What makes people change? This is the central premise of this short, interesting book by author Alan Deutschman. More specifically, why don't people change when even their own pending mortality is at stake? Why aren't facts and fear about our physical health, for example, enough to motivate us to change?

Deutschman walks us through three major case studies that reinforce the framework his framework of three Keys of change: 1. finding a new relationship / mentor you can relate to who can inspire you to do something different, 2. Repeating new actions and habits with the help of this person, and 3. shifting one's thinking into a new paradigm through the influence of 1 and 2. This sounds simplistic, but all good frameworks are simple, memorable, and actionable.

The book examines an ex-con rehab center in San Francisco called Delancey Street, led by a woman named S, the GM plant in California that Honda purchased and led to unprecedented excellence in employee performance, and a doctor who found a way to persuade heart patients to improve their chances of survival by changing the way they live. ( )

Fascinating analysis of psychological successes that shows how responsibility and trust can beat the odds and both change people and organizations. ( )

The three keys are: relate, repeat, reframe. Evidently superior to the traditional 'facts, fear and force' managerial approach to challenges. Simple instructions in themselves but tough to implement though perhaps less so for a post 1970 generation? ( )

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