We are all faced with changes and there are many books which offer advice. One of them is called Switch – How to Change Things When Change is Hard by Chip and Dan Heath, Random House, Toronto, 2010. One of the reasons to read the book is it helps define a road map to get the change needed. In the book they believe the brain is made up of two parts and it generally functions as an Elephant and a rider. The rider can direct the Elephant but the Elephant has a mind of its own, when the two parts work together – magic can happen. In many situations, it is not that organizations do not want to change – it is only targeting one portion of the brain be it the rider or the elephant and unless they both receive attention the change will not happen or last.

The examples of the book do not necessarily require more money as a solution. They require using what you have and changing the road map to accomplish the change needed. The first example is good for food manufacturers, lousy for public health. If you give people bigger sizes they will eat more.

Another story involves the St. Lucia Parrot, a young man was involved with the conservation of the bird through his studies. He was asked by the government to stay on and do something although there was little money. The reality was few people knew about the parrot so there was no ecotourism; and many would not have missed it if it was not there. However, Paul Butler was convinced of its importance and would have to make an emotional case to the people of the country.

Mr. Butler started small – puppet shows for the kids; t shirts; asked people to write songs; asked ministers to include it in their sermons – be a good steward of the things that we in their trust; had a telecom company use the parrot as a symbol. As people were seeing the parrot, their attitudes changed to wanting to protect it and then came legislation.

Another example is the Lovelace Hospital System in Albuquerque, New Mexico where there was turnover of nurses. Turnover costs money in replacing, training, and allowing them to do what they need to do. The normal thing is investigate why people are leaving and it is important to know. The consultants looked at is why are they staying? When they determined a prime reason was the loyal to the profession of nursing – the solution was how can we enhance that passion?  A number of measures were introduced and satisfaction levels climbed, people stayed longer and patients satisfaction levels increased.

Linking to dividend paying stocks, one of the great things about these companies is they generate profits which pay the dividends. The not so great thing is many times a solution is put resources and money without being creative first. Often times in companies, creativity is stressed when the money is not making enough money, then ideas are asked for. The secret is to be creative in the first place – to see what the results can be. Then built, in an institutional setting there will be barriers, both departmental and people for some have done things the same way all the time. It is important to look at your companies – when are they creative? what solutions which make common sense to the outsider is the company not doing? then you can look at alternatives.

There are more questions than answers, till the next time – to raising questions.