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Tír Eoghain (), also known as Tyrone, was a kingdom and later earldom of Gaelic Ireland, comprising parts of present-day County Tyrone, County Armagh, County Londonderry and County Donegal (Raphoe). The kingdom represented the core homeland of the Cenél nEógain people of the Northern Uí Néill and although they ruled, there were smaller groups of other Gaels in the area. One part of the realm to the north-east broke away and expanded, becoming Clandeboye, ruled by a scion branch of the O'Neill dynasty. In one form or another, Tyrone existed for over a millennium. Its main capital was Dungannon, though kings were inaugurated at Tullyhogue Fort.

Upon its foundation in the 5th century, Tyrone was a sub-kingdom of the larger Aileach, which represented the powerbase of the Uí Néill (descendants of Niall of the Nine Hostages) in the north of Ireland. The territory of Eoghan mac Néill was initially based in Inishowen and expanded out from there under his descendants. Periodically, during the time of Aileach, the leaders of Tyrone established themselves as High Kings of Ireland, providing in total of thirteen High Kings from the 6th to the 10th centuries. The first was Muirchertach mac Muiredaig and the last from this period was Domnall ua Néill. Three later Tyrone claimants to the High Kingship were Domnall Ua Lochlainn and Muirchertach Mac Lochlainn in 12th century and finally Brian Chatha an Dúna O'Neill in the 13th century.

In the 13th century, Aileach split up into its two most powerful kindred components: Tyrone (under the O'Neill dynasty) and Tyrconnell
(under the O'Donnell dynasty). Between themselves and the Lordship of Ireland, they competed in the north for hegemony over the Ulster region, but their influence frequently went far beyond the regional. In the 14th century, pushing eastwards, Tyrone benefited from the Gaelic reasurgence and was able to establish Clandeboye. Sometimes a sub-kingdom of Tyrone, it soon asserted its own authority and became a prominent player in its own right. With the creation of the Crown of England's Kingdom of Ireland in the 16th century, Tyrone would be brought into the Tudor-sphere, but was a major source of Gaelic Irish resistance, before, while and after being subordinated. From the rebellion of Shane the Proud, to Nine Years' War under Hugh O'Neill and later Tyrone leaders were involved in the subsequent Irish Rebellion of 1641 and Irish Confederate Wars (particularly Owen Roe O'Neill).

History

Ailech

From the 5th century founding of Cenél nEógain, the tuatha was a sub-unit of the larger kingdom of Ailech (which they typically held the kingship to), along with their Cenél Conaill cousins, fellow descendants of Niall of the Nine Hostages. The initial ascent of Ailech had coincided with the decline of the Ulaid, whose kingdom of Ulster receded to the north-east coast.

In the 12th century the kingdom of Ailech split into two sovereign territories and Cenél nEógain became Tír Eoghain, the land of Eoghan, Anglicised as Tyrone. It was ruled under the Meic Lochlainn clan and then under their kinsmen the Ó Néill clan. The other part of Ailech, Cenél Conaill became known as Tír Conaill, the land of Conall, Anglicised as Tyrconnell.

Kingdom of Tyrone

Following the Norman invasion of Ulster in 1177, Tír Eoghain had become the predominant power in the north of Ireland, a position it regained upon the collapse of the Norman Earldom of Ulster in the 14th century.

16th century: ambitions and internal rivalries

With the ascent of Henry VIII to the English throne, the politics of the Tudor monarch's Lordship of Ireland would come to have a dramatic effect on all of Ireland, including the Kingdom of Tyrone. One of the premier Old English (Norman) forces in Ireland, since the Middle Ages, had been the FitzGerald dynasty. During the Wars of the Roses, they had been loyal to the House of York, despite the eventual victory of the House of Lancaster (including the Tudors), who were supported by their rivals from the Butler dynasty. Despite having backing the losing side in the War, the FitzGeralds remained influential in Ireland and difficult to unseat. The King of Tyrone, Conn Bacagh O'Neill, in a personal capacity, carried the sword of state before his uncle Gerald Og FitzGerald, Earl of Kildare when he was made Lord Deputy of Ireland in 1524. The Earl of Kildare had been called to England by the King in 1534 and when he arrived was put in the Tower of London. Before he had left, Gerald had placed his 21-year-old son Silken Thomas FitzGerald in charge of the Lordship of Ireland in his absence. The FitzGeralds had many enemies in Dublin, not least the Butlers and false rumours were spread that Gerald had been beheaded in the Tower. This rumour reached the ear of the young and inexperienced Silken Thomas, who, in reaction, rode through the streets on horseback with his men to St. Mary's Abbey, Dublin, where he cast off sword and robes of state and renounced his allegiance to the English monarchy (his father in London, upon hearing of his young son's rebellion, did in fact die a few days later "of grief").

Silken Thomas rose up in Rebellion and was determined to take Dublin and "avenge" the death of his father: he rallied to his banner a sizeable proportion of Gaelic Ireland, or at least some of the most influential parts of it, this included; the O'Neills of Tyrone (his cousin) and the O'Briens of Thomond, as well as the O'Carrolls of Éile, O'Connor Falys of Offaly and the O'Mores of Laois who backed him up for the attacks on the English Pale. The English Archbishop of Dublin, John Alen, died during the Siege of Dublin in controversial circumstances. As the tide began to turn against them, Thomas surrendered to Leonard Grey at Maynooth and was given safe passage to ask for mercy from the King in London but was executed at Tyburn with his uncles in 1537. This issue was not concluded though, as back in Ireland the Geraldine League was founded in 1539 by the O'Neills of Tyrone, the O'Donnells of Tyrconnell, the O'Briens of Thomond and other clans, to support the claim of the 14-year-old, Gerald FitzGerald to the now forfeited title of the Earldom of Kildare. The boy was then living under the guardianship of his aunt, Eleanor McCarthy, Queen of Tyrconnell. This Gaelic alliance under the auspicies of the Geraldine League was able to menace the English Pale, looting and sacking Ardee and Navan, before Conn Bacagh O'Neill and Manus O'Donnell were dealt a thorough defeat at the Battle of Belahoe by Grey and Gerald Aylmer in 1539.

Tyrone was invaded in 1541 by an army under Anthony St Leger, which saw the final defeat of the Geraldine League and the young titular Earl of Kildare fled to Catholic Europe, becoming a Knights Hospitaller. The King of Tyrone's eldest son Phelim Caoch O'Neill was taken hostage and died the following year. While the FitzGeralds had not been treated with magnaminity, Henry VIII as part of his plan to construct a Kingdom of Ireland adopted a policy of surrender and regrant, whereby, the Gaelic kings who held sway on the ground beyond the bounds of the old Lordship of Ireland could surrender their sovereignty, but be awarded a title in the Peerage of Ireland and keep their lands, so long as they swore allegiance to the King, adopted English law and became members of the new Anglican Church that Henry was creating. This offer was opened up to Conn Bacagh O'Neill through St Leger, who accepted and went to London in 1542, pledging allegiance to Henry VIII: he was rewarded handsomely in terms of money and land and was also made Earl of Tyrone. The heir to the Earldom would be given the title Baron Dungannon and with the favourite son Phelim Caoch O'Neill dead (he was killed by the MacDonnells of Antrim), Conn made sure to have the patent made out to Feardorcha (Matthew) O'Neill, an illegitimate son. This choice skipped over the legitimate Tanist of Tyrone, Shane O'Neill, who was raised by his foster-family the O'Donnelly clan.

When Shane O'Neill was 28-years-old, his foster-family the O'Donnellys, ambushed and killed Feardorcha (Matthew) whom they had always maintained was not an actual O'Neill, initiating a bloody conflict within the family. This was excellerated by the death of Conn Bacagh O'Neill the following year in 1559. A legal challenge was launched by Shane O'Neill against Feardorcha's son Brian O'Neill over the rights to the Earldom of Tyrone. By this time, Elizabeth I had come to the throne of England and Ireland: she was keen to come to an agreement with Shane O'Neill, if he would submit to her authority and the Lord Deputy. However, Shane greatly distrusted the Lord Deputy, who at the time was Thomas Radclyffe, the Earl of Sussex. So the authorities instead backed Brian O'Neill. Sussex tried to encircle Shane O'Neill by inciting Tyrconnell against him, but Shane's men were able to capture Calvagh O'Donnell.  Deep inside Gaelic country, Sussex was garrisoning Armagh Cathedral (which had been founded as a Catholic monastery by St. Patrick but had recently been forced into becoming Anglican Protestant under the Tudors), before Shane O'Neill's men engaged the English at the Battle of the Red Sagums in July 1561, destroying much of Sussex's army. Shane had himself inaugurated as The Ó Néill at Tullyhogue Fort which further engraged Sussex, who accused him of treason. The increasingly desperate Sussex attempted to assassinate Shane by poisoning his wine. This having failed, Elizabeth I interveened directly and agreed to treat with the "rebel" chief in  London, with the Earl of Kildare and Earl of Ormond escorting him to ensure his personal safety.

