v1. ThePower of Habit by Charles Duhigg
1.查爾斯·杜希格《習慣的力量》

Welcome to thebig idea. Best-selling books in 15 minutes today, we'll be reading the power ofhabit by Charles Duhigg.
歡迎來到大創意。今天15分鐘內最暢銷的書，我們將閱讀查爾斯·杜希格的《習慣的力量》。

We all havehabits and for many of us, our bad habits seem impossible to change. Whilechanging our habits might not be quick and easy. It is indeed possible blendingscientific research with engrossing real life stories. Charles Duhigg Pulitzerprize, winning reporter and bestselling author helps us understand why habitsexist and the methods by which we can change them.
我們都有習慣，對我們中的許多人來說，我們的壞習慣似乎無法改變。而改變我們的習慣並不容易。將科學研究與引人入勝的現實生活故事結合起來確實是可能的。查爾斯·杜希格·普利策獎獲獎記者和暢銷書作家幫助我們理解習慣的存在原因以及改變習慣的方法。

It also examineshow habits impact successful organizations and even how habits can shape socialchange. So let's dive in. Habits are made of a threepart loop. The habit loopcomprises a cue, a routine and a reward. The cue is a trigger that tells thebrain to go on autopilot. This mental autopilot sets into motion, a routine,which is an emotional or physical response to the cue.
它還研究了習慣如何影響成功的組織，甚至是習慣如何影響社會變革。所以讓我們開始吧。習慣是由三部分組成的。習慣循環包括一個提示、一個常規和一個獎勵。提示是一個觸發器，它告訴大腦進行自動駕駛。這種精神上的自動駕駛儀啟動了動作，一種例行程序，是對提示的情感或身體反應。

And the rewardis the good feeling you get after completing the routine. One of thebreakthrough studies that helped scientists understand this habit loop wasperformed on lab rats scientists put rats into amaze with a piece of chocolateconsistently located in the same place. The rats were placed behind a door andthe door would open with a click when it was time to begin their task.
獎勵是你在完成例行訓練后獲得的良好感覺。幫助科學家理解這種習慣循環的突破性研究之一是在實驗室老鼠身上進行的。科學家們把老鼠放進一塊放在同一個地方的巧克力，讓老鼠感到驚奇。當老鼠們被安排在門后開始任務時，他們的門就會哢嗒一聲打開。

At first, therats had to work hard to find the chocolate. They would sniff the walls, makewrong turns and sometimes stop altogether in confusion. This mental effort wasreflected by high levels of activity in their brains. But after several tries,the rats were able to find the chocolate faster. Soon.
一開始，老鼠們不得不努力尋找巧克力。他們會嗅牆，轉錯彎，有時會在混亂中停下來。這種精神上的努力反映在他們大腦的高度活躍上。但幾次嘗試后，老鼠們發現巧克力的速度更快。很快。

The route to thechocolate became automatic reflected by a decreased level of activity in theirbrains. In other words, the rats were no longer thinking about what they weredoing. They had successfully formed a habit loop. The cue was the click of thedoor opening. The routine was the same path to the chocolate and the reward wasgetting to eat the chocolate, both rat brains and human brains are able toperform ingrained habits with almost no conscious thinking involved.
他們大腦活動水平的下降反映出巧克力的路徑是自動的。換句話說，老鼠不再思考它們在做什麼。他們成功地形成了一個習慣循環。提示是門開的哢嚓聲。這是一條通往巧克力的路徑，而獎勵就是吃巧克力，老鼠的大腦和人類的大腦都能夠執行根深蒂固的習慣，而幾乎不涉及任何有意識的思考。

Our brains arealways looking for ways to save energy and effort. If the brain identifies arecurring routine, it transforms it into a habit and the habit loop takes over.This efficiency puts our most basic instincts on autopilot, which is good news.It's what allows us to remember. We left the stove on while driving to workbecause driving to work is largely a habit we don't have to consciously thinkabout.
我們的大腦總是在尋找節省能源和精力的方法。如果大腦識别出一個反復出現的例行公事，它就會把它轉變成一種習慣，習慣循環就會接管。這種效率將我們最基本的本能放在自動駕駛儀上，這是個好消息。它讓我們記住了。我們開車去上班的時候把爐子開著，因為開車上班在很大程度上是我們不必有意識地去思考的習慣。

