnomer, but Change and Thrive, didn’t have the sense of urgency that death does. This is the element of Fear being utilized to make change (or at least get us to buy the book). What if individual chapter members didn’t fear low numbers but feared disappointing their fellow community members. What if organizations supported one another instead of creating cut throat competitions to have a winner or loser?
What if you believed that change in the fraternal movement is possible? What if you lived this belief in your own organizations, campuses, and leadership positions? After reading Change or Die, I believe this is true. I have hope and am inspired to thrive in a fraternal movement that I am proud to be a part of and share with others. Lit with possibility and inspiration, I am left with only one last question, \\”Why didn’t I do this earlier?\\”
Jessica Pettitt is the \\”diversity educator\\” your family warned you about. Through teaching, writing, and facilitating tough conversations, she has figured out how to BE the change she wants to BE. Now it is your turn!
As she travels around the country,you can catch up with Jessica on:
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Anyone who knows how crisis feels, or someone close to them in trouble, benefits big time with this book.
The information in these pages is so one of a kind, it is breathtaking.
Most books that talk about change – do so from a motivational standpoint. Motivation is good – but it doesn’t necessarily help you change. In this book – the author breaks it down more from the view of a researcher. How does change really occur? What are the common characteristics of change? Why do some techniques work and others don’t?
Because of that, the book comes off as more practical – giving you real strategies to apply to your life.
This is a great book on the time honored topic of \\”Change\\”! Scads and scads of books, coaching, seminars, courses, etc have attempted to deal with the topic. However, so many that I have experienced in my life have fallen short of adequate description of why we don’t change. This book is a rare glimpse into the human psyche on how we can effectively and swiftly take on the challenges in our lives and actually start to make changes!!
This is a must read for anyone whom is \\”stuck\\”, \\”challenged\\”, or \\”plateaued\\”! If you want to really CHANGE, then read this book, first!!
I feel that this is what I would call a \\”keep it by your side\\” book. A wonderful referance, easy to understand and quick to read (and re-read). Uplifting, eyeopening examples of change and a reminder that change is always possible and…..never, too late. If you are perhaps wondering, why CAN’T I change, or why DON’T I change, please give yourself this book, maybe forgive yourself a little, your only human. You will realize that you are not alone in the feelings you may have of frustration or angst on the subject of \\”change\\” . Be well
Deutschman does an amazing job laying out a simple path to life change, but don’t let simplicity fool you. It’s hard work and this book gives you helpful guidance about how to make change that lasts. At the end of the book, he admits he wanted to name the book \\”Change and Thrive,\\” and, partly do to Deutschman’s advice, that’s what I did. Thanks!
As I began to read this book, I made a number of correlations between Alan Deutschman’s observations and those shared by Charles Darwin in On the Origin of the Species (1859) and by Joseph Schumpeter in Capitalism, Socialism, and Democracy (1942). Specifically, Deutschman asserts that both individuals and organizations are involved in a process of natural selection and will survive the competition only of they can adapt to their environment. According to Darwin, \\”There is a frequently recurring struggle for existence, and it follows that any being, if it varies however slightly in any manner profitable to itself under the complex conditions of life, will have a better chance of surviving, and thus be naturally selected.\\” Deutschman seems to believe (and I agree) that the process evolution can serve as a case study of creative destruction. According to Schumpeter, it is a \\”process of industrial mutation that incessantly revolutionizes the economic structure from within, incessantly destroying the old one, incessantly creating a new one.\\” Creative destruction occurs when something new kills something older. For example, personal computers. The industry, led by Microsoft and Intel, destroyed many mainframe computer companies, but in doing so, entrepreneurs created one of the most important inventions of this century. Schumpeter asserts that the \\”process of creative destruction is the essential fact about capitalism.\\” Individuals as well as organizations must constantly adapt or they will fall behind and eventually perish.
In his Introduction, Deutschman explains that his main topic in this book is \\”how to change when change [begin italics] isn’t [end italics] coming naturally: when the difficulties [begin italics] persist [end italics]. He identifies and then explains how to use three \\”keys\\” to release change from what James O’Toole has so aptly characterized (in Leading Change) as \\”the ideology of comfort and the tyranny of comfort.\\” Deutschman calls these keys the \\”Three Rs\\”: Relate (i.e. \\”Your form a new, emotional relationship with a person or community that inspires and sustains hope\\”), Repeat (i.e. \\”The new relationship helps you learn, practice, and master the new habits and skills that you need\\”), and Reframe (i.e. \\”The new relationship helps you learn new ways of thinking about your situation and your life\\”). Of special interest and value to me is Deutschman’s brilliant use of case study material that focuses on how people in three quite different categories – heart patients, criminals, and workers – eventually were able to achieve significant changes in how/what they thought, felt, and did. In each instance, there is a central figure who plays a prominent role.
