How to Have a Good Day: Harness the Power of Behavioral Science to Transform Your Working Life pdfdrive com

SOCIAL PROOF:
If we hear that other people like us are in favor of something,
we’re also likely to get on board.
SPREADING ACTIVATION MECHANISM:
Being reminded of one part of a memory
can automatically prompt the recall of other related parts of that memory,
including associated states of mind.

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STATUS QUO BIAS:
It’s mentally taxing to conceive of unknown futures. So we
tend to prefer to keep things as they are, all other things being equal.
SUNK COST FALLACY:
When deciding whether to continue investing in a project,
we tend to be distracted by what we’ve already invested rather than focusing on
what’s actually at stake: the pros and cons of future investment.
SURVIVAL CIRCUITS:
Networks in the brain that are engaged in noticing and
identifying potential threats, and in launching us into 
defensive mode
by
triggering a 
fight-flight-freeze
response.
THREAT:
Anything perceived by the brain as potentially undermining our
physical security, sense of self-worth, or social standing.
WORKING MEMORY:
The brain’s storage space for temporarily holding and
processing information. Limited in capacity but crucial for the functions of the
deliberate system
. (You’re using it now to understand this sentence.)

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ACKNOWLEDGMENTS
Writing this broad, personal book has drawn together many threads of my life—
with the result that I feel like thanking every person who’s ever given me ten
minutes of their time. But let me pick out some of the marvelous people who
were directly involved in making this project a possibility.
I’ll start with the three groups of people at the heart of this book. First, the
people who shared their stories—and not just those who ended up being named
in the book, but all those whose reflections helped to shape the book. You
inspired me greatly with your wisdom, and I’m confident that everyone who
reads this book will feel the same. Then, there are the many clients I’ve worked
with over the years, ever willing to try these ways of working and thinking, and
ever tolerant of my terrible brain drawings. Through them, I learned how to
teach the things that matter most. And to the hundreds of scientists whose work I
have merrily plundered for this book, I can’t show enough gratitude and awe.
Thank you to Todd Shuster, Jane von Mehren, Esmond Harmsworth—the
world-class team at Zachary Shuster Harmsworth who helped me take the germ
of an idea and grow it into something far bigger than I could have imagined
possible. Thank you to everyone at Crown, for their unstinting excitement about
the project and for backing me with such magical skills throughout: especially
Roger Scholl, Tina Constable, Cindy Berman, Sally Franklin, Ayelet
Gruenspecht, Carisa Hays, Megan Perritt, and Campbell Wharton. Enormous
thanks, too, to the team at Pan Macmillan, especially Cindy Chan, Robin Harvie,
and Laura Langlois, for making me feel like a rock star on home turf.
There’s an extended Sevenshift team that created the space and support I
needed to get the book written—I couldn’t have done it without them: Hannah
Bullmore, Alex Hardy, Susan Moore, Shireen Peermohamed, Tom Warner.
Thank you for taking such good care of me. Special thanks to Audree Fletcher,
my COO in the first days of the project, for helping me get the whole beast off
the ground and being a wise sounding board for all my early ideas.
I owe an unfathomable amount to the colleagues at McKinsey who have

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supported me over the years. My early mentors in the Organization Practice
guided and encouraged my behavioral work, even as it took me far from the
crowd: Colin Price was there through it all, showing me the power of high
aspirations; Keith Leslie taught me how to design transformative learning
experiences; Jonathan Day convinced me that it was desirable to read one
nonfiction book every week; Mary Meaney showed me how to build and tell my
story. And each of the following people deserves a paragraph of their own to
describe the guidance and encouragement they provided at important points in
my career: Zafer Achi, Gassan Al-Kibsi, Maria-Eugenia Arias, Nora Aufreiter,
Steve Bear, Nina Bhatia, David Birch, Felix Brück, Ian Davis, Derek Dean,
Carolyn Dewar, John Dowdy, John Drew, Pierre Gurdjian, Nico Henke, Suzanne
Heywood, Nathalie Hourihan, Tsun-yan Hsieh, Vivian Hunt, Neil Janin, Conor
Kehoe, Scott Keller, Michiel Kruyt, Kevin Lane, Emily Lawson, Mark Loch,
Nick Lovegrove, Judy Malan, Martin Markus, Tore Myrholt, Jeremy
Oppenheim, Michael Rennie, Tim Roberts, Peter Slagt, Karen Tanner, Catherine
Tilley, David Turnbull, Magnus Tyreman, Laura Watkins, Quentin Woodley.
I want to call out a particularly special group of practitioners for the profound
impact they’ve had on this book. Kirstan Marnane, my treasured thought partner,
whose creativity and wisdom have made so many fascinating things possible in
my professional life. Joanna Barsh, the remarkable leader of a remarkable
revolutionary movement. The extraordinary Centered Leadership gang, in