Facts Don’t Change Behavior

According to NIH (National Institute of Health) if you weigh reasonably average, you will likely gain about a pound between Thanksgiving and New Year’s Day. The problem, as per this study is, you probably won’t ever lose it. Despite the facts, I am going to guess most of you will not follow holiday fitness tips.

When we fall short of making permanent lifestyle modifications, we take comfort in the belief that, if we really wanted to change, we could alter our behaviors.

The difference between change and transformation is what in system's thinking is referred to as the difference between first order change and third order change. The first encompasses mostly changes in behaviors, while third order change changes beliefs, ways of looking at the world, and actions. That is why, transformation is way more profound and encompassing.

This is also partly why so many people don't like transformation. They are afraid it will change them intrinsically. We are always becoming, and the self growth and evolves in relation to others and how open are we to different experiences and ways of thinking.

Transformation requires us to use both our left and right sides of the brain. It's the left side that like to keep everything logical, orderly arranged. Does not like leaps into the unknown. Our more intuitive right side is the one that is willing to question and change. We need both, in order to be able to transform without disintegrating.

Quantum Physics of Belief – Thought Energy Manifesting into Events

In the past few weeks, I was writing on how scientific and business research shows that human thoughts and beliefs have an effect on the physical world, with no intermediary action. In other words, thoughts and beliefs directly impact the unfolding of events. There seems to be some confusion among some readers who have asked for clarification on how this occurs. Let me share an overview of what my research is revealing here.

In running a business, even if the business model is well designed and perfectly suited for the market, we would all recognize that success and high profitability are not guaranteed. We realize that there are many elements we can’t completely control, such as the capabilities of the competition, the decisions that customers will make, and the countless choices made by employees each day. It would be impossible for a business to design these elements in a manner that would guarantee success.

My experience tells me that chance is not as random as we believe, and the way to reduce the uncertainty in business is through shaping the beliefs and intentions, or thought energy, of the business organization. When a business organization has a particular, positive thought energy, events are more likely to occur in a manner that is fortuitous for the business. This doesn’t mean that action is not required, because it definitely is. It simply means that the elements that can’t be controlled through action tend to unfold more frequently in favor of the business.

I don’t think it would be possible for anyone to ‘prove’ that an organization’s thought energy directly impacts how events unfold. The important thing to note is that we never even try to architect the unfolding of such events. These kinds of things happen consistently in businesses, which had very positive thought energy.

Did you see the movie Apollo 13? Do you remember Tom Hanks, Ed Harris and Ron Howard who directed the movie from 1995? It was a true story of how NASA got the crippled Apollo 13 space craft back to earth after the oxygen/power supply failed half way through the flight mission. It was a testament to the teamwork, leadership, problem solving and human synergistics.

In that movie, I distinctly remember the Flight Director Eugene Kranz (played by Ed Harris) saying two powerful things: “Failure is NOT anOption.” And “I will not allow that [negative] thought to exist in this space” (even if it was only a thought by a crew member!)

Kranz knew either consciously or subconsciously the power of thought; The power of, how we frame an event and how the framing of the event has a massive impact on the outcome of that event; That a thought in an environment has real power… real impact; Even if it is not verbalized.

Napoleon Hill in his book ‘Think and Grow Rich’ wrote, ‘Thoughts are Real Forces’; as have many other gurus and teachers of metaphysics for hundreds of years. I am quoting scenes from Apollo 13 movie into this blog to illustrate the power of managing group thought and group energy. The words are really about ‘integrity of thought’ or ‘aligned thought’. Kranz had every brain in that NASA teamed, aligned and focused; pushed almost to the limits of human creativity and ingenuity, all focused on getting those 3 astronauts back alive.

What negative thoughts are there in your business you need to clear out?

What plans are all your brains aligned on with the laser like focus of the NASA Apollo 13 mission?

Take a look at the movie clips and ask how you can use that energy and focus in your business.

The economic space and the economic environment we are in right now will either swallow you up or be a time of massive opportunity for all of us.

Harness the thought, energy and focus to make it a massive opportunity.

Failure is NOT an option.

