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Flex_ Do Something Different - Ben (c) Fletcher; Karen J. Pine
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About the AuthorBen (C) Fletcher and Karen Pine are both Professors of Psychology at the University of Hertfordshire and renowned experts in behaviour change. Their Do Something Different ...
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Section 1 – The human habit machine
1. How many kinds of people are there?
2. The personality trap
3. People on autopilot
4. flexing
5. People shrink their worlds
6. We are all capable of change
7. Shaping a life
8. Why the past doesn’t help our future
9. We are all habit machines
10. Habits come in many forms
11. The myth of willpower
12. Becoming habit-free
13. Inertia and the status quo bias
14. The pull of the past
15. Shaping a new self
16. Show me a stressed person and I’ll show you a habit machine
17. Small changes, big consequences
18. Alleviating stress
Section 2 – Behavioural flexibility
19. The birth of FIT Science
20. Inner FITness – constancies
21. Awareness
22. Fearlessness
23. Self-responsibility
24. Balance
25. Conscience
26. Harmony among the constancies
27. Outer FITness – behavioural flexibility
28. Behavioural dimensions
29. Doing the right thing
30. The stress and inefficiency zone
31. Behaving differently with different people
32. The optimal behavioural range
33. Making the most of a situation includes you too
34. flex transition – relabelling feelings and repetition
35. Moving on and expanding tastes too
36. Back to stress and the discomfort zone
37. New behaviours have effects on others
38. Does a leopard change its spots?
Section 3 – Doing something different, personal coherence and decision-making
39. Do Something Different
40. What does a Do Something Different intervention look like?
41. How does Do Something Different work?
42. Interactions between the two selves
43. Experiencing and reflecting on our own development
44. The ‘golden rules’ for behaviour change
45. Bringing about long-term behaviour change
46. Coherence comes from doing the right thing
47. Towards greater personal coherence
48. Levels of coherence
49. How personal coherence has consequences over time
50. Coherence units
51. Apparent and real incoherence
52. Why greater coherence leads to better decisions
53. Choices do get made, even if we feel we don’t make them
54. The myth about decision-making
55. Choice/decision is illusory
56. Why people get paid for making ‘big decisions’
57. DSD and decision-making
58. Why does DSD improve decisions?
59. People are not choice machines
60. Self-lying and self-deception
Section 4 – Global issues and flex
61. A modest claim – flex can change the world!
62. Advantages of flex at a personal level
63. Advantages of flex for the organisation
64. Advantages of flex in the social domain
65. flex and world issues
Appendix
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