However, this isalso bad news because the brain can't distinguish between good and bad habitsand habits form without our permission. The habit loop is powered and sustainedby anticipation and craving the success of toothpaste.
然而，這也是一個壞消息，因為大腦無法區分好的和壞的習慣，習慣的形成没有我們的許可。習慣循環是由對牙膏成功的預期和渴望所驅動和維持的。

As a dental hygieneproduct is a Testament to this in the early 19 hundreds.
作為一種牙科衛生產品，早在19世紀就證明了這一點。

Most people didn't brush their teeth anddental hygiene products in general were not popular, but that all changed whenan American advertising mogul built a habit loop into their marketing forPepsodent toothpaste. Their advertising campaign promoted. The idea that the naturalfilm coating our teeth was responsible for turning our teeth rotten and offcolor.
大多數人不刷牙，牙齒衛生產品也不受歡迎，但當一位美國廣告大亨在他們的百事牙膏營銷中建立了一個習慣循環后，一切都改變了。他們的廣告宣傳。認為牙齒上的天然薄膜是導致牙齒腐爛和變色的原因。

It alsoencouraged people to run their tongue across their teeth, to feel this film,the claim about the negative effects of this film. Isn't based in fact, but itgot people into the habit of running their tongue across their teeth. This madethem think, huh? Maybe I should brush my teeth within three weeks of thismarketing campaign.
它也鼓勵人們用舌頭舔著牙齒，去感受這部電影，關於這部電影負面影響的說法。事實上，這並不是基於它，但它讓人們養成了用舌頭舔牙齒的習慣。這讓他們覺得，嗯？也許我應該在這次營銷活動的三週內刷牙。

Pepsident salessorts so high that they couldn't keep up with the demand. As it turns out thesuccess of the Pepsodent toothpaste habit loop also relied on craving, albeitunbeknownst to its marketers. Pepsodent toothpaste was the first toothpaste tocontain the combination of oils and chemicals that causes gums and teeth totingle with that minty, fresh feeling consumers of Pepsodent toothpaste begancraving that sensation of physical indication that their teeth were indeedclean.
百事可樂公司的銷售額太高了，他們跟不上需求。事實證明，百事牙膏習慣循環的成功也依賴於渴望，儘管營銷人員並不知道。百事通牙膏是第一款含有油脂和化學物質的牙膏，它能使牙齦和牙齒產生薄荷味的刺痛感，這種薄荷味、清新感的消費者開始渴望感覺到牙齒確實干淨。

The commercialsuccess or failure of a product often depends on how well that product createsa habit loop for its consumers. For example, the marketing campaign of Febreezewas designed around a clearly defined habit loop the cue, making a bedvacuuming or any other cleaning activity. The routine spray, Febreeze thereward, a fresh clean scent to finish things off.
一個產品在商業上的成功或失敗往往取決於該產品在多大程度上為消費者創造了一個習慣循環。例如，Febreeze的營銷活動是圍繞著一個明確定義的習慣設計的，比如打掃床上的吸塵器或其他清潔活動。例行的噴霧，免費的獎勵，一個清新干淨的氣味結束一切。

Once themarketing agency responsible for Febreeze figured out that this was the habitloop they were after their profits soared to $230 million within a year. Oldhabits never truly die, but it's possible to override old habits with new ones,by keeping the cues and rewards in the habit loop the same while substitutingin a new routine.
一旦負責Febreeze的營銷機構發現這是他們在一年內利潤飆升至2.3億美元后的習慣循環。舊習慣永遠不會真正消失，但是有可能用新習慣來取代舊習慣，方法是在習慣循環中保持提示和獎勵不變，同時用新習慣代替舊習慣。

Thissubstitution of an old routine for a new one is called the golden rule of habitchange. This golden rule was famously put to use by Tony Dungy. The only NFLcoach to reach the super bowl playoffs 10 years in a row, rather than followingthe usual coaching formula of constantly drilling players.
這種以舊換新的習慣被稱為習慣改變的黃金法則。這條金科玉律是托尼·鄧基（Tony Dungy）著名地運用的。唯一一個連續10年進入超級杯季后賽的NFL教練，而不是遵循通常的教練公式不斷訓練球員。