Shane returned from the cordial meeting with Tyrone's position strengthened. While the details of the Earldom were to be worked out, Elizabeth I had allowed to call himself The Ó Néill and for Tyrone to collect taxes from uirrithe, which had been abrogated since the days of her father. This left Shane as the hegemon of Ulster with Magennis of Iveagh, O'Hanlon of Orior, Maguire of Fermanagh and others forced to subordinate themselves. While Shane had been in London, the Tanist of Tyrone, Turlough Luineach O'Neill had killed off Brian O'Neill, Shane's rival. Boosted by his new found royal favour, Shane's Tyrone moved against the MacDonnells of Antrim at the Battle of Glentaisie in 1565, claiming to be hammering Her Majesty's Scottish enemies (all the while building power for himself). Far from please the English, this powerful Gaelic prince struck fear into the English administration in Ireland: Sir Henry Sidney, Tudor arch-colonialist, sought to succeed in suppressing Tyrone where Sussex had failed. The Dublin-based Irish Parliament moved to strip Shane of right to the title The Ó Néill and gave the Crown legal title to Ulster. Writing as "Defender of the Faith", O'Neill now tried to invoke Catholic solidarity in reaching out to Catholic powers to help him force the English from Ireland, including: Charles IX of France, Charles, Cardinal of Lorraine and Mary, Queen of Scots. This had the effect of making him be branded a "traitor" by the English government and subsequently, he raided the English Pale. However, retribution was wrought on Tyrone by Sidney around the same time.

Shane's rebellion came to an end with his assassination in the aftermath of the Battle of Farsetmore in May 1567. Tyrone had failed to get the ascent of Tyrconnell's new chief Sir Hugh O'Donnell to join with them against the English and recognise Shane as King of Ulster (in fact Tyrconnell were raiding Tyrone territories at Strabane). During the battle, the forces of Tyrone were surprised and defeated by Tyrconnell, with many deaths. Shane O'Neill, out of options, threw himself on the mercy of a warband from Clan MacDonald of Dunnyveg at Cushendun. Unbeknownst to him, William Piers, commander of the English garrison at Carrickfergus, had already cut a deal with the Scots Gallowglass and so they assassinated him (the English portrayed the incident as a drunken Gaelic brawl). Brian McPhelim O'Neill, Shane's distant cousin from the Clandeboye, is also believed to have provided intelligence to Piers. In the aftermath of these troubles, by the 1570s, the forces of Tudor England had moved towards a policy of explicit colonisation in Ulster with the "Enterprise of Ulster", moving against even loyal Gaelic lords (the Munster Plantations were also in genesis in the south). This effected Clandeboye more than Tyrone, as Tyrone was under the strong leadership of Turlough Luineach O'Neill as The Ó Néill. Showing military prowess in conflict with the Earl of Essex, the English granted him the right to retain a force of 300 Scots Gallowglass, confirmation of his lands in Tyrone and a title as Earl of Clanconnel. With events heating up in Munster, Turlough kept contacts open with Stewart Scotland and Habsburg Spain. In 1593, infirm and of old age, Turlough stood aside in Tyrone for Hugh O'Neill, Baron of Dungannon, a son of Matthew O'Neill (Turlough had killed Hugh's older brother Brian back in 1562). As a child, the English had taken Hugh O'Neill "into protection" and raised him in the English Pale just outside Dublin.

17th century: flight and legacy conflicts

During the reign of Stuart monarch James I, Tyrone would be reduced further with the barony of Loughinsholin in its north-east being transferred to the new county of Londonderry. The Ó Néill rebelled several times, attempts to reassert sovereignty. The last attempt of substance was under Aodh Mór Ó Néill, Earl of Tyrone, who fled in 1607 in what became known as the Flight of the Earls, where he and many of his allies (particularly among Ulster Gaeldom) fled Ireland.

Legacy

O'Neill heirs of Tyrone

The succession to the claim of being the O'Neill of Tyrone, depended on the position taken on the questioned legitimacy of Feardorcha (Matthew) O'Neill. His successor Hugh O'Neill, Earl of Tyrone had several sons, some of whom went into exile after he fled Ireland and others were murdered by the English authorities. Hugh's original heir was Hugh Oge O'Neill (1585–1609), Baron of Dungannon, but he pre-deceased his father. Two others were serving in the Spanish Army; Colonel Henry O'Neill and General John O'Neill. Another son, Bryan O'Neill, was strangled in his bedroom in Brussels by English spies. It was John O'Neill who was recognised as 3rd Earl of Tyrone (or Conde de Tyrone) by Pope Urban VIII and his sponsor Isabella Clara Eugenia in the Spanish Netherlands. John O'Neill died in 1641 and upon his death, he left his claims to his nine-year-old Spanish-born illegitimate son, Hugo Eugenio O'Neill (1633-1660), who only lived a couple of decades more without issue. Another illegitimate son was Patrick O'Neill (who, being illegitimate, did not claim the right to the Earldom of Tyrone). During the reign of James II of England, Patrick's son James O'Neill moved to Martinique under French dominion and his illegitimate descendants lived there for many following generations. They became culturally Frenchified. One female scion married a Baron von Bodman from the Grand Duchy of Baden.

Population

The people who lived in Tyrone were Irish Gaels (mostly from the Northern Uí Néill but also others), with some Highland Scots mercenaries in later times. Although the territory was ruled by the O'Neills for most of its history, a variety of other Irish clans also lived in Tyrone, some with different hereditary roles. These are listed by Seán Mór Ó Dubhagáin in his works on pre-Norman 12th century Ireland. The second most senior clan, also from the Cenél nEógain kindred, were the Ó Catháin (O'Cahan), who ruled a sub-kingdom synonymous with the barony of Coleraine, then known as Fir na Craoibhe. This, along with Tirkeeran and Keenaght, formed "O'Cahan's Country." The O'Cahan held the hereditary honour of holding a shoe over the King of Tyrone's head during their royal inauguration rituals. The O'Cahans gained power in the 12th century to the detriment of the Ó Conchobhair (O'Connor) of the Ciannachta Glenn Geimin, an Eberian group distantly kindred to the Eóganachta in Munster, who remained in the area subsequently but in much reduced form.

Kings of Tyrone

Below is a list of the O'Neill sovereign Kings of Tyrone. The Kings of Tyrone was inaugurated at Tullyhogue Fort with various other clans in the kingdom playing a special role. Tyrone itself was later divided between County Tyrone, County Armagh and County Coleraine (later County Londonderry) in the Kingdom of Ireland.

Diocese of Derry

See also
 Branches of the Cenél nEógain

Notes

References

Bibliography

The Great O'Neill, by E. Boyd Barret, Hale Cushman, Flint, Boston, 1939.
Shane O'Neill, by Ciaran Brady, Dundalk 1996

External links
 O'Neill Country Historical Society
 Association of O'Neill Clans
 Death in the lakelands: Tyrone's proxy war, 1593–4 at History Ireland

Gaelic-Irish nations and dynasties
O'Neill dynasty
Kingdoms of medieval Ireland
Former kingdoms in Ireland
History of County Tyrone
History of County Armagh
History of County Londonderry
History of County Donegal


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BBC appointed UK radio rights holder for RWC 2019
World Rugby has awarded the UK live radio commentary rights for Rugby World Cup 2019 to the BBC.
The deal means that BBC radio is the exclusive destination for UK rugby fans to hear radio match commentary, offering audiences across the nation extensive coverage throughout the tournament, which kicks off on 20 September.
Rugby World Cup 2019 is the biggest sports event of the year, creating a global community of fans from around the world in what organisers fully anticipate will be a very special celebration of rugby and the host nation, Japan.
The BBC will be at the heart of the action, providing fans in the UK with unrivalled coverage and all the latest news from a tournament that will leave a record legacy of rugby participation and fandom in Asia.
World Rugby Chairman Sir Bill Beaumont said: "World Rugby is excited about the appointment of the BBC as the rights-holding radio broadcaster for Rugby World Cup 2019 in Japan, which promises to be a very special and game-changing celebration of rugby.
"The BBC's passion for rugby, combined with their commitment to the highest standards of production is great news for fans and also the sport's ability to reach and convert news audiences throughout the UK."
Head of BBC Radio and Digital Sport Ben Gallop said: "Rugby World Cup 2019 is a key moment in this year's sporting calendar and I'm thrilled we will be bringing our listeners all the action from the tournament. With commentary of every match on BBC Radio 5 Live and BBC Radio 5 Live Sports Extra, and comprehensive coverage on the BBC Sport website, fans will not miss a moment of the home nations' World Cup campaigns."
Coverage of RWC 2019 adds to BBC Radio 5 Live's strong line-up of rugby union, which includes commentary of the Six Nations, the English Premiership and the European Champions Cup.
Asia's first Rugby World Cup is on track to be a game-changer for the development of the sport in the world's most populous and youthful continent. So far, more than one million new participants have been introduced to rugby under the dedicated Asia One Million programme, a core strand of the tournament's Impact Beyond 2019 legacy programme.
Rugby World Cup 2019 is also proving to be the most popular tournament to date with record ticket demand. General ticket sales resume at 18:00 JST on 18 May via www.tickets.rugbyworldcup.com. Ticket-inclusive packages are also available via the official travel and hospitality programmes.
RWC 2019 Tickets
RWC 2019 Official Ticketing site NOW LIVE
Fans can now register interest to apply for Rugby World Cup 2019 tickets
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RWC 2019 Remaining RWC 2019 ticket sales dates revealed as first tickets shipped to international fans
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Women in Rugby Rugby can help Sierra Leone become "a beacon of promoting gender equality"
Press releases World Rugby confirms scrum law amendment
Women's Rankings Lionesses reach historic rankings high as France move up to third
World Rankings Kenya retain Elgon Cup