Snow Ball Effect

In many ways, the first small steps you take to change your behavior are the most important. Once you initiate change, it seems to feed on itself, as two psychological triggers are at work:

a.    More exposure effect: The more you are exposed to something, the more you like it. Initially unwelcome change efforts will gradually be perceived more favorably as people get used to them.

b.    Cognitive dissonance: Once people take small steps, it becomes increasingly difficult for them to dislike how they act. We don’t like to act in one way and think in another. And once we begin to behave differently, our self-perception changes and our identity evolves, which reinforces our new approach.

This is what is called ‘the snowball effect’. Changes just seem to take off. They are the result of “small wins” but, not always. Rather, they are automatic forces that kick in as time passes.

It’s therefore essential to start as soon as possible and take advantage of the momentum.

While inertia and the status quo may exert an irresistible pull, at this point you need to muster the courage and just do it. Just get it started.

Ah, yes, but that’s the problem, isn’t it? The status quo feels comfortable and steady because much of our thinking is on autopilot. Routines feel good to us because it frees up our brain for other things, especially creative thinking.

What really helps me to get started when I want to change a behavior is to become aware of how much I am on autopilot. Having routines can be a time-saver since we don’t have to make choices, we just do it. But it’s also what creates rut and stagnation.

It actually irks me to be a slave to my habits (just the ones I don’t like). I tell myself, “Who’s in charge here, the autopilot or me?” If I am more powerful than that, I will actually feel energized by breaking the routine to do something new.

Your first attempt doesn’t have to be perfect or complete. At some point, inertia will shift from resisting change to supporting it, and small changes will snowball into big changes.

But it’s that first effort to say, “No, I am not going to eat that over sized portion on my plate,” that builds the momentum. At the next meal, you become aware of how restaurants over serve their portions (here in the USA), and you start cutting down meal sizes.

·        It’s that first time you respond with a smile to someone who pushes your buttons.

·        It’s when you stop yourself from explaining everything and ask a question instead.

·        It’s when you stop telling yourself you are tired and start asking how you can re-energize your tasks.

When I stop looking for how I can cut corners and make my work flow a routine, and start looking for creative ways to make a difference in the world, then I become more of a change agent.

It starts with the first snowball, and I am the one who has to set it in motion. Then it becomes fun to watch it grow and gather momentum.

What has been your experience when you want to change something?

3 Ways Power Changes People

How much does power go to your head? If it didn’t, then you’re the exception and you’re magnanimous and generous of spirit.

According to numerous studies, people put into power positions are prone to a couple of behavior changes:

1.    Power makes most people become more focused on their own needs and wants

2.    Power changes people to become less focused on what others need, want and do

3.    Power influences people to act as if rules others are expected to follow don’t apply to them

Consider this scenario. Three people are working together. A plate of five cookies is made available on the break. Social norms dictate that no one takes the last (fifth) cookie, but what about the fourth?

In an experiment for the research study, groups of individuals were placed into teams of three, to evaluate the output (the “boss”). During the break, the experimenter arrived with a plate of five cookies. This allowed each participant to take one cookie, and at least one participant to comfortably take a second cookie, thus leaving one cookie on the plate. No one was expected to take the fifth cookie and no one did. But what about the fourth, the one that could be taken without awkwardness, or negotiation?

The results of the study showed that the “boss” (the evaluator) was clearly more likely to take a second cookie.  (Videotapes of the interactions also showed them more likely to eat with their mouths open and scattering crumbs widely.)

The conclusion is that individuals in power are more “disinhibited” and prone to focus on their own needs to the exclusion of others.

This is just one study showing bad boss behaviors and how “power corrupts.” There are many others. Maybe you can think of a few examples in your experience when the boss ate the fourth cookie with his/her mouth open?

Leave a comment.

If you’re wondering if you’ve fallen into these power traps, you might benefit from some outside coaching. Give me a call.

How the Brain Works to Make Decisions

This is a really good book if you have got the same interest as I in how the brain works to make decisions: How We Decide by Jonah Lehrer (Houghton Mifflin Harcourt, 2009).

Here’s what I have learned about the duel between the rational brain and the emotional brain, and how it might apply to sales, business communications and influencing people…

There is a flaw in our thinking habits called the framing effect, which is a part of decision biases called loss aversion. It explains why people are much more likely to buy meat when it’s labeled 85 percent lean instead of 15 percent fat. Also, why twice as many patients opt for surgery when told there’s an 80 percent chance of survival as opposed to a 20 percent chance of dying.