With hundreds ofnew formations, Dungy took an opposite approach. He taught his team, just ahandful of formations that were practiced over and over again until they becamesecond nature, essentially eliminating decisionmaking from the game and formingdeeply ingrained habits. Using this method, Dungy was able to take the TampaBay Buccaneers, one of the worst
Dungy在對面采取了數百個新的陣型。他教他的團隊，只是一小部分陣型，一次又一次的練習，直到它們成為第二天性，基本上消除了比賽中的決策能力，養成了根深蒂固的習慣。用這種方法，鄧吉能夠對付坦帕灣海盜，這是最糟糕的海盜之一

NFL teams in history intothe playoffs for the first time in 15 years.
歷史上的NFL球隊15年來首次進入季后賽。

This strategy,however, is not foolproof. It only works. If players don't break theirdiscipline, high pressure circumstances can trigger overthinking which shortcircuits, the habit loop and causes old routines to override new ones.
然而，這種策略並非萬無一失。它只起作用。如果玩家不違反他們的紀律，高壓環境會引發過度思考哪些短路、習慣循環並導致舊的套路淩駕於新的套路之上。

This caveat caused Dungyto lose several crucial games in his career.
這一警告導致鄧吉在職業生涯中輸掉了幾場關鍵比賽。

However, afterthe death of Dungy son, the consistency of his team's performance out on thefield changed. The team began playing differently in their own words, theywanted to show Dungy that they believed in him as a coach with this convictionthat entire year Dungy, his team played one game of tight, precise footballafter another, which eventually led them to win the super bowl.
然而，在鄧吉森死后，球隊在場上表現的一致性發生了變化。球隊開始用他們自己的話來表達他們對鄧吉的信任，他們堅信鄧吉整年都在踢一場又一場的比賽，最終他們贏得了超級杯。

The importanceof belief and conviction are paramount in habit change. And it's a keyingredient in the success of alcoholics anonymous. In addition to helpingmembers substitute new routines in place of old ones, which adheres to thegolden rule of habit change. AA uses God and spirituality as a powerful tool toremain sober.
信念和信念的重要性在改變習慣中是最重要的。這是戒酒協會成功的關鍵因素。除了幫助會員們用新的習慣來代替舊的習慣之外，這也遵循了改變習慣的黃金法則。AA利用上帝和靈性作為保持清醒的有力工具。

Reprogrammedhabit loops often fall apart under high stress situations, whether it's afootball game, a divorce, or a hard day at work. However reprogrammed habitloops with spiritual convictions tend to withstand these situations better AAmembers who learned to put faith in a higher power.
在高壓力的情況下，重新編程的習慣循環經常會崩潰，不管是足球比賽、離婚，還是辛苦工作的一天。然而，帶有精神信念的重新編程的習慣循環往往能更好地經受住這些情況，學會將信仰放在更高權力上的AA成員。

We're also able to putfaith in themselves.
我們也能相信自己。

It's notnecessarily the belief in God, per se. That is the key ingredient, but ratherlearning to believe in anything at all. Belief itself is a habit you candevelop. It's not only individuals who form habits institutions do too. In1987,
這不一定是對上帝的信仰。這是關鍵因素，但更重要的是要學會相信任何事情。習慣本身就是一種信念。不僅僅是個人養成了機構的習慣。1987年，

Paul O'Neill washired as the new CEO of the aluminum company of America Alcoa to bring thecompany out of a slump at O'Neil's first meet and greet with investors.
在奧尼爾與投資者的首次見面會上，保羅•奧尼爾被聘為美國鋁業鋁業公司（Alcoa）新任首席執行官，幫助該公司走出低迷。

Instead ofgiving a speech packed with business buzzwords, he talked about safety reformsin Alcoa factories and how that would transform the company's success. Manyinvestors thought he was crazy and immediately sold their Alcoa stocks. Butwithin a year of O'Neill's leadership, Alcoa's profits hit a new record highand their injury rates dropped from one per week to one 20th of the nationalaverage.
他没有發表充滿商業術語的演講，而是談到了美國鋁業工廠的安全改革以及這將如何改變公司的成功。許多投資者認為他瘋了，立即賣掉了美國鋁業的股票。但在奧尼爾領導的一年內，美國鋁業的利潤創下歷史新高，他們的受傷率從每週1人下降到全國平均水平的20分之一。

