Page 28 - The Power to Change Anything
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You’re an Influencer 17


               wanted—access to water in which to lay hundreds of thousands
               of eggs, thus continuing the tragic cycle.
                   Sufferers cannot work their crops for many weeks. When
               parents are afflicted, their children may drop out of school to
               help out with chores. Crops cannot be cultivated. The harvest
               is lost. Starvation ensues. The cycle of illiteracy and poverty
               consumes the next generation. Often, secondary infections
               caused by the worm can kill. Consequently, for over 3,500 years
               the Guinea worm has been a major barrier to economic and
               social progress in dozens of nations.
                   In 1986 Dr. Hopkins and his colleagues declared war on
               the worm. Hopkins was interested in this particular disease
               because he knew that if 120 million people in 23,000 villages
               would change just a few vital behaviors for just one year, there
               would never be another case of the infection. Ever. But imag-
               ine the audacity of intending to influence such a scattered pop-
               ulation in so many countries—frequently faced with corrupt or
               nonexistent health systems or fragile political stability.
                   And yet this is exactly what Hopkins’s team has done. Soon
               he and his colleagues will have laid claim to something
               never before accomplished in human history. They will
               have eradicated a global disease without finding a cure. Despite
               this enormous disadvantage, Hopkins and his small band of
               intrepid change agents will have beaten the disease with noth-
               ing more than the ability to influence human thought and
               action.
                   The implications of Hopkins’s work for individuals, busi-
               nesses, and communities are enormous. Everyone has a version
               of a Guinea worm disease: some self-defeating behaviors that,
               if changed, could unlock a whole new level of performance.
               Hopkins teaches us first how to find success where others have
               failed, and second, how to locate a handful of key actions that,
               if routinely enacted, will guarantee our own success.
                   Who can’t benefit from learning how to locate strategies
               that routinely succeed in the face of widespread failure?
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