Page 87 - The Power to Change Anything
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76 INFLUENCER


             stock through the stratosphere in the 1990s. The training con-
             tent might provide a start, but when it comes to creating a cul-
             ture of quality, it’ll take a great deal more than a training class.
             Ask politicians what they’re doing to fight crime, and they’ll tell
             you that they’re working hard to secure harsher sentences for
             felony convictions. Also not enough to have much of an
             impact. Ask community leaders what steps they’re taking to
             stem the growing plight of childhood obesity, and they’ll sing
             the praises of their latest pet project—removing candy
             machines from schools.
                 And let’s be honest. How many of us haven’t yearned for a
             quick fix for our own problems? A miracle diet pill, a magical
             marriage solution, or a $500 set of DVDs that promises finan-
             cial freedom. Just give us that one thing, and we’re ready to roll.
                 But it takes a combination of strategies aimed at a handful
             of vital behaviors to solve profound and persistent problems. In
             fact, this is the core principle demonstrated by virtually all
             the change masters we studied. No single strategy explained
             their success. In fact, it became quite evident that individuals
             who succeed where others have routinely failed overdetermine
             success—that is, they bring more influence strategies into play
             than they might assume would be the minimum required for
             success. They leave nothing to chance.
                 This could sound discouraging. In Chapter 2 we shared the
             good news that it often takes only a few vital behaviors, routinely
             enacted, to bring about massive and lasting changes. Now we’re
             adding the idea that, while you need to affect only a few behav-
             iors, behind each you’ll uncover a number of forces that either
             encourage or discourage the right action and an equal number
             of forces that either enable or block the correct behavior. Ignore
             these varied and sundry forces at your own peril.
                 Fortunately there’s additional good news. We now know
             enough about the forces that affect human behavior to place
             them into a coherent and workable model that can be used to
             organize our thinking, select a full set of influence strategies,
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