Why. O'Neill hadfocused on a Keystone habit, workplace safety, a Keystone habit is the kind ofhabit that has the power to cause a chain reaction when a business or anindividual identifies and establishes a positive Keystone habit. Everything canchange. O'Neill understood that a CEO can't just tell employees at a massivecompany, like Alcoa to work harder and produce more.
為什麼？奧尼爾曾經關注過一個關鍵的習慣，即工作場所安全，關鍵習慣是當企業或個人確定並建立了一個積極的關鍵習慣時，這種習慣有可能引起連鎖反應。一切都可以改變。奧尼爾明白，首席執行官不能只告訴像美國鋁業這樣的大公司的員工更加努力地工作，生產出更多的產品。

But if heestablished a habit of prioritizing worker safety and actually deliveredpositive results, he'd create a work environment where people felt valued andwere inspired to work harder. O'Neil's transformation of Alcoa was based on thehabit loop, cue employee injury routine, report it and come up with a
但如果他養成了優先考慮工人安全的習慣，並實際取得了積極的成果，他就會創造一個讓人們感到受到重視並受到激勵更加努力工作的工作環境。奧尼爾對美國鋁業的轉變是基於習慣循環，提示員工的日常傷害，報告並提出一個

solution.
解決方案。

So it neverhappens again, reward promotion. The only people who got promoted were thosewho strictly stuck to the habit loop. Keystone habits work because they allowvigils and institutions alike to achieve small wins. Eventually one small winafter another can lead to breakthroughs that previously were unattainable.
這樣就不會再發生了，獎勵晉升。唯一得到提升的人是那些嚴格遵守習慣循環的人。關鍵習慣之所以有效，是因為它們允許守夜者和機構都能取得小勝利。最終，一個又一個的小勝利可以帶來以前無法實現的突破。

Anotherimportant component to habit change is willpower while it's true that some ofus naturally have more willpower than others. The strength of our willpower isnot entirely up to destiny. Willpower is a learnable skill, but it acts like amuscle. It gets tired of the harder it works. Using a willpower on tedioustasks, drains our willpower reserve, which has implications for things likelate night, extra marital affairs and video game or alcohol addictions, all ofwhich tend to occur after a long day of exerting willpower at work.
改變習慣的另一個重要組成部分是意志力，而事實上，我們中的一些人天生就比其他人更有意志力。我們意志力的強弱並不完全取決於命運。意志力是一種可以學習的技能，但它的作用就像肌肉一樣。它厭倦了越難工作。在單調乏味的工作中使用意志力，會耗儘我們的意志力儲備，這會影響到諸如深夜、婚外情、電子遊戲或酒精成癮等事情，所有這些都是在工作中長時間發揮意志力之后發生的。

If we want tostrengthen our willpower, it's important to try to save it for what mattersmost. Once willpower is exercised on one habit, like keeping a food journal.For example, willpower also begins affecting other areas of life and thecapacity to increase willpower grows. This is why extracurricular activitieslike music and sports are so important for kids practice.
如果我們想增強我們的意志力，重要的是要把它保存在最重要的事情上。一旦意志力在一個習慣上得到鍛煉，比如記飲食日記。例如，意志力也開始影響生活的其他方面，提高意志力的能力也在增長。這就是為什麼像音樂和體育這樣的課外活動對孩子們的練習如此重要。

Isn't always funor easy, but that practice develops willpower. For nearly two decades,Starbucks has required all of its employees to participate in training programsthat emphasize important life skills, not often taught in school. Namely thehabit of willpower in the late nineties, the company spent millions of dollarsdeveloping training literature that helped employees build positive routines inresponse to specific stressful cues, a screaming customer and overwhelminglylarge line a disgruntled coworker.
並不總是有趣或容易，但這種練習可以培養意志力。近20年來，星巴克要求所有員工參加強調重要生活技能的培訓項目，這些培訓項目通常不在學校教授。也就是說，在90年代末，公司花了數百萬美元開發培訓文獻，幫助員工建立積極的日常生活方式，以應對特定的壓力暗示、尖叫的顧客和令人不滿的同事。