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Branstad to Retire As U.S. Ambassador to China
U.S. Ambassador to China Terry Branstad announced that he would retire from his post in early October and return to Iowa.
Ambassador Terry Branstad visits Gansu, a province in north central China, in July of 2019.
Wounded Vet Stumps for Ernst in New Ad
Chuck Grassley,
Donald Trump,
Joni Ernst,
Mike Pompeo,
Terry Branstad
DES MOINES, Iowa – U.S. Ambassador to China Terry Branstad announced that he would retire from his post in early October and return to Iowa.
The U.S. embassy in China announced that the ambassador confirmed his retirement with President Donald Trump by phone last week. The 73-year-old former governor of Iowa arrived in China in June of 2017.
"I am proudest of our work in getting the Phase One trade deal and delivering tangible results for our communities back home. Our goal remains meaningful, measurable results for American families. We have made significant progress and we will not stop pressing for more," Branstad said to embassy and consulate staff in China on Monday.
Branstad helped lead the embassy's successful effort to reduce the flow of Chinese fentanyl to the United States. In 2018, following months of negotiations, China agreed to schedule fentanyl and its derivatives as a controlled substance.
"We are rebalancing the U.S.-China relationship so that it is fair and reciprocal and can fuel positive growth in both countries," he said. "Getting to know the Chinese people, meeting them in their homes and hearing their personal stories, has been one of the great privileges of this job."
During his tenure, Branstad traveled to 26 provinces and autonomous regions in China and would have visited all of them if COVID-19 had not limited his domestic travel.
"I thank Ambassador Terry Branstad for his more than three years of service to the American people as U.S. Ambassador to the People's Republic of China," Secretary of State Mike Pompeo said on Twitter.
Pompeo said Trump nominated Branstad "because his decades long experience dealing with China made him the best person to represent the Administration and to defend American interests and ideals in this important relationship."
"Ambassador Branstad has contributed to rebalancing U.S.-China relations so that it is results-oriented, reciprocal, and fair. This will have lasting, positive effects on U.S. foreign policy in the Asia-Pacific for decades to come," he concluded.
I thank Ambassador Terry Branstad for his more than three years of service to the American people as U.S. Ambassador to the People's Republic of China.
— Secretary Pompeo (@SecPompeo) September 14, 2020
President @realDonaldTrump chose Ambassador Branstad because his decades long experience dealing with China made him the best person to represent the Administration and to defend American interests and ideals in this important relationship.
Ambassador Branstad has contributed to rebalancing U.S.-China relations so that it is results-oriented, reciprocal, and fair. This will have lasting, positive effects on U.S. foreign policy in the Asia-Pacific for decades to come.
According to Trump, Branstad plans to campaign. "Eric's father is coming home from China because he wants to campaign," the president said on a call to U.S. Senator Joni Ernst, R-Iowa, that she tweeted on Saturday.
.@realDonaldTrump just called to tell me about his recent decision on Ethanol! And I was able to share the good news with some of our hard working campaign volunteers. pic.twitter.com/lUWWSZG2z4
— Joni Ernst (@joniernst) September 12, 2020
Ernst tweeted on Monday, "You've made Iowa proud, Ambassador Branstad! Thank you for your service to our nation over the past three years. We can't wait to welcome you back home. God bless you and your family."
You've made Iowa proud, Ambassador Branstad! Thank you for your service to our nation over the past three years. We can't wait to welcome you back home. God bless you and your family. https://t.co/PwKWjfs7of
— Joni Ernst (@SenJoniErnst) September 14, 2020
U.S. Senator Chuck Grassley, R-Iowa, also tweeted, "Once again I compliment Amb Terry Branstad for his outstanding service as ambassador to China It continued his dedication to public service after 22+ yrs being governor of Iowa. Terry, I look fwd to welcoming you back to Iowa!"
Once again I compliment Amb Terry Branstad for his outstanding service as ambassador to China It continued his dedication to public service after 22+ yrs being governor of Iowa. Terry, I look fwd to welcoming you back to Iowa!
— ChuckGrassley (@ChuckGrassley) September 14, 2020
It's A Three-Way Race for the Democratic Presidential Nomination
The race for the Democratic presidential nomination is, in reality, a three-way race between Joe Biden, Elizabeth Warren, and Bernie Sanders.
Caffeinated Thought of the Week: Romney and Black Lives Matter
Brian Myers: It's nearly impossible to distinguish between "black lives matter," the conviction, and "Black Lives Matter," the political movement.
Brian Myers
U.S. Dept. of Health and Human Services Issues Three Pro-Life Announcements
The U.S. Department of Health and Human Services issued three pro-life announcements, including two rules dealing with the Obamacare contraceptives mandate.
Vander Hart: Four Republicans Who Should Run for President in 2024
Shane Vander Hart discusses four Republicans that he would like to see run for President in 2024.
Shane Vander Hart is the founder and editor of Caffeinated Thoughts.