Neuroscientists hooked people up to an fMRI (functional MRI) imaging machine to look at which parts of their brains lit up while making gambling decisions. Here was the gambling game they asked them to play:

Imagine that you are playing a simple game whereby you are given $50 and asked to decide between two options:

1.     All-or-nothing gamble, in which the odds are 40% you will keep the entire $50, and 60% that you will lose everything.

2.     A sure-thing: if you choose this option you get to keep $20.

If you are like most people, you take the 2nd option, the sure $20. Next, they asked people to play the game again. The risky gamble hasn’t changed, but here are the options that are offered:

1.     All-or-nothing gamble, 40% chance of keeping entire $50, and 60% chance lose it all.

2.     Sure thing: but it’s framed as a loss of $30 instead of a gain of $20.

These two gambles are the same, they are just framed differently. In both cases, you walk away with $20 of the original $50. But the different descriptions strongly affect how people play the game.

When the choice is framed in terms of gaining $20, only 42% chose the risky gamble. When it was framed in terms of losing $30, 62% of people opted to roll the dice.

What is interesting here is that they were able to see in the brain: those people whose gambling decisions were influenced by the prospect of losing $30 were misled by an excited amygdala, part of the emotional brain that evokes negative feelings. Whenever a person thinks about loss, the amygdala is activated.

But the others who were not swayed by the framing effect also had activated amygdala, they also experienced negative feelings. They were able to look past their feelings and realize that the options were the same.

What made the difference? They had more elevated activity in the pre-frontal cortex, the rational brain. These people were able to feel their feelings, and choose to ignore them. They were able to make better gambling decisions because they regulated their negative emotions.

How do you regulate your emotional brain so that you can make more rational decisions? Awareness. By simply being aware that our emotional brain is sending negative feelings, we can decide to ignore it. The ability to become aware of our brain’s processes is called metacognition, and it’s a skill that can be developed.

We know when we are angry. Every emotion comes with the ability to think about it, to label it, to try to figure out why we are feeling it. Sometimes a feeling may make no sense, as in the case of this gambling game. We can deliberately choose to ignore the emotional brain.

The question is when to ignore it and when to pay attention to it. We don’t always know or take the time for it. And because emotions can also help us make better decisions, the key is being able to discern.

The Astonishing Power of Gratitude

I was gratified by the overwhelming response to my recent Roundtable Discussion on the Astonishing Power of Gratitude held on Feb 28, 2011. At the end of the discussion, I requested my distinguished guests to send me any further thoughts that they were not able to share with the group due to lack of time (the discussion already was carried on for 30 minutes beyond the original schedule) or other reasons. One of the responses that I received was from Charles Prabakar, whom I had known for quite some time as a business colleague when we both worked for a big corporation several years ago. He still works in the corporate world as an Executive Global Partner and a Strategy Consultant.

Referring to the Gratitude as a high positive vibrational energy, Charles commented that whatever we may call it – energy, passion, matter and/or value – and in a way they all mean the same thing if you look at the universe within the context of Einstein’s vantage point that it all boils down to managing that energy whether it be external facing and/or internal facing. In this blog, I want to share the rest of his thoughts (he writes his own blog that I enjoy reading regularly and he is now appearing here as a guest writer) where he summarized the discussion that we had along with some of his stories derived from the three major spiritual works (or religions) of the world. So, here he goes…

First of all, I appreciate you taking the effort to organize a webinar on the topic of – POWER OF GRATITUDE, an important topic, that is often overlooked! The points you covered, especially within the context of good and evil – and how to overcome evil with goodness – using the power of FORGIVENESS is truly outstanding! As you rightly said, first and foremost – forgiveness is for our own good, and so, when we get that part correct, in our heads – there is lot more motivation on our end, to initiate the forgiveness process. However, the duration and intensity of the process varies from person to person (& situation to situation as well) – depending upon the degree of hurt and/or the pain caused by the other party.