And so on.Managers were trained to role play such situations with employees in order toingrain this habit loop, while new employees were required to write out plansfor dealing with angry customers, overwhelmed coworkers, et cetera, bycultivating positive habits in their employees or partners in the moredignified Starbucks lingo Starbucks was reliably able to deliver lattes with aside of joy.
等等。管理者被訓練在這種情況下與員工進行角色扮演，以培養這種習慣循環，而新員工則被要求寫出應對憤怒的顧客、不知所措的同事等的計劃，通過在員工或合作夥伴身上培養積極的習慣，星巴克確實能夠帶來快樂的拿鐵。

They've alsogrown to become one of the most successful companies in the world. For the lasttwo decades companies like target have been trying to better understand thebuying habits of their individual customers. In order to run personalizedadvertising campaigns, they do this by collecting customer data.
他們也成長為世界上最成功的公司之一。在過去20年里，像塔吉特這樣的公司一直在努力更好地了解他們個人客戶的購買習慣。為了開展個性化的廣告活動，他們通過收集客戶數據來實現這一點。

Every time acustomer uses a loyalty card coupons or Target's website, the company collectsdata and stores it under a personalized guest ID. If a customer habitually buycereal at target, but doesn't buy milk. They must be buying their milkelsewhere. Target can see this. So they'll start sending that customer couponsfor milk, the most profitable kind of customer to target and similarsuperstores is pregnant women.
每次客戶使用忠誠卡優惠券或目標公司網站時，公司都會收集數據並將其存儲在個性化的客戶ID下。如果顧客習慣性地在target買谷類食品，但不買牛奶。他們一定在别處買牛奶。目標可以看到這個。因此，他們將開始向顧客發送牛奶優惠券，最有利可圖的顧客和類似的超市是孕婦。

If a pregnantwoman buys baby goods at target, they'll start buying everything else theretoo. If it's easy and affordable. Based on an analysis of purchases by pregnantwomen who handed over their information to target target was able to make veryaccurate predictions about the kinds of things pregnant women are likely to buy.
如果孕婦在塔吉特買嬰兒用品，她們也會開始在那里買其他東西。如果它是容易和負擔得起。根據對向target提供信息的孕婦的購買情況的分析，他們能夠對孕婦可能購買的物品做出非常準確的預測。

But how does acompany market to pregnant women without letting those pregnant women knowthey've been stocked simple by placing ads for things
但是，一家公司如何在不讓孕婦知道自己已經有存貨的情況下向孕婦推銷商品呢

they're likelyto buy next to ads for things they're not likely to buy, making the advertisingseem random. If a coupon book sent to a pregnant woman, contains ads for cribsand diapers, but also for lawn mowers, chicken breasts, and houseplants itdisguises Target's marketing ingenuity by analyzing our buying habits,companies are able to know what we want before we know we
他們很可能會在廣告旁邊購買他們不太可能買的東西，這使得廣告看起來很隨意。如果寄給孕婦的優惠券上有嬰兒床和尿布的廣告，也有割草機、雞胸和室內植物的廣告，它通過分析我們的購買習慣來掩飾目標公司的營銷創意，那麼公司就能夠在我們知道我們之前就知道我們想要什麼了

want it habits.
想要它的習慣。

And for thatmatter habit change also work at a societal level. Successful social movementsstart with the social habits of friendship grow because of the social habits ofcommunities and are sustained because leaders instill members with a new senseof identity or habit. Consider this formula in the context of the civil rightsmovement of the 1960s.
在這個問題上，習慣的改變也在社會層面上起作用。成功的社會運動是從友誼的社會習慣開始的，因為社區的社會習慣而發展，而持續是因為領導者向成員灌輸新的認同感或習慣。在20世紀60年代民權運動的背景下考慮這個公式。

Rosa parks wasnot the first African-American to be arrested for refusing to give up their busseat to a white passenger in Montgomery, Alabama. But unlike earlier, arresteesparks was deeply respected by and embedded into many of Montgomery's communities,both black and white alike. Her arrest sparked outrage on a personal level,across racial and economic boundaries, which made all the difference.
在阿拉巴馬州蒙哥馬利，羅莎·帕克斯並不是第一個因拒絕向白人乘客讓座而被捕的非裔美國人。但與之前不同的是，被捕者帕克斯深受蒙哥馬利許多社區的尊重，並融入其中，無論是黑人還是白人。她的被捕引發了個人層面的憤怒，跨越了種族和經濟的界限，這使一切發生了變化。