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In fact, the opposite is true: Change is hard because people wear themselves out. And that's the second surprise about change: What looks like laziness is often exhaustion.
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This brings us to the final part of the pattern that characterizes successful changes: If you want people to change, you must provide crystal-clear direction.
We've already mentioned one of those three things: To change someone's behavior, you've got to change that person's situation.
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Why is it so hard to make lasting changes in our companies, in our communities, and in our own lives?
The primary obstacle is a conflict that's built into our brains, say Chip and Dan Heath, authors of the critically acclaimed bestseller Made to Stick. Psychologists have discovered that our minds are ruled by two different systems—the rational mind and the emotional mind—that compete for control. The rational mind wants a great beach body; the emotional mind wants that Oreo cookie. The rational mind wants to change something at work; the emotional mind loves the comfort of the existing routine. This tension can doom a change effort—but if it is overcome, change can come quickly.
In Switch, the Heaths show how everyday people—employees and managers, parents and nurses—have united both minds and, as a result, achieved dramatic results:
● The lowly medical interns who managed to defeat an entrenched, decades-old medical practice that was endangering patients.
● The home-organizing guru who developed a simple technique for overcoming the dread of housekeeping.
● The manager who transformed a lackadaisical customer-support team into service zealots by removing a standard tool of customer service
In a compelling, story-driven narrative, the Heaths bring together decades of counterintuitive research in psychology, sociology, and other fields to shed new light on how we can effect transformative change. Switch shows that successful changes follow a pattern, a pattern you can use to make the changes that matter to you, whether your interest is in changing the world or changing your waistline.
Amazon.com Review
Chip Heath and Dan Heath on Switch: How to Change Things When Change Is Hard
"Change is hard." "People hate change." Those were two of the most common quotes we heard when we began to study change.
But it occurred to us that if people hate change, they have a funny way of showing it. Every iPhone sold serves as counter-evidence. So does every text message sent, every corporate merger finalized, every aluminum can recycled. And we haven't even mentioned the biggest changes: Getting married. Having kids. (If people hate change, then having a kid is an awfully dumb decision.)
It puzzled us--why do some huge changes, like marriage, come joyously, while some trivial changes, like submitting an expense report on time, meet fierce resistance?
We found the answer in the research of some brilliant psychologists who'd discovered that people have two separate "systems" in their brains—a rational system and an emotional system. The rational system is a thoughtful, logical planner. The emotional system is, well, emotional—and impulsive and instinctual.
When these two systems are in alignment, change can come quickly and easily (as when a dreamy-eyed couple gets married). When they're not, change can be grueling (as anyone who has struggled with a diet can attest).
In those situations where change is hard, is it possible to align the two systems? Is it possible to overcome our internal "schizophrenia" about change? We believe it is.
In our research, we studied people trying to make difficult changes: People fighting to lose weight and keep it off. Managers trying to overhaul an entrenched bureaucracy. Activists combatting seemingly intractable problems such as child malnutrition. They succeeded--and, to our surprise, we found striking similarities in the strategies they used. They seemed to share a similar game plan. We wanted, in Switch, to make that game plan available to everyone, in hopes that we could show people how to make the hard changes in life a little bit easier. --Chip and Dan Heath
(Photo © Amy Surdacki)
The Heath brothers (coauthors of Made to Stick) address motivating employees, family members, and ourselves in their analysis of why we too often fear change. Change is not inherently frightening, but our ability to alter our habits can be complicated by the disjunction between our rational and irrational minds: the self that wants to be swimsuit-season ready and the self that acquiesces to another slice of cake anyway. The trick is to find the balance between our powerful drives and our reason. The authors'' lessons are backed up by anecdotes that deal with such things as new methods used to reform abusive parents, the revitalization of a dying South Dakota town, and the rebranding of megastore Target. Through these lively examples, the Heaths speak energetically and encouragingly on how to modify our behaviors and businesses. This clever discussion is an entertaining and educational must-read for executives and for ordinary citizens looking to get out of a rut. (Mar.)
Copyright © Reed Business Information, a division of Reed Elsevier Inc. All rights reserved.
"Witty and instructive . . . The Heath brothers think that the sciences of human behavior can provide us with tools for making changes in our lives—tools that are more effective than ''willpower,'' ''leadership'' and other easier-said-than-done solutions. . . . For any effort at change to succeed, the Heaths argue, you have to ''shape the path.'' With Switch they have shaped a path that leads in a most promising direction." —The Wall Street Journal
"Using the terminology of University of Virginia psychologist Jonathan Haidt, the Heaths designate the emotional side of the mind as the Elephant and the rational side as the Rider. . . . Switch is crammed with stories…covering a number of fields to drive home the importance of using the strengths of both the Rider and the Elephant to make change happen. This could be a valuable read for the would-be change-makers of the Obama administration." —Fort Worth Star-Telegram
"Whether you''re a manager, a parent or a civic leader, getting people to change can be tricky business. In Switch, brothers Chip and Dan Heath—authors of the bestselling Made to Stick—survey efforts to shape human behavior in search of what works. . . . Even when change isn''t easy, it''s often worth making." —Time
"Dan and Chip Heath have done it again. . . . Any leader looking to create change in his organization need not look beyond this little book. It is packed with examples and hands-on tools that will get you moving right away. And it is really a fun read." —Business Week
CHIP HEATH is a professor at the Graduate School of Business at Stanford University. He lives in Los Gatos, California. DAN HEATH is a senior fellow at Duke University''s Center for the Advancement of Social Entrepreneurship (CASE). He lives in Raleigh, North Carolina. The Heath brothers are the bestselling authors of Made to Stick and Switch. They write a regular column in Fast Company magazine, and have appeared on Today, NPR''s Morning Edition, MSNBC, CNBC, and have been featured in Time, People and US News and World Report.
The Three Surprises About Change
One Saturday in 2000, some unsuspecting moviegoers showed up at a suburban theater in Chicago to catch a 1:05 P.M matinee of Mel Gibson''s action flick Payback. They were handed a soft drink and a free bucket of popcorn and asked to stick around after the movie to answer a few questions about the concession stand. These movie fans had unwittingly entered a study of irrational eating behavior.1
There was something unusual about the popcorn they received. It was wretched. In fact, it had been carefully engineered to be wretched. It''d been popped five days earlier and was so stale that it squeaked when you ate it. One moviegoer later compared it to Styrofoam packing peanuts, and two others, forgetting that they''d received the popcorn for free, demanded their money back.
Some of them got their free popcorn in a medium-sized bucket, and others got a large bucket--the sort of huge tub that looks like it might once have been an above-ground swimming pool. Everybody got their own individual bucket so there''d be no need to share. The researchers responsible for the study were interested in a simple question: Would the people with bigger buckets eat more?
Both buckets were designed to be so big that no one could finish their portion. So the actual research question was a bit more specific: Would somebody with a larger inexhaustible supply of popcorn eat more than someone with a smaller inexhaustible supply?
The sneaky researchers weighed the buckets before and after the movie, so they were able to measure precisely how much popcorn each person ate. The results were stunning: People with the large buckets ate 53 percent more popcorn than people with the medium size. That''s the equivalent of 173 more calories and approximately 21 extra hand-dips into the bucket.2
The author of the study, Brian Wansink, runs the Food and Brand Lab at Cornell University and he described the results in his book Mindless Eating: "We''ve run other popcorn studies, and the results were always the same, however we tweaked the details. It didn''t matter if our moviegoers were in Pennsylvania, Illinois, or Iowa, and it didn''t matter what kind of movie was showing; all of our popcorn studies led to the same conclusion. People eat more when you give them a bigger container. Period."
No other theory explains the behavior. These people weren''t eating for pleasure. (The popcorn was so stale it squeaked!) They weren''t driven by a desire to "finish their portion." (Both buckets were too big to finish.) It didn''t matter whether they were hungry or full. The equation is unyielding: Bigger container = more eating.
Best of all, people refused to believe the results. After the movie, the researchers told the moviegoers about the two bucket sizes and the findings of their past research. The researchers asked, do you think you ate more because of the larger size? The vast majority scoffed at the idea, saying things like, "Things like that don''t trick me," or "I''m pretty good at knowing when I''m full."
Imagine that someone showed you the data from this study but didn''t mention the bucket sizes. On your data summary, you''d see how much popcorn each person ate. You could quickly scan the results and see the differences--some people ate a little bit of popcorn, some ate a lot, and some seem determined to test the physical limits of the human stomach. Armed with a data set like that, you would have found it easy to jump to conclusions. Some people in the world are Reasonable Snackers and others are Big Gluttons.
A public health expert, studying that data alongside you, would likely get very worried about the Gluttons. We need to motivate these people to adopt healthier snacking behaviors! Let''s find ways to show them the health hazards of eating so much! And maybe we should approach state legislators about a Big Bucket Ban!
But wait a second. If you want people to eat less popcorn, the solution is pretty simple: Just give them smaller buckets. You don''t have to worry about their knowledge or their attitudes.
You can see how easy it would be to turn an easy change problem (shrinking people''s buckets) into a hard change problem (influencing people''s motivation or understanding, or changing the law). And that''s the first surprise about change: What looks like a people problem is often a situation problem.
This is a book to help you change things when change is hard. We''ll consider change at every level--individual, organizational, and societal. Maybe you want to help your brother beat his gambling addiction. Maybe you need your team at work to act more frugally because of market conditions. Maybe you wish more of your neighbors would bike to work.
Usually these topics are treated separately--there is "change management" advice for executives and "self-help advice" for individuals and "change the world" advice for activists. That''s a shame, because all change efforts have something in common: For anything to change, someone has to start acting differently. Your brother has got to stay out of the casino; your employees have got to start booking coach fares. Ultimately, all change efforts boil down to the same mission: Can you get people to start behaving in a new way?
We know what you''re thinking--people resist change. But it''s not quite that easy. Babies are born every day to parents who, inexplicably, welcomed the change. Think about the sheer magnitude of that change! Such an idea would never fly in the work world: Would anyone agree to work for a boss who''d wake you up twice a night, screaming, for trivial administrative duties? And what if, every time you wore a new piece of clothing, the boss spit up on it? Yet people don''t resist this massive change--they volunteer for it.
Enormous changes are all around us, and they often come voluntarily--not just babies, but marriages and new homes and new technologies and new job duties. Meanwhile, other behaviors are maddeningly intractable. Smokers keep smoking and kids grow fatter and your husband can''t ever seem to get his dirty shirts into a hamper.
So there are hard changes and easy changes. What distinguishes one from the other? In this book, we''ll argue that successful changes share a common pattern--they require the leader of the change to do three things at once. We''ve already seen the first of those three things: To change someone''s behavior, you''ve got to change their situation.
The situation isn''t the whole game, of course. An alcoholic might go dry in rehab, but what happens when they leave? Your sales reps might be hyper-productive when the sales manager shadows them, but what happens afterward? For someone''s behavior to change, you''ve got to influence not just their environment but their hearts and minds. The trick is this: Often the heart and mind disagree. Fervently.
Consider the Clocky. It''s an alarm clock invited by an MIT student and now manufactured by Nanda Home. It''s no ordinary alarm clock--it has wheels. You set it at night and in the morning when the alarm goes off, it rolls off your nightstand and scurries around the room, forcing you to chase it down. Picture the scene: You''re crawling around the bedroom in your underwear, stalking and cursing a runaway clock.
Clocky ensures that you won''t snooze-button your way to disaster. And apparently that''s a common fear, since about 35,000 Clockys have sold, at $50 each, in its first 2 years on the market.
The success of this invention reveals a lot about our psychology. What it means, fundamentally, is that we are schizophrenic. Part of us--our rational side--wants to get up at 5:45 a.m., allowing plenty of time for a quick jog before we leave for the office. The other part of us--the emotional side--wakes up in the darkness of the early morning, snoozing inside a warm cocoon of sheets and blankets, and wants nothing in the world so much as a few more minutes of sleep. If, like us, your emotional side tends to win these internal debates, then you might be a potential Clocky customer. The beauty of the device is that it allows your rational side to outsmart your emotional side. It''s simply impossible to stay cuddled up under the covers when there''s a rogue alarm clock rolling around your room.
Let''s be blunt here: Clocky is not a product for a sane species. If Spock wants to get up at 5:45 a.m., he''ll just get up. No drama required.
Our built-in schizophrenia is a deeply weird thing, but we don''t think much about it, because we''re so used to it. When we kick off a new diet, we toss the Cheetohs and Oreos out of the pantry, because our rational side knows that when our emotional side gets a craving, there''s no hope of self-control. The only option is to remove the temptation altogether. (For the record, some MIT student will make a fortune designing Cheetohs that scurry away from people when they''re on a diet.)
The unavoidable conclusion is this: Your brain isn''t of one mind.
The conventional wisdom in psychology, in fact, is that our brains have two independent systems at work at all times. First, there''s what we called the emotional side. It''s the part of you that is instinctive, that feels pain and pleasure. Second, there''s the rational side, also known as the reflective or conscious system. It''s the part of you that deliberates and analyzes and looks into the future.
Psychologists have learned a lot about these two systems in the past few decades, but of course mankind has always been aware of the tension. Plato said that in our heads we''ve got a rational charioteer who has to rein in an unruly horse who "barely yields to horsewhip and goad combined." Freud wrote of the selfish id and the conscientious superego (and the ego who mediates between them). More recently behavioral economists have dubbed the two systems the Planner and the Doer.
But, to us, the duo''s tension was captured best by an analogy used by the University of Virginia psychologist Jonathan Haidt in his wonderful book The Happiness Hypothesis. Haidt said that our emotional side is an Elephant, and our rational side is its Rider. The Rider, perched atop the Elephant, holds the reins and seems to be the leader. The Rider''s control is precarious, though, because he''s so tiny relative to the Elephant. Anytime the 6-ton Elephant disagrees with the direction, the Rider is going to lose. He''s completely overmatched.
Most of us are all too familiar with situations where the Elephant overpowers our Rider. You''ve experienced this if you''ve ever: slept in, overeaten, dialed up your ex at midnight, procrastinated a report, tried to quit smoking and failed, skipped the gym, gotten angry and said something you regretted, abandoned your Spanish or jitterbug or piano lessons, refused to speak up in a meeting because you were scared, etc. Good thing no one is keeping score.
So the weakness of the Elephant, our emotional and instinctive side, is clear: It is lazy and skittish, often looking for the quick payoff (ice cream cone) over the long-term payoff (being thin). When change efforts fail, it''s usually the Elephant''s fault, since the kinds of change we want typically involve short-term sacrifices for long-term payoffs. (We cut back on expenses today to yield a better balance sheet next year. We avoid ice cream today for a better body next year.) Changes often fail because the Rider simply can''t keep the Elephant on the road long enough to reach the destination.
