One or two high leverage behaviors produce maximum change

Bringing about much-needed change often does not require solving the entire problem or implementing a complex set of actions. Instead, it requires identifying the small number of high-leverage behaviors that brings about the greatest amount of change.

It turns out that even with very complex problems, often just one or two behaviors produce the greatest amount of change. … Effective leaders understand that influence is about changing behavior. They set themselves up for success by clearly identifying the one or two actions that, if practiced consistently, will create a cascade of change.^[1]

The tendency to try to solve big problems with big solutions is common, but flawed.

This is a theme you will see again and again. Big problems are rarely solved with commensurately big solutions. Instead, they are most often solved by a sequence of small solutions, sometimes over weeks, sometimes over decades. And this asymmetry is why the Rider’s predilection for analysis can backfire so easily.^[2]

One of the most straightforward means of identifying the high-leverage behaviors is to identify those who are not aligned with the status quo.

So how do you find these disproportionately effective habits if they’re not glaringly evident? The most efficient way is by studying something called “positive deviance.”^[3]

#complexity #problem-solving