If I might add one more thing to your point (you probably already covered it as the conference call line was disturbed a lot) – this is where, we have to show empathy and put ourselves in other person’s shoes and see why he/she might have caused the hurt. This type of introspection, I have seen opening many doors for forgiveness and then reconciliation. What I have learned in the process is – in most cases, the hurt is caused by mere “MISUNDERSTANDING/MISINTERPRETATION” of certain events – and the sad part is that people continue to carry these misunderstandings for years, because both parties fail to create a conducive and open/honest environment to listen and understand each other point of views. Failing to create such an open forum- invariably results in more misunderstandings (as one misunderstanding leads to the other) – and from that point onwards, both parties start misinterpreting even the good actions of each other. The reason for that misinterpretation is – these misunderstandings are furthered fueled by – blind beliefs in hearsays (e.g. he said, she said like stories) and cover-up attempts without properly checking the facts. Let us all remember the saying – what we hear may not necessarily true, what we see may not necessarily true, through verification of the facts within its context is what brings out the truth –as echoed by President Nixon in his famous quote– “Trust, but verify!”.

Speaking of this facts verification process, I am reminded of the old sheep story – where we put a stick in front of a sheep, first one will jump, the second one will follow the suit and then the third one does the same. Now if we take the stick off, the rest of the sheeps invariably will jump, exactly, in the same place where the stick was held (even though stick was taken off). Funny story, but scientifically proven one. I guess, we humans in some cases (especially when we are hurt and participate in blindly believing environment of gossiping), behave like those sheeps – and let misunderstandings/false information carry from person to person – without giving the opportunity for the other person to explain his/her point of views. As the saying goes –“even someone in death row gets a chance to explain their point of view and so let us, at a minimum, listen to each other point of views”. I am sure, I am preaching to the choir as you are expert in this area.

Now to your point regarding overcoming hurts (or evil deeds) with goodness/positive attitude – there are few examples in the scriptures of both east and west – of how great people of yester years have overcome hurts and injustice. For example, in Ramayana, Ram had to go through 14 years of exile because of the promise made by his Father Dasharat to one Kaykeyi – as part of her behest to crown her son Bharat. At that point perhaps it was an injustice (or one can call it hurt), but in grand scheme of things – it worked out good for Ram, from the standpoint of living and fulfilling his theological ethics –as during exile is where, he gets to know Hanuman, and together they fight one of the greatest justice wars to bring justice. Had he got gone on exile, all the great things perhaps may not have happened in his life. So in most cases, God uses an exile and/or unjust situation for a larger cause.

Another example I can quote from bible/torah is the story of Joseph – “Being sold to foreigners in exile, wrongly accused – still Joseph did not murmur, kept believing. An insight from his life is – when he was already on his rock bottom (i.e. in exile), God allows another blow (imprisonment for the things he did not do). On the outset we might be wondering why. However, God had a larger purpose – Had he not gone on exile, he would not have met the Butler – and had he not met the butler, he would not have interpreted the dreams for the butler – and, had he not interpreted the dreams for butler, he would not have had the opportunity to interpret the dreams for the King which finally gave him the opportunity to get elevated. I guess when we take the positive attitude – every setback is a stepping stone for a success – and that mindset changes the whole perspective of hurt!

Yet another quote from Quran – Those who avoid the greater crimes and shameful deeds, and, when they are angry even then forgive; ……The recompense for an injury is an injury equal thereto in degree: but if a person forgives and makes reconciliation, his reward is due, from God … But indeed if any show patience and forgive, that would truly be an exercise of courageous will and resolution in the conduct of affairs.”

On closing – the moral of these stories /quotes (including your webinar) in nutshell is “overcome evil with goodness”. As it turns out, the reason we celebrate Festival of Light (Dewali) is to remembering the event where – evil was won with goodness – and so, let us all strive towards winning evil with goodness in our personal lives – and celebrate next Dewali – with a full realization of its meaning! — Charles Prabaker.

Please feel free to comment here or send your suggestions, thoughts etc via email.

Forgiveness is the fragrance the Violets release as the foot crushes them

To forgive is not to forget. Forgetting is not hard. All you need is a bad memory or to treat the incident as insignificant. But to forgive is to make a new beginning, to start all over again with the person who caused you pain. It does not take away the hurt nor does it erase the past injury. It merely ceases to obstruct the path of a new beginning. To forgive you don't have to aggravate the guilt and squeeze the soul of the person. By forgiving you can walk together into the future.

