The Head and Heart
People change what they do less because they are given analysis that shifts their thinking, than because they are shown a truth that influences their feelings.
When changing behavior, both thinking and feeling are essential. Highly successful organizations know how to overcome antibodies that reject anything new. But first, a process of change must happen that uses both the head and the heart.
The core of the matter is always about changing the behavior of people, and behavior change happens in highly successful situations, mostly by speaking to people's feelings. This is true even in organizations that are very focused on analysis and quantitative measurement, even among people who think of themselves as smart in an M.B.A. sense.
In highly successful change efforts, people find ways to help others see the problems or solutions in ways that influence emotions, not just thought. Feelings then alter behavior sufficiently to overcome all the many barriers to sensible large-scale change. Conversely, in less successful cases, this seeing-feeling-changing pattern is found less often, if at all.