The Elephant''s weakness--the hunger for short-term _payoffs--is the mirror image of the Rider''s strength, which is the ability to think long-term, to plan, to think beyond the moment. (All those things that your pet can''t do.)
But what may surprise you is that the Elephant also has enormous strengths and that the Rider has crippling weaknesses. The Elephant isn''t always the bad guy. Emotion is the Elephant''s turf--love and compassion and sympathy and loyalty. That fierce instinct you have to protect your kids against harm--that''s the Elephant. That spine-stiffening you feel when you need to stand up for yourself--that''s the Elephant.
Just as important, the Elephant is the one who gets things done. To make progress toward a goal, whether it''s noble or crass, requires the energy and drive of the Elephant. This strength is the mirror image of the Rider''s great weakness: spinning his wheels. The Rider tends to over-analyze and overthink things. If you''ve ever met someone who can agonize for 20 minutes about what to eat for dinner, or if you''ve had a manager who could brainstorm about new ideas for hours but never seemed to get around to doing anything, you''ve met the Rider.
The challenge of a change agent is to appeal to both. If you reach the Riders of your team but not the Elephants, they''ll have understanding without motivation. If you reach their Elephants but not their Riders, they''ll have passion without direction. In both cases, their flaws can be paralyzing--a reluctant Elephant and a wheel-spinning Rider can both ensure that nothing changes. But when they are moving together, change can come easily.
It''s not easy to achieve balance between the Rider and the Elephant, because change creates tension between them. When we change, we abandon behaviors that are comfortable and automatic in favor of new behaviors that are less familiar. Because they are less familiar, they require careful supervision by the Rider, who must lead the Elephant down an unfamiliar trail. Think of how we feel "on guard" when meeting new people, as compared with our effortless interactions with old friends. One set of behaviors is conscious and stage-managed ("Soooo nice to meet you!") and the other is natural, unconscious. When we change, we replace unconscious behaviors with conscious ones, and that can be exhausting. To see what we mean, we want to invite you to participate in a famous psychology experiment called the Stroop Test.
The Stroop Test is simple enough: On the next page, you''re going to see a list of words. (Please note--the color version of the test will only appear in the finished book. To see the test in color, go to http://www.madetostick.com/resources/stroop.pdf.) Your job is simply to say, aloud, the color of each word in the list. For instance, if you saw these three words_._._._
HAT____CAT____BLACK
._._._you''d say, "Black, Black, Black," since all three are printed in black ink. (Please do say the words aloud to get the full effect. If you''re in public, people will just think you''re talking on a really, really tiny cell phone.) Flip the page when you''re ready.
STOP GO DOG
FISH FROG JUICE
GREEN RED BLACK
BLUE GREEN ORANGE
RED BLACK GREEN
GREEN BLUE BLACK
RED GREEN BLUE
GREEN RED ORANGE
BLUE RED BLUE
It felt pretty easy at first, didn''t it? When the word and the color were the same, it was effortless. But then came the roadblock--the word "GREEN," which was printed in orange. Suddenly, your progress slowed.
People who take the Stroop Test perform pretty consistently. Once they hit that first roadblock, their answer speed is essentially cut in half. That''s because a behavior that was automatic suddenly becomes conscious. When you hit the orange-colored word "GREEN," your brain calls a supervisor on duty, whose job is to examine each word carefully and separate GREEN-the-Word from Orange-Its-Color and serve up the word "Orange" to your lips.
Notice something remarkable: Your 3-year-old son or nephew, who can''t read, could easily outperform you on this test, because he wouldn''t have to call a supervisor. (Indeed, you''d do well if you took the Stroop Test in Chinese--you wouldn''t recognize the symbols, so they couldn''t throw you off.)
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Excellent "business" book that has implications for your real life, too
I am by no means a big fan of "business books". Most feel like they''re thrown together quickly and read like dirge. I was pleasantly surprised by Switch -- which both reads easily and is absolutely relevant to the problems we all face in our work (and personal)... See more
I am by no means a big fan of "business books". Most feel like they''re thrown together quickly and read like dirge. I was pleasantly surprised by Switch -- which both reads easily and is absolutely relevant to the problems we all face in our work (and personal) lives. It breaks down the process of change into three easily-remembered and compelling constructs, and gives lots of practical examples for each construct. I found myself incorporating the concepts from Switch into my daily activities immediately, and my zeal for the model hasn''t diminished over the past couple of months (the typical half-life of a business book is days in my experience).
If you deal with change in any aspect of your life -- this is an excellent book. If you think you *don''t* deal with change -- you''re probably not paying attention!
Change is hard unless you read this book
Reviewed in the United States on May 1, 2017
Change is hard. Any change. Everywhere. In business, in personal life. "Switch" is a blueprint to change. Any change. In any environment. The book is condensed wisdom on how to change. It''s deeply rooted in psychology, yet written in a simple, effective... See more
Change is hard. Any change. Everywhere. In business, in personal life.
"Switch" is a blueprint to change. Any change. In any environment. The book is condensed wisdom on how to change. It''s deeply rooted in psychology, yet written in a simple, effective language so anybody could understand and apply it.
"Switch" gives you not only theory but also real life examples of people changing when change is hard.
If you want to change something in your life - the "Switch" is your ultimate guide.
Joseph Colannino
Review by J. Colannino
Switch is a book about managing change by the Heath brothers (Chip and Dan). Chip is a professor at the Graduate School of Business at Stanford University and Dan is a Senior Fellow at Duke University'' Social Entrepreneurship center. The two have teamed up before -- in 2007... See more
Switch is a book about managing change by the Heath brothers (Chip and Dan). Chip is a professor at the Graduate School of Business at Stanford University and Dan is a Senior Fellow at Duke University'' Social Entrepreneurship center. The two have teamed up before -- in 2007 they released their critically acclaimed Made to Stick: Why Some Ideas Survive and Others Die. This latest effort focuses less on the stickiness of the idea and more on the change process itself. What should a change agent do to implement lasting change in a hard-headed organization that desperately needs it?
The book is organized into eleven chapters in three parts: Part 1, Direct the Rider; Part 2, Motivate the Elephant; and Part 3, Shape the Path. The titles come from a vivid metaphor by University of Virginia psychologist Jonathan Haidt. In his book, The Happiness Hypothesis, Haidt likens a person to a rider on an elephant. The rider is the rational side of a person: the part that tells him to eat better, exercise more, and stop procrastinating, for example. The elephant is the emotional side that doesn''t want to work to lose weight or exercise and would rather stay put; let''s say willpower vs. won''t-power; but why should that be? Whatever is autonomous and ingrained by habit belongs to the elephant. The rider is theoretically in control, but it is exhausting to continually tug on the reins and direct the stubborn elephant. Eventually the rider relents and the elephant goes back to doing what he''s always done. Sound familiar?
Before going much farther, you should know that two things separate Switch from so many other glib books about change: first, the book has a very solid psychological basis. Despite its accessible style, scores of major psychological findings and studies are reported and undergird the book''s practical formulae for change. Second, Switch is not a self-help book. I have no doubt that the book could be used in this way, but it is really a book about how to change things. It is primarily directed toward organizational change, though its principles are much broader. And there are many surprises.
The first big surprise occurs in the very first chapter.
"We know what you''re thinking -- people resist change. But it''s not quite that easy. Babies are born every day to parents who, inexplicably, welcome that change. Yet people don''t resist this massive change -- they volunteer for it. In our lives we embrace lots of big changes. So there are hard changes and there are easy changes. What distinguishes one from the other?"
And the surprises keep coming. Like the two researchers who dramatically and permanently got folks to reduce their saturated fat intake. Or the doctor who saved over 100,000 lives and counting in American hospitals on schedule (18 months) by getting thousands of doctors and organizations to change their practices. Or the American who went to Vietnam and changed the face of malnutrition. Or the student who saved an endangered species in a Caribbean country that didn''t give two hoots about it.
What do all these stories have in common? For one, none of these change agents had the sufficient budget or authority to succeed; yet, they did. How? Every one of them gave clear rational direction to the rider by finding the bright spots, scripting the critical moves, and clearly pointing to the end goal. All of them motivated the elephant by emotionally connecting with it, and they shrunk the apparent change by carefully communicating progress. They refused to underestimate their people. Instead they provided them with a newfound identity that let them to grow into the challenge. But there was more.
As the authors note, many times what looks like resistance is really confusion or even the result of misaligned incentives. That''s why the path needs to be shaped by making manageable changes to the environment, building sound habits, rallying the herd, and reinforcing the new habit until it becomes a way of life.
Well, maybe that sounds like a lot of work. I think it is. But speaking from firsthand experience, it will be a labor of love. And if your heart is not in the change and you do not think you can derive reward from the process, perhaps you are selling yourself short -- or, maybe you''re the wrong person to lead the change and you should stop kidding yourself. And perhaps that is what I like most about this book. It does not promise a panacea. It tells it like it is without the jingoism that has become the substance of many change management essays. If you are leading organizational change, the book will provide a solid prescription for achieving lasting results because Switch uses real research, reports real experiences, and provides real guidance. Here, my recommendation is enthusiastic.
curtismchale
Great read to learn how to make changes when it''s hard
Ever want to loose weight and you're like me you love chocolate chip cookies? You love them so much that your 4 year old calls you the cookie monster. Are you responsible for some change in your company but don't really have the power to make that change? Maybe... See more
Ever want to loose weight and you're like me you love chocolate chip cookies? You love them so much that your 4 year old calls you the cookie monster.
Are you responsible for some change in your company but don't really have the power to make that change? Maybe you're in charge but the entrenched ethic/patterns are totally contrary to the change that needs to be made?
This is the book for you.
Chip and Dan Heath explore how many organizations made the Rider (our thinking brain) and the Elephant (our feeling brain) both adopt a change. You'll see this 2 brain thinking explored in other books like Thinking, Fast and Slow.
In Switch Chip and Dan assert that our Rider is going to generally go where the Elephant wants to. With great effort it can overpower the Elephant for a short time (like when I swear off cookies) but eventually the much more powerful Elephant will win as the Rider gets tired.
Switch doesn't claim to give you all the answers to make effective change at your organization, it does give you lots of great stories and examples of how others made change and then pulls out practical application you can use to help make changes in your organization.
One of the best takeaways is to make change easy. Don't give a big overarching change policy. Give clear concise easy to carry out directions. If you're looking to cut short term costs because you have no money maybe that direction is "We'll always choose the cheapest option even if the long term cost is more".
With that direction all purchasers have a clear direction when making any purchasing decision.
There are many more great takeaways in Switch and I highly recommend you read it.
O. Halabieh
Understanding The Fundamentals of Change!
Below are key excerpts from the book that I found particularly insightful: 1) "What looks like a people problem is often a situation problem." 2) "Now you''ve had a glimpse of the basic three-part framework we will unpack in this book, one... See more
Below are key excerpts from the book that I found particularly insightful:
1) "What looks like a people problem is often a situation problem."
2) "Now you''ve had a glimpse of the basic three-part framework we will unpack in this book, one that can guide you in any situation where you need to change behavior: 1) Direct the Rider. What looks like resistance is often a lack of clarity. So provide crystal-clear direction. 2) Motivate the Elephant. What looks like laziness is often exhaustion. The Rider can''t get his way by force for very long. So it''s critical that you engage people''s emotional side—get their Elephants on the path and cooperative. 3) Shape the Path. What looks like a people problem is often a situation problem. We call the situation (including the surrounding environment) the "Path." When you shape the Path, you make change more likely, no matter what''s happening with the Rider and Elephant."
3) "The Miracle Question doesn''t ask you to describe the miracle itself; it asks you to identify the tangible signs that the miracle happened...Once they''ve helped patients identify specific and vivid signs of progress, they pivot to a second question, which is perhaps even more important. It''s the Exception Question: "When was the last time you saw a little bit of the miracle, even just for a short time?""
4) "Big problems are rarely solved with commensurately big solutions. Instead, they are most often solved by a sequence of small solutions, sometimes over weeks, sometimes over decades. And this asymmetry is why the Rider''s predilection for analysis can backfire so easily. When the Rider analyzes a problem, he seeks a solution that befits the scale of it. If the Rider spots a hole, he wants to fill it, and if he''s got a round hole with a 24-inch diameter, he''s gonna go looking for a 24-inch peg. But that mental model is wrong."
5) "Ambiguity is the enemy. Any successful change requires a translation of ambiguous goals into concrete behaviors. In short, to make a switch, you need to script the critical moves."
6) "In creating change, though, we we''re interested in goals that are closer at hand—the kinds of things that can be tackled by parents or middle managers or social activists. We want a goal that can be tackled in months or years, not decades. We want what we might call a destination postcard—a vivid picture from the near-term future that shows what could be possible."
7) "The Rider''s strengths are substantial, and his flaws can be mitigated. When you appeal to the Rider inside yourself or inside others you are trying to influence, your game plan should be simple...First, follow the bright spots...Next, give direction to the Rider."
8) "Kotter and Cohen observed that, in almost all successful change efforts, the sequence of change is not ANALYZE-THINK-CHANGE, but rather SEE-FEEL-CHANGE. You''re presented with evidence that makes you feel something. It might be a disturbing look at the problem, or a hopeful glimpse of the solution, or a sobering reflection of your current habits, but regardless, it''s something that hits you at the emotional level. It''s something that speaks to the Elephant."
9) " Most of the big problems we encounter in organizations or society are ambiguous and evolving. They don''t look like burning platform situations, where we need people to buckle down and execute a hard but well-understood game plan. To solve bigger, more ambiguous problems, we need to encourage open minds, creativity, and hope."
10) " In the identity model of decision making, we essentially ask ourselves three questions when we have a decision to make: Who am I? What kind of situation is this? What would someone like me do in this situation? Notice what''s missing: any calculation of costs and benefits. The identity model explains the way most people vote, which contradicts our notion of the "self-interested voter.""
11) "That''s the paradox of the growth mindset. Although it seems to draw attention to failure, and in fact encourages us to seek out failure, it is unflaggingly optimistic. We will struggle, we will fail we will be knocked down—but throughout, well get better, and we''ll succeed in the end."
12) "Change isn''t an event; it''s a process. There is no moment when a monkey learns to skateboard; there''s a process. There is no moment when a. a child learns to walk; there''s a process. And there won''t be a moment when your community starts to invest more in its school system, or starts recycling more, or starts to beautify its public spaces; there will be a process. To lead a process requires persistence. A long journey requires lots of mango."
Victor D. Manriquez
Some innovative way to tal about change management
Not so impressive as "Made to stick" but this book has some interesting points about a different and innovative way to talk about the "Change management", one of the hurdles in an organization. The analogy about the "rider", "elephant" and "path" could be useful in some... See more
