The Power of Habit (Hindi/हिंदी में) скачать в хорошем качестве

The Power of Habit (Hindi/हिंदी में)

00:00:00 Prologue 00:13:11 Part One: The Habits of Individuals 01:42:42 Part Two: The Habits of Successful Organizations 02:53:27 Part Three: The Habits of Societies 03:25:28 Appendix: A Reader’s Guide to Using These Ideas Prologue: The Habit Cure This part tells the story of Lisa Allen, a woman whose life was once filled with smoking, drinking, debt, and sadness. After a painful divorce, she decided to change just one thing—she quit smoking. That one choice led her to run, eat better, save money, and rebuild her life. Scientists studied her and found that changing a single habit, called a keystone habit, can start a chain reaction that changes everything else. The prologue also explains how habits are powerful forces that shape our lives, even when we don’t notice them. Researchers discovered that about 40% of our daily actions are habits, not decisions. The prologue sets up the book by showing that if habits can change, lives, companies, and even societies can change too. Part One: The Habits of Individuals This section explains how habits are formed in the brain. It introduces the habit loop: Cue – the trigger that tells your brain to start the habit. Routine – the action you do. Reward – the benefit your brain gets, which makes it remember the loop. We meet Eugene Pauly, a man who lost his memory due to illness but could still form new habits. His case showed that habits live deep in the brain and work even without conscious memory. This part also tells how advertisers, like Claude Hopkins with Pepsodent toothpaste, created habits by tying cues (like the film on your teeth) to rewards (a fresh smile). Addiction groups like Alcoholics Anonymous use these loops too, replacing harmful routines with healthier ones. Coaches, like Tony Dungy in football, changed teams by focusing on simple, automatic habits. The lesson: habits can be reshaped if we understand the loop. Part Two: The Habits of Successful Organizations This part shows how companies and leaders use habits to drive success. Paul O’Neill, CEO of Alcoa, focused on one keystone habit—worker safety. By doing so, the whole company became more disciplined and productive. At Starbucks, training programs teach employees willpower habits, so they know how to stay calm with angry customers. The section also explains how mistakes in hospital routines can create dangerous outcomes, proving that organizational habits can mean life or death. It highlights how businesses study consumer habits, like how Target predicts when women are pregnant by shopping data. The main idea is that organizations succeed or fail not only because of strategy, but because of the habits of their people and systems. Part Three: The Habits of Societies This section focuses on how communities and cultures change through habits. The Civil Rights Movement succeeded not only because of ideals but because it built on social habits, like church gatherings and friendships, which helped spread action. Martin Luther King Jr. used these networks to turn protests into a movement. Pastor Rick Warren grew one of the largest churches in America by tapping into people’s small-group habits. This part also asks deep questions: if someone commits a crime because of a strong habit, are they guilty or not? It shows that habits don’t just shape individuals or companies, but whole societies. Social habits can make revolutions and cultural shifts possible. Appendix: A Reader’s Guide to Using These Ideas The final section is a practical guide. It explains how you can use the science of habits in your own life. To change a habit, identify the cue, the routine, and the reward. Then, keep the cue and reward, but change the routine. For example, if stress makes you want a cookie (cue), and you enjoy the break and taste (reward), you can replace the cookie with a walk or chat with a friend. The appendix shows how to experiment with your own loops to design better habits. It reminds us that change is not easy, but with understanding and practice, it is always possible.