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Notes
[1] Mary Lynn Manns and Linda Rising, Fearless Change: Patterns for Introducing New Ideas (Addison-Wesley, 2005).
[2] Christopher Alexander, The Timeless Way of Building (Oxford University Press, 1979.)
[3] David A. Garvin and Michael A. Roberto, Change Through Persuasion (Harvard Business Review, 2005).
[4] Bob Doppelt, The Power of Sustainable Thinking: How to Create a Positive Future for the Climate, the Planet, Your Organization and Your Life (Earthscan, 2008).
[5] John P. Kotter, The Heart of Change: Real-Life Stories of How People Change Their Organizations (Harvard Business School Press, 2002).
[6] Thomas L. Friedman, The World Is Flat: A Brief History of the Twenty-First Century (Picador, 2007).
[7] Garvin and Roberto, Change Through Persuasion.
[8] "The Poverty/Conservation Equation," Nature Conservancy Magazine, Summer 2006.
[9] Al Kuebler, "What my clients taught me," Computerworld, August 13, 2008.
[10] Maynard Brusman, "Leadership Secrets for Emotional Persuasion: The Brain Science of Persuasive Powers," EZineArticles.com.
[11] Mark A. Hubble, Barry L. Duncan, and Scott D. Miller The Heart & Soul of Change: What Works in Therapy (American Psychological Association, 1999).
[12] Kotter, The Heart of Change: Real-Life Stories of How People Change Their Organizations.
[13] Steve Denning, The Leader's Guide to Storytelling: Mastering the Art and Discipline of Business Narrative (Jossey-Bass, 2005).
[14] Martin E.P. Seligman, Authentic Happiness: Using the New Positive Psychology to Realize Your Potential for Lasting Fulfillment (Nicholas Brealey Publishing, 2003). One study showed that seriously depressed patients were helped as much by smiling as by drugs.
[15] For more, see Alan Deutschman's Change or Die: The Three Keys to Change at Work and in Life (Harper Paperbacks, 2007).
[16] Robert B. Catell and Kenny Moore with Glenn Rifkin, The CEO and the Monk: One Company's Journey to Profit and Purpose (Wiley, 2004).
[17] James Carville and Paul Begala, Buck Up, Suck Up[el]and Come Back When You Foul Up: 12 Winning Secrets from the War Room (Simon & Schuster, 2003).
[18] Samuel L. Clemens (Mark Twain), in a private letter to David Watt Bowser, March 20, 1880.
[19] Kotter, The Heart of Change: Real-Life Stories of How People Change Their Organizations.
[20] Plutarch, Parallel Lives: Life of Pyrrhus (translated by John Dryden).
[21] Edward de Bono, Six Thinking Hats (Back Bay Books, 1999). The following list describes the six "hats" and how to behave in each color:
- White Hat. Focus on the data and see what you can learn from it. Look for gaps in your knowledge, and try to fill them or take account of them. Analyze past trends, and try to extrapolate from historical data.
- Red Hat. Use your intuition, gut reaction, and emotion, and try to understand the intuitive responses of those who do not fully know your reasoning.
- Black Hat. Look at things pessimistically, cautiously, and defensively. Look for reasons why ideas and approaches might not work. Highlight weak points in a plan or course of action, and try to eliminate them, alter your approach, or prepare contingency plans to counter problems that arise. This can help make your plans 'tougher' and more resilient. It can also help you to spot fatal flaws and risks before you embark on a course of action. Black Hat thinking is one of the real benefits of this technique, as many successful people get so used to thinking positively that often they cannot see problems in advance, leaving them under-prepared for difficulties.
- Yellow Hat. Think positively. See all the benefits of the decision, the value in it, and the opportunities that might arise from it.
- Green Hat. Develop creative solutions to a problem, in a freewheeling, brainstorming way of thinking, where there is little criticism of ideas.
- Blue Hat. Control the "hats." For example, when ideas are running dry, ask for "Green Hat" thinking; when contingency plans are needed, ask for "Black Hat" thinking.
[22] Kristin Layng Szakos and Joe Szakos, We Make Change: Community Organizers Talk About What They Do and Why (Vanderbilt University Press, 2007).