Not so impressive as "Made to stick" but this book has some interesting points about a different and innovative way to talk about the "Change management", one of the hurdles in an organization. The analogy about the "rider", "elephant" and "path" could be useful in some situations. Maybe the book is too long in order to support and reinforce the concepts exposed, but it merits to take a look to it.
Alex W White
Designers define and solve problems. Switch helps make the process of change understandable and easier.
"As a second-semester graduate student, "Switch" by Chip and Dan Heath has been one of the more informative, and enjoyable books I have read of the eight books we're read thus far. Switch describes three critical directives to implement change through clear examples. By... See more
"As a second-semester graduate student, "Switch" by Chip and Dan Heath has been one of the more informative, and enjoyable books I have read of the eight books we're read thus far. Switch describes three critical directives to implement change through clear examples. By directing the rider (our rational side), motivating the elephant (our emotional side) and shaping the path (change the situation), one can achieve real change." – Graduate student comment. Switch was used as a required text in the graduate Design Management program at the Shintaro Akatsu School of Design at the University of Bridgeport
Adam W.
Really helpful with change at work and at home
This is a fantastic book for helping facilitate change. The authors combined a lot of different sources together. So it''s not original thoughts by the authors, but a whole bunch of ideas put together. I''ve used this at work and at home. There''s a cheat-sheet... See more
This is a fantastic book for helping facilitate change. The authors combined a lot of different sources together. So it''s not original thoughts by the authors, but a whole bunch of ideas put together.
I''ve used this at work and at home. There''s a cheat-sheet you can download from their site as well. At work, we talk about "motivating your elephant" and we now have a "bright spots" call-out in our team meetings. I feel it''s been really helpful to use these concepts and ideas as we''ve gone through major changes in our lives due to the events of 2020.
Overall, it''s a great book and has a lot of practical ideas.
WOW Really inspirational & has many implications on how to live your life
Reviewed in the United Kingdom on July 18, 2013
I was recommended this book and so glad I was. I can see how I can apply the philosophy in my personal and professional life. Indeed the books website helps you shift your focus to read with a personal point of view or work. However, I found so many aha moments that I had...See more
I was recommended this book and so glad I was. I can see how I can apply the philosophy in my personal and professional life. Indeed the books website helps you shift your focus to read with a personal point of view or work. However, I found so many aha moments that I had to scribble in a lot of margins and underscore many very true statements - I haven''t read a book that dragged me in so much in a few months. I understand much clearer why ''head office'' had declared dramatic changes and nothings happened and how inspirational Area Managers say one sentence and its motivated the whole team. Now I can do the same for my own little posse and hope to gain their full backing for changes I want to make. Personally, I feel there is a clearer path towards gaining a happy and more fulfilled life; how I can inspire a teenager to tidy their room or do the washing up, how I can achieve chores without it being a chore, or even how I can exercise more without the excuses - now that is worth the book price in its own right! You shouldn''t just read this book, you should digest and think and revisit. You should give yourself time to make notes, set a plan and try a new way of living/working. The writing style is understandable, humorous and thought provoking.
Reviewed in the United Kingdom on August 15, 2013
This is a clever, inspirational book which works on a number of levels. It is an easy and accessible book which demonstrates success in a wide variety of spheres, often achieved with scant resources, which offers a methodology that can be repeated by ordinary people as well...See more
This is a clever, inspirational book which works on a number of levels. It is an easy and accessible book which demonstrates success in a wide variety of spheres, often achieved with scant resources, which offers a methodology that can be repeated by ordinary people as well as leaders. It is not particularly or exclusively a business book. It is for anybody who sees a situation and contemplates how it can be changed, even down to the behaviour moderation of one individual, or even the person that looks at you through the mirror each day. Teachers, nurses, community leaders or concerned citizens could all relate to the content and imagine new possibilities. On the level of entertainment the book is similar to Superfreakonomics: Global Cooling, Patriotic Prostitutes and Why Suicide Bombers Should Buy Life Insurance. The book has amusing quips and turns of phrase that lightens the subject matter from that of a text book. Yet the book is fully referenced with study, research and quotation information, should the reader wish to get into more depth. I know that some people who read these reviews have already read the book and are curious about what other people think. Therefore I will list some of my personal highlights of the book. I hope for those considering the book it will also ignite curiosity. I liked exhaustible self control, 424 gloves, 1% milk. Bright spots. A husband forgets his wife''s birthday. Miner county. No dry holes. Where did you find six dumb people? Attila the accountant. Rock bottom. The burning platform. Loyalty cards. 5 minute room rescue. Money makeover. A miracle scale. Brasilata. Safe driving. Fundamental Attribution Error. Saints and jerks. Sterile cockpit. Mike Romano. The humble checklist. Designated driver. Fataki the sugar-daddy. The skateboarding monkey. I hope this gives you an idea of the way that an amusing anecdote becomes a powerful and memorable learning. The variety of these techniques is best appreciated at the end of the book. There is a summary of change-making examples at the end of the book changing the book into a manual for change rather than just a passive read. The authors summarize all the techniques you could deploy, if you haven''t just skipped to the end. It is a great reminder that this is not just a collection of stories or examples but part of a collection of strategies that are repeatable in your own context. This book contains a perfect recipe for turning what is and what could be from fantasy to reality.
A good guide to change, especially for large organisations
Reviewed in the United Kingdom on February 9, 2011
Switch is a book that contains a wealth of information, both in terms of leading research into exacting change and also practical tips on how to implement that research. It is filled with case studies and examples of success stories, and whatever your particular area of...See more
Switch is a book that contains a wealth of information, both in terms of leading research into exacting change and also practical tips on how to implement that research. It is filled with case studies and examples of success stories, and whatever your particular area of change is, you are bound to find one that is a close match. Most of the premise of the book centres around the notion of the elephant-and-rider metaphor, and how people often attribute failed change to the wrong causes. In this regard, the central message of the book is fairly short, however it is explored in great detail which helps avoid the facets being overlooked. It is written in an easily accessible style, and strikes a good balance between the formal and informal approach. Personally, I felt it was possibly a little long, and it wasn''t a book that ''grabbed'' me as some others have. However, the information contained in its pages is worth the investment, and touches onto areas of social and behavioural psychology outside of its core remit of bringing about change. It is a highly practical book, clearly written for an audience who are movers and shakers themselves. One thing to note is that the book takes the professional and ethical approach to manipulating others, so don''t expect clever NLP routines to bamboozle your friends into doing what you want: this is a book about changing workplaces, businesses, groups and governments, and doing so for the long-term. It is not a book of quick-fixes by any means. But this is good, as it shows that the authors are treating their subject seriously, and regard change as something that needs buy-in from all involved, not be force-fed to a reluctant or unaware audience. Derren Brown this is not. I would recommend this book to anyone who works in or with an establishment which seems reluctant to "understand" or "appreciate" why change is necessary. You will learn that usually it is not the people who are at fault, but the collective situation they find themselves in. Then the book will teach you how to address that.
SarahB
1small step can bring about a great leat
Reviewed in the United Kingdom on February 14, 2015
I absolutely loved this book. I bought it to help change personal habits and have ended up finding so many solutions to a big change management project at work. It''s beautifully written with a light touch and gentle wit, which makes it easy to imagine implementing the...See more
I absolutely loved this book. I bought it to help change personal habits and have ended up finding so many solutions to a big change management project at work. It''s beautifully written with a light touch and gentle wit, which makes it easy to imagine implementing the strategies discussed. I found myself thinking of ways I could use the insights immediately and was enthused and excited to try them out - I never thought I would say that about a''text'' book, though this is a very relaxing read. I have been extolling it to colleagues and friends. Everyone should read this book. It has strategies that I will return to time and time again.
Reviewed in the United Kingdom on March 1, 2020
I really enjoyed this book, but it felt like it was going on a little bit tooo much. There were ALOT of case studies. For some that might be good, but for me, I could've still learnt the same if there weren't as many case studies. The brothers wrote this book brilliantly...See more
I really enjoyed this book, but it felt like it was going on a little bit tooo much. There were ALOT of case studies. For some that might be good, but for me, I could've still learnt the same if there weren't as many case studies. The brothers wrote this book brilliantly and I already have The Power it Moments' which is next on my list to read.
Leading Change, With a New Preface by the Author
Chip Heath
The Effective Change Manager's Handbook: Essential Guidance to the Change Management Body of Knowledge
Learning to Improve: How America's Schools Can Get Better at Getting Better
Anthony S. Bryk
Never Stop Learning: Stay Relevant, Reinvent Yourself, and Thrive
Bradley R. Staats
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text:
16 hours ago in North Africa
Your guide to 'Operation Decisive Storm'
Saudi Defense Minister Prince Mohammad bin Salman (C) is briefed by officers on the military operations in Yemen at the command center in Riyadh March 26, 2015. (Reuters)
Dina al-Shibeeb, Al Arabiya News Thursday, 26 March 2015
Allies with their fighter jets on Thursday joined Saudi Arabia in its "Decisive Storm" military operation, targeting Houthi rebels who had vowed to dislodge President Abdrabbu Mansour Hadi.
Al Arabiya News Channel reported that Saudi Arabia deployed 150,000 soldiers, 100 fighter jets and navy units in Yemen after Hadi pleaded with its Gulf ally for help against the Houthi rebels, who were advancing toward the southern city of Aden - where Hadi is based - to remove him from power in an attempted coup.
The Royal Saudi Air Force took control of Yemen's airspace early Thursday, and destroyed four Houthi jets and its surface-to-air (SAM) missiles.
Reports also emerged that top Houthi leadership: Abdulkhaliq al-Houthi, Yousuf al-Madani, and Yousuf al-Fishi were killed and the head of the Revolutionary Committee for the Houthis, Mohammed Ali al-Hothi, was wounded.
With the exception of Oman, members of the Gulf States joined Saudi Arabia with its aerial bombardment of the Houthis. The UAE contributed with 30 fighter jets, Bahrain 15, Kuwait 15, Qatar 10.
Non-Gulf states have also showed their support to "Operation Decisive Storm."
Jordan deployed six fighter jets, Morocco, who expressed "complete solidarity" to Saudi Arabia provided six fighter jets while Sudan supplied three.
On Thursday, an army media site confirmed that Sudan took part in the Saudi-led military operation. There were no further details but the site said the army spokesman would soon comment.
One Jordanian official told Reuters: "This is in line with supporting legitimacy in Yemen and its security and stability... Yemen and the Gulf's security is a high strategic interest (for Jordan)."
However, the official declined to comment on reports that Jordan could provide ground forces for the widescale operation.
Al Arabiya News Channel said Egypt and Pakistan would dispatch jet fighters and warships to take part in the campaign.
On Thursday, Egypt confirmed it will join the Saudi-led coalition.
"Coordination is under way with Saudi Arabia and the Gulf states to prepare for participation by the Egyptian air force and Egyptian navy, and a ground force if the situation warrants, as part of the coalition action," the Egyptian foreign ministry said in a statement.
Another Egyptian military source said that Egypt participated in the military operation with both its naval and air forces. Later, Egyptian officials said four warships entered Suez en route to Gulf of Aden to give further support to Operation "Decisive Storm."
The officials added that the ships will take part in operations "to secure" the strategic waters that control southern access to the Suez Canal.
The Western-backed Syrian National Coalition opposition group also said it backed the Saudi operation and voiced its support to Hadi as Yemen's "legitimate" leader.
In addition to the Arab states support, U.S. President Barack Obama authorized the provision of logistical and intelligence support to "Decisive Storm."
Hariri backs Saudi operation
The former Prime Minister of Lebanon, and the current head of the predominately Sunni yet secular Future Movement party, Saad al-Hariri told Al Arabiya News that "we all have good relations with Iran, but Iran cannot intervene with the way it is intervening in Yemen."
However, Houthi politburo official Mohammed al-Bukhaiti told Reuters, that the Shiite group is prepared to confront the Saudi-led campaign without calling for help from their ally Iran.
Asked if there had been any communications with Iran since the start of the attacks, or if the Houhtis would seek military help from Tehran, Bukhaiti said: "No. The Yemeni people are prepared to face this aggression without any foreign interference."
Meanwhile, Hariri described Houthis expanding in Yemen as "not acceptable," and that Saudi measure was "preventative," voicing his support to Hadi as "legitimate" leader of the country.
A Dubai-based political commentator Shakib Mathni told Al Arabiya News that "without military operation, the coup against Hadi would be fully complete."
Mathi said the military operation came "late" but Houthis' continuous expansion "would spur a wider conflict not only in Yemen but in the region."
He added: "Houthis are not on their own," in reference to claims of Iranian backing. "They have a military thinking similar to that with the toppled [Yemeni] regime. This alliance will not only create a civil war but civil wars."
On Thursday, the Saudi defense minister warned the son of toppled Yemeni leader, Ahmed Ali Saleh not to attack Aden.
Many Adenis see former president Ali Abdullah Saleh, a fierce critic of Hadi, as the real instigator behind the expansion of the Shiite Muslim Houthi movement to their city.
Saleh was the author of the city's previous humiliation in 1994, when as president he crushed a southern secessionist uprising in a short but brutal war.
Despite seceding power in 2011 after mass protests against his rule, Saleh is still highly influential in the military. The Republican Guard troops are still loyal to him, and are believed to be backing the Houthi forces fighting Hadi.
Before Saudi Arabia declared its military offensive, young men brandishing AK-47s patrolled the streets of Aden on Wednesday and government employees headed home as Houthi forces attempted their advance toward the city.
Hadi, who remained based in Aden, is in high spirits after the Saudi-led operation launched "Decisive Storm," an aide said.
"This operation has restored people's determination" to fight the Houthis, Mohammed Marem, director of Hadi's office, told Reuters.
In a sign that the military operation was tilting balance of power on ground to Hadi's advantage, Yemeni forces and the leader's loyalists regained control of Aden airport.
Last Update: Friday, 27 March 2015 KSA 01:24 - GMT 22:24
DECISIVE STORM
OPERATION DECISIVE STORM
King Salman orders airstrikes against Houthis
King Salman bin Abdulaziz of Saudi Arabia ordered the beginning of a sweeping military operation against the Iran-backed ...
Saudi 'Decisive Storm' waged to save Yemen
Saudi Arabia waged early Thursday "Operation Decisive Storm" against the Houthi coup in Yemen and in support ...
Why 'Operation: Decisive Storm' was needed in Yemen
For far too long, the Iranian-backed Houthi movement was left to meddle in Yemen. Now, while one realizes that war ...
Ambassador al-Jubeir: 'Having Yemen fail cannot be an option'
Saudi Ambassador to Washington Adel al-Jubeir said on Thursday that the kingdom "will do anything necessary" ...
Yemen intervention: Gulf states pull the trigger
In announcing the military operation involving nine Arab nations and Pakistan in Yemen, Saudi's ambassador to ...
Houthi forces capture air base near Aden
Houthi forces backed by allied army units attacked a big air base about 60 km north of Aden on Wednesday, triggering ...
Saudi Air Force declares Yemen airspace restricted
The Royal Saudi Air Force conducting military operations against the Shi'ite Muslim Houthi group in Yemen has declared ...
First video of Saudi airstrikes against Houthi rebels in Yemen
Video: Saudi ambassador in U.S. speaks on military campaign in Yemen
Allies with their fighter jets joined Saudi Arabia in its 'Decisive Storm' military operation, targeting Houthi rebels


