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At some point, if you're changing a really deep-seated behavior, you're going to have a moment of weakness.

Charles Duhigg

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Charles Duhigg
Age: 50
Born: 1974
Born: January 1
Journalist
Writer
New Mexico
United States
Point
Moment
Moments
Going
Seated
Really
Changing
Weakness
Behavior
Deep

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Willpower isn’t just a skill. It’s a muscle, like the muscles in your arms or legs, and it gets tired as it works harder, so there’s less power left over for other things.
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Once you understand that habits can change, you have the freedom and the responsibility to remake them. Once you understand that habits can be rebuilt, the power of habit becomes easier to grasp and the only option left is to get to work.
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Hiding what you know is sometimes as important as knowing it.
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This is the real power of habit: the insight that your habits are what you choose them to be.
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The biggest moment of flexibility in our shopping habits is when we have a child, because when you think about it, all of your old routines sort of go out the window, and suddenly a marketer can come in and sell you new kinds of things.
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Rather, to change a habit, you must keep the old cue, and deliver the old reward, but insert a new routine.
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If you tell people that they have what it takes to succeed, they'll prove you right
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For a habit to stay changed, people must believe change is possible.
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Simply giving employees a sense of agency- a feeling that they are in control, that they have genuine decision-making authority - can radically increase how much energy and focus they bring to their jobs.
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There's a natural instinct embedded in friendship, a sympathy that makes us willing to fight for someone we like when they are treated unjustly.
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The same process that makes AA so effective—the power of a group to teach individuals how to believe—happens whenever people come together to help one another change. Belief is easier when it occurs within a community.
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Champions don’t do extraordinary things. They do ordinary things, but they do them without thinking, too fast for the orther team to react. They follow the habits they’ve learned.
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Habits are malleable throughout your entire life.
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Between calculated risk and reckless decision-making lies the dividing line between profit and loss.
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Once people learned how to believe in something, that skill started spilling over to other parts of their lives, until they started believing they could change. Belief was the ingredient that made a reworked habit loop into a permanent behavior.
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The problem is that your brain can't tell the difference between bad and good habits, and so if you have a bad one, it's always lurking there, waiting for the right cues and rewards.
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If you believe you can change - if you make it a habit - the change becomes real.
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It is facile to imply that smoking, alcoholism, overeating, or other ingrained patters can be upended without real effort. Genuine change requires work and self-understanding of the cravings driving behaviours.
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