In the Bhagavad Geetha (chapter 12), Lord Krishna describes 35 qualities of a devotee; one of them is a forgiving nature. Learn to forgive. Having forgiven another, what really happens?

The rancor, the anger within, which was eating the vitals, is automatically washed and cleaned. It purifies the system. You become 24-carat gold, soft, yet solid and shining. Mark Twain captures this quality when he writes: "Forgiveness is the fragrance the Violets release as the foot crushes them."

Epictetus said more than 2,000 years ago: "It is not he who gives abuse that affronts, but the view that we take of it. Your hurts comes from not what others did to you, but from what you choose to do with their actions. If you change your attitude about the hurt, you will soon find your victim status eliminated."

Here is a short video clip: The Gift of Forgiveness  Enjoy!

Understanding Human Behavior Opens New Doors

Scientific discoveries and new technologies promise much better life to all individuals. But delivering on that promise means that we must think and act differently. The history of innovation shows that it is a lot harder than most people realize.


It's just like the adage "A tiger doesn't change its stripes." Throughout my career as an academic scholar, author, manager, advisor, consultant, mentor, and coach, I have seen how changing behavior can be very difficult. No one can change your behavior except for you. (That was my blog last week and now, I am going to expand on that.)

Businesses Often Fail to Innovate

Disruptive innovation teaches us that when the world changes, many leading companies fail to innovate. Lotus could not compete with Microsoft, General Motors could not compete with Toyota and now Toyota is challenged. American and United Airlines are unable to compete with Southwest, and now Microsoft can't compete with Google. Why? Changing behaviors is a lot harder than most realize, even if it means lost business, bankruptcy or the demise of a company.


That's a depressing discovery, but fortunately there is a solution.

Science behind the Experience

Behaviors are driven by beliefs. To change behavior, you must first change beliefs. This is where the neurophysiology of decision-making comes into play.


Our beliefs do not reside in some anatomic filing cabinet in our brains. Rather, studies show beliefs are generated by complex recurrent firing of patterns of neurons accompanied by subtle but very specific changes in hormones and neurotransmitters. This brain activity is developed by experience and linked to the feelings that experience engenders.


In other words, we are not rational but we are sentient. Our brains are hardwired by experience and feelings. The stronger the positive feeling and the more frequent the experience, the more we become hardwired to respond in the same way.


To change behavior you must first use experience to change beliefs; you have to act, not think. Experience generates feelings that inform future experiences. The more positive the feelings and the more direct the link to experience, the more likely beliefs are to change. When beliefs change, behavior changes.


So, you can't think your way into a new way of acting; you have to act your way into a new way of thinking.

Action Works by Acting

Here are the keys to leadership success in getting people to act their way to a new way of thinking:
1. Set a clear, simple and meaningful direction.
2. Develop and empower people; it's people, not technology, that make the difference.
3. Build trust and optimism through positive results in problem solving the needs of clients.
4. Solve those problems as real-time experience, close to the work, not in meetings.
5. Grow by repeating your success and relentlessly challenging the status quo.


The results are always positive.

Action Innovation Opens New Doors for Leadership

New technologies offer the promise of wonderful improvement in people’s lives. But we will never achieve that promise without changing our behavior.

Fujio Cho, Toyota's chairman, said it well: "No mere process can turn a poor performer into a star. Rather you have to address employees' fundamental way of thinking." The recent evidence that Toyota management ignored brake problems in a "culture of secrecy" for years suggests that they forgot that this lesson also applies to leadership.

Behaviors are driven by beliefs. Beliefs are formed by experience and feelings. Instead of thinking your way into a new way of acting, you act your way to a new way of thinking.

Our brains say it's so. Leading people to act their way into a new way of thinking opens new doors for business management.

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Surya M Ganduri, PhD. PMP. is the founder and president of eMBC, Inc., an international firm specializing in strategic and executive leadership development processes that Help People Succeed in an Evolving World. His company is dedicated to helping organizations and individuals manage strategic change, innovation, cultural transition, and goal achievement. Surya has over 26 years of business experience in management consulting, leadership development, executive coaching, process improvements, organizational development and youth leadership. Contact Surya ats6ganduri@eMBCinc.com. For more information, visit www.eMBCinc.com or contact eMBC, Inc., directly at (630) 445-1321.