MANILA, Philippines - Suspended Philippine National Police (PNP) chief Alan Purisima has confirmed his attendance to Senate probe on the Mamasapano clash scheduled on February 9.
Purisima confirmed to attend the hearings prior to his alleged submission of his resignation letter to President Benigno Aquino III, which his lawyer denied on Thursday night.
Aquino reportedly announced Purisima's resignation to some some members of his Cabinet.
Malacañang refused to announce whether the President accepted the PNP chief's resignation or not.
Sen. Grace Poe, who heads the Senate Committee on Public Order, said in an interview with radio dzMM that Purisima has no reason not to attend the hearing.
"Kahit nga 'yung mga former officials kapag merong mga nababagong isyu at nandu'n sila ng mga panahon na 'yun, kailangan ay dumalo sila," Poe said.
The PNP Board of Inquiry is set to look into Purisima's breach of protocol on the Mamasapano operation which led to the death of 44 police commandos.
The Senate, on the other hand, will start its own inquiry on the said incident on February 9.
Some of the officials who have confirmed their attendance to the Senate hearings are Presidential Adviser on the Peace Process Sec. Teresita Quintos Deles, Defense Sec. Voltaire Gazmin, Justice Sec. Leila De Lima, Interior and Local Government Sec. Mar Roxas and Armed Forces of the Philippines Chief Gen. Gregorio Pio Catapang Jr., among others.


