Bookworm: The Small Big

Small changes can have a big influence, argue Steve J Martin, Noah B Goldstein and Robert B Cialdini.

That sounds a bit contradictory; what's this book about?

Yes, that's rather the point. The authors (a trio of academics) argue that, in order to effect change, there are small triggers, often almost imperceptibly small, that can fundamentally change the way that people behave. It's all about nudging people (or ourselves) to behave differently.

Could you give a workplace example?

If we want people to conserve energy by turning off the light in the office when they leave at the end of the day, repeatedly explaining the reasoning behind this is less effective than simply moving the bin under the light switch. 

People often chuck stuff in the bin on their way out and as they do so, they are reminded that they’ve been told to turn off the lights. In this way the actions become associated.

Another practical insight is that employees are more likely to think about what would be good for the group if they are in a meeting arranged in a circular pattern.

The small and obvious stuff, then?

Small? Yes. Obvious? Not necessarily. It wasn’t until 2009 that HMRC cottoned on to the fact that they could collect 30% more in tax revenue by reminding people in their correspondence that most people file their taxes on time. Peer pressure – or ‘social proof’ – is a powerful motivator.

People aren’t that easily led, are they?

They definitely are – and companies can use this to their advantage. For example, they can play on our desire to look cool by associating their product with the kind of people we would like to be. The association affects the way we behave – and consume.

So, we like to follow the crowd?

Not only do we like to follow the crowd, but our brains actually respond negatively when we don’t toe the party line. This is why, even if it is the right thing to do, straying from the majority can be a struggle. Again, companies can use this to their advantage, persuading us with small nudges to behave in certain ways.

How can we this to our individual advantage?

We can tap into our past successes in order to 'nudge' our inner confidence; a little bit of confidence can do wonders when it comes to persuading or influencing others.

And how can this book help us as managers?

In lots of small but significant ways!

For example, if we want a team member to get a particular task done, we should encourage them to write down an ‘implementation intention plan’. When a person outlines what they intend to do and how they can do it, it makes it seem much more ‘concrete’ – and they are more likely to carry it out.

And if we’re trying to negotiate a customer down to a certain price, it’s advisable to start higher than they were likely to, so that the baseline is within our control, not the customer’s.

What am I most likely to say after reading this book?

 “Let me nudge you in the right direction.”

What am I least likely to say after reading this book?

“Where’s the light switch?”