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1. Embrace the power of one. One company I worked with posted 8 values and 12 competencies they wanted employees to practice. The result: Nothing changed. When you have 20 priorities, you have none. Research on multi-tasking reveals that we're not good at it. Focus on one behavior to change at a time. Sequence the change of more than one behavior. 1. 专一的力量。我曾经合作过的一家公司，有8条价值观和12条核心竞争力希望员工实践。结果却毫无改变。当最重要的事有20件，那等于没有紧急的事。对多任务的研究表明，我们并不擅长同时处理很多事。集中精力一次改变一项行为，一个接着一个来。 2. Make it sticky. Goal theory has taught us that for goals to be effective, they need to be concrete and measurable. So with behaviors. "Listen actively" is vague and not measurable. "Paraphrase what others said and check for accuracy" is concrete and measurable. 2. 增加粘性。目标理论告诉我们，有效的目标应该是明确并可测量的。行为也一样，“积极听取”这个行为很模糊，也无法衡量，“回想别人的话并且判别正确性”则明确可测。 3. Paint a vivid picture. As Herminia Ibarra outlines in her book Working Identity, imagining new selves can be a powerful force for change. Use stories, metaphors, pictures, and physical objects to paint an ugly image of "where we are now" and a better vision of a glorious new state. This taps into people's emotions, a forceful lever for (or against) change. | 