A prominentwhite lawyer friend agreed to represent her in court and influential leaderswithin the black community, organized a boycott of Montgomery's buses becauseso many members of the black community
一位著名的白人律師朋友同意在法庭上代表她和黑人社區中有影響力的領導人，組織了一次抵制蒙哥馬利公共汽車的活動，因為黑人社區的成員太多了

knew and lovedparks. It felt like a friend had been wronged. It's easy to ignore thesuffering of strangers while most people are inclined to help their friends.
認識並熱愛公園。感覺好像一個朋友受到了委屈。當大多數人傾向於幫助他們的朋友時，很容易唿視陌生人的痛苦。

Of course, parksdidn't know everyone, but people began to participate in the protests due tosocial peer pressure. After a few months, the black community's enthusiasm forthe boycott waned, but Martin Luther King jr. Was able to reinvigorate themovement by giving the community a new lens through which to see theirstruggle.
當然，帕克斯並不認識所有人，但由於社會同齡人的壓力，人們開始參與抗議活動。幾個月后，黑人社區對抵制運動的熱情減弱了，但馬丁·路德·金通過給社區一個新的視角來看待他們的鬥爭，使這場運動重獲活力。

In essence, hegave them a new habit rather than framing the civil rights movement as a battleor war. He framed it as an embrace of nonviolence, a meeting of hate with love.He gave the movement, religious grand jury and rhetoric. By telling hisfollowers that what they were doing was part of God's just plan faith in the movementwas sustained.
本質上，他給了他們一個新習慣，而不是把民權運動描繪成一場戰鬥或戰爭。他把它定義為一種非暴力的擁抱，一種仇恨與愛的相遇。他提出了運動，宗教大陪審團和言辭。通過告訴他的追隨者，他們所做的是上帝正義計劃的一部分，對運動的信心得以維持。

King, gave themownership of a historic event, a belief in the possibility of change, notunlike that instilled into members of AA, the narratives and research presentedin this book. Raise one final question. Are we actually responsible for our badhabits? Do HIG firmly believes that we are. To demonstrate this.
金，給了他們一個歷史事件的所有權，一個改變的可能性的信念，這和本書中的敘述和研究灌輸給AA成員的信念一樣。提出最后一個問題。我們真的要為我們的壞習慣負責嗎？做希堅信我們是。來證明這一點。

He contrasts toreal life characters, a man who murdered his wife in his sleep whileexperiencing a night terror and a woman who gambled away a million dollarfamily inheritance sleep terrors function a lot like the habits we'vediscussed, they have a Q a fear, a routine that responds to that fear and thereward of perceived safety.
他與現實生活中的角色形成了鮮明對比，一個男人在睡夢中謀殺了自己的妻子，而一個女人則把一百萬美元的家族遺產都輸掉了。睡眠恐懼症的功能和我們討論過的習慣很相似，他們有一種Q a恐懼，一種對這種恐懼做出反應的日常行為，以及安全感的回報。

However, duringsleep, the high cognition areas of our brain are deactivated, preventingconscious intervention. This is how a completely sane man could unconsciouslymurder his wife in his sleep. However, the woman who gambled away a familyfortune was conscious of her. If she had acknowledged her problem and soughthelp, she could have curbed her bad
然而，在睡眠中，我們大腦的高認知區域被激活，阻止了有意識的干預。一個完全正常的人就是這樣在睡夢中不知不覺地謀殺了他的妻子。然而，那個賭了一大筆家產的女人意識到了她。如果她承認自己的問題並尋求幫助，她本可以控制住自己的壞習慣

habit.
習慣。

The key insightin the power of habit is that habits are not destiny. They can change. And it'sour responsibility as people, institutions, and societies to change them forthe better .
關於習慣的力量的關鍵觀點是習慣不是命運。他們可以改變。作為人民、機構和社會，我們有責任讓他們變得更好。