Meet Dr. Dean Ornish whose story \\”is all about change on every level: how he changed his own life, how he’s helped heart patients change their lives, and how he’s been trying for three decades to change the health care system in the United States.\\”
Meet Mimi Silbert (born in 1942) who founded the Delancey Foundation project in 1971 (it helps serves ex-felons, prostitutes, substance abusers, homeless, and others who have hit bottom) after teaching criminology as a university professor and working as a consultant to state prisons and more than 50 police departments. Deutschman tells us Silbert (born in 1942) \\”exudes energy and laughs uproariously every few moments. Through two hours of conversation, she only rarely mentioned any terms that you might hear in an academic course or read in a psychology book,\\” although she earned two PhDs.
Meet GM’s plan in Fremont, California, at which labor relations had become so bad that it was closed in 1982. At that time, the local union was fighting more than 600 unresolved grievances, including more than 60 contested firings. Two years later, Toyota decided to revive the operation and forged a joint venture with GM, New United Motor Manufacturing, Inc. (NUMMI), and retained a formerU.S. secretary of labor, William Usery, as its consultant for labor relations in the U.S. He told a reporter, \\”Commies and drug addicts, gambling, fighting, refusing to work – that was Toyota’s idea of a unionized American work force.\\”
The changes that were achieved within all three groups – heart patients, criminals, and workers – are best revealed within Deutschman’s narrative, in context. Suffice to say now that the success of various changes depended on leadership provided by Dean Ornish, Mimi Silbert, and the SUMMI managers who understood how to relate to those in need of change, repeat as often as necessary whatever the desirable behavior may be, and meanwhile, reframe the values, attitudes, and perspectives so thoughts, feelings, and behavior will focus on \\”what matters most.\\”
When concluding this book, Deutschman notes that Ornish discovered that heart patients weren’t motivated by the idea that they could live to eighty-six if they changed, not even if they were eighty-five. \\”\\”They’re motivated by knowing that they can enjoy and improve their lives [begin italics] right now [end italics]. That’s the idea that I’ve tried to convey. I’m not advocating change because it can make your life or your organization better at some distant time in the future. I believe that engaging with people and learning new skills and ideas are among the greatest pleasures of [begin italics] everyday [end italics] life…So, kind reader, that’s my parting wish for you: Change and [begin italics] thrive [end italics]!\\”iam Usery, as its consultant for labor relations in the U.S. He told a reporter, \\”Commies and drug addicts, gambling, fighting, refusing to work – that was Toyota’s idea of a unionized American work force.\\” The changes that were achieved within all three groups – heart patients, criminals, and workers – are best revealed within Deutschman’s narrative, in context. Suffice to say now that the success of various changes depended on leadership provided by Dean Ornish, Mimi Silbert, and the SUMMI managers who understood how to relate to those in need of change, repeat as often as necessary whatever the desirable behavior may be, and meanwhile, reframe the values, attitudes, and perspectives so thoughts, feelings, and behavior will focus on \\”what matters most.\\” When concluding this book, Deutschman notes that Ornish discovered that heart patients weren’t motivated by the idea that they could live to eighty-six if they changed, not even if they were eighty-five. \\”\\”They’re motivated by knowing that they can enjoy and improve their lives [begin italics] right now [end italics]. That’s the idea that I’ve tried to convey. I’m not advocating change because it can make your life or your organization better at some distant time in the future. I believe that engaging with people and learning new skills and ideas are among the greatest pleasures of [begin italics] everyday [end italics] life…So, kind reader, that’s my parting wish for you: Change and [begin italics] thrive [end italics]!\\”
It is always fascinating to watch people repeat and repeat what they know will harm or even kill them and look the other way. In this insightful book the author helps us understand why fear and facts fall on unlistening ears. This is so much the way we have all been parented and schooled. The fear/fact arguments are used over and over.
So, finally this clear book gives us a possibility of really making change happen. The brain, we are learning is more viable than ever imagined. We can change our minds, even reinvent ourselves. Cognitive theory shows how reframing an incident can create new neuronal pathways and voila, we can see with new eyes.
This book is a great contrubution and helps people look at the essence of pattern repetition with hope. The next discussion needs to concern the loyalty to our family patterns that make us say,\\”If it was good enough for them it’s good enough for me\\”. Once we tackle patterned loyalty we can really begin to reframe our whole world. And the world is anxiously waiting!
Sylvia Lafair PhD author \\”Don’t Bring It to Work: Breaking the Family Patterns that Limit Success\\”
I was particularly impressed by the author’s discussion of the 3 keys to change….The need to form a new, emotional relationship with a person or community that inspires or sustains hope. …..The relationship helps you learn, practice and master the new habits and skills you’ll need….and the new relationship helps you learn new ways of thinking about your situation and your life.
This was our book club selection for Oct. 08. In the introduction Alan gave information that is worth the price of the book. The follow up on that information in the rest of the book got a little long. Than Alan covered areas of life where I had chose not to change, he gave me a new and easier way to see what those chose’s look like from a detached outside point of view. In a simple matter of fact way Alan illustrated how some attitudes control our physical, financial, and moral lives in a deadly way, attitudes that I have no special or absolute attachments to. This made it easier to understand why we must \\”Change or Die\\”! This book is also recommended (a friend told me) by his cardiologist.