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Health Belief Model The health belief model stipulates that a person’s health-related behavior depends on the person’s perception of four critical areas: the severity of a potential illness, the person’s susceptibility to that illness, the benefits of taking a preventive action, and the barriers to taking that action. The model also incorporates cues to action … Continue reading
From McKinsey’s “How to make a city great” Copenhagen Building for the environment The city of Copenhagen has invested substantially in green infrastructure and is now ranked the most sustainable city in Europe, according to Siemens’ European Green City Index. Energy. Each district has a centralized heating system that takes waste heat from electricity … Continue reading
(From Dan Heath, author of Decisive: How to make better choices in life and work) Multitrack your options when you are facing a difficult decision. (Having multiple options leads to better decisions.) When you consider multiple things simultaneously, you’re actually learning a lot about the shape of the problem —the important factors involved—and that knowledge … Continue reading
Less-Valued: General knowledge More-valued: Judgment Why? Search engines will be attached to our brain Less-Valued: Knowing more than one major spoken language More-valued: Sales in any language Why? We’ll have universal translators Less-Valued: Coding More-valued: Art Why? Building things will be much easier. Designing aesthetics will always be hard. Less-Valued: Test scores More-valued: Combining left-brained … Continue reading
Shikake is an embodied trigger for behavior change The trigger is designed to induce a specific behavior The behavior should lead to solutions to personal or societal issues The merits of Shikakeological approach are summarized as four points; low expertise, low cost, wide range of target users, and long term continuous behavior changes. Developing a … Continue reading
CICIPRODE: C – Curiosity (get the buyer’s attention) I – Involvement (get the buyer’s personal involvement) C – Confidence (get the client’s confidence in your ability) I – Issue (uncover needs) P – Problem (get client to state problem explicitly) R – Resolution (identify a solution and get client’s buy-in) O – Obstacles (handle all … Continue reading
1. Build Relationships People buy from people they trust Establish credibility Listen hard, talk little Plant seeds for the future Be a representative 2. Spot Opportunities Opportunities come in many forms Not all problems are opportunities Use questions to raise awareness Earn the right to ask deeper questions Recognize readiness Ensure your firm can help … Continue reading
This book (which I keep calling “the Minkey Mind” after Peter Seller’s character in the Pink Panther) is an illuminating view into the brainwashing and McKinsey-speak that many of America’s CEOs and consultants spout without much forethought. While McKinsey’s “scientific” approach to problem-solving (break it down into pieces, come up with a hypothesis, test your … Continue reading
By Clayton S. Christensen “A Capitalists Dilemma” New York Times, Sunday Nov 4th, 2012 According to Professor Christensen, there are three forms of innovation: Empowering Innovations – That transform complex, costly products only available to a few to simpler, cheaper products available to many. (And that use capital to expand capacity and finance receivables and inventory.) … Continue reading
1. Start each day with expectation. If there’s any big truth about life, it’s that it usually lives up to (or down to) your expectations. Therefore, when you rise from bed, make your first thought: “something wonderful is going to happen today.” Guess what? You’re probably right. 2. Take time to plan and prioritize. The … Continue reading
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