Do your students need help adding and subtracting fractions with unlike denominators? These task cards will give them extra practice! There are 28 cards with a sheet to record their answers and an answer key!
Task cards are great for students because they're not intimidating and students can work at their own pace! The students just grab a card when they have time, take it to their work area, solve and then trade out for a new card.


text:
Steam Base Builder Fest Coming Next Week
The week-long Steam sale celebrates base-building games with special discounts and demos.
Valve has announced that the Steam Base Builder Fest, a special week-long event that "celebrates the spirit of building habitable spaces," will commence on the digital storefront next week. The event kicks off on Monday, January 23, 2023 at 10:00 a.m. PST and will end on the following Monday, January 30 at 10:00 a.m. PST. A recent trailer for Steam Base Builder Fest is available below.
Steam Base Builder Fest Trailer
The trailer showcases nearly a dozen of the base-building games PC players can expect to be featured during the event, including Astroneer, Frostpunk, Planet Coaster, and Northgard, just to name a few.
"Join us as we grab our hammers, saws, and measuring tapes and prepare to get dusty during the Steam Base Builder Fest," reads a recent Steam announcement. "Featuring discounts and demos on current and upcoming games, this event is for games focused on the spirit of building habitable spaces, whether a single building or collection of buildings."
Players interested in the event can check out the dedicated Steam Base Builder Fest category page, which acts as a hub for the various base-building games on the platform. Here, players can easily peruse popular base-building games and try any available demos. Whether you are new to base building or are looking for more games within the genre, then this will be a good opportunity to give some new base-building games a try.
Everything that doesn't specifically relate to an individual game will be posted here. This can include articles about the gaming industry at large, or the random musings of our staff.
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Prime Minister Costas Karamanlis addressed representatives of small and medium-size enterprises (SMEs) on Monday evening, outlining the government's work in the sector of SMEs over the past five and a half years, criticisng the main opposition PASOK party, saying that it lacks any plan for the country, while the ruling New Democracy (ND) party does not play with the country's future and places national interest above all and that he had called early elections for this reason.
Karamanlis criticised PASOK saying the latter's governments bequeathed ND with a huge public debt and, as he said, from 30 percent in 1981 they took it to 100 percent in 2004. The prime minister further said that all that PASOK has announced and promises costs over 10 billion euros and wondered "where will it get the money."
He went on to say that "as explicit that the crisis and problems are, so vague is the leader of PASOK" and, referring to the main opposition party, he added that "they are living in their own world. They proved this with their announcements in Thessaloniki and for this reason they are dangerous. They are saying that they will do things that cannot be done. It is being proved that they do not know reality. On the one hand they are terming the situation tragic and on the other they are promising things that cost over 10 billion."
The prime minister said that PASOK was leaving no doubt as to what it will do on two points alone. That it will increase taxes and the public debt, adding that "they would be forced to do this and ithis would have dangerous consequences for the country."
Karamanlis further stressed that SMEs are currently feeling pressure and mentioned that for ND they constitute the base of the Greek economy and the tissue of economic life.
He also said that the gpovernment showed strong reflexes from the very beginning of the crisis and recalled the measures that were taken in support of the economy and of employment.
Karamanlis referred to privatisations carried out and to energy agreements achieved by the government and which serve, as he said, national interests and criticised PASOK of speaking on the one hand of the state regaining control and on the other of renegotiating.
"They are making innuendos and the president of PASOK claims quite peculiarly that the Burgas-Alexandroupoli agreement supports the interests of the Russians" and further stressed that in PASOK "they have no economic policy plan and for this reason they cannot guarantee the country's future."
Karamanlis underlined that decisions must be taken now for the day after "so that we can turn the national crisis into a national opportunity" and noted that the government has started a specific strategy to confront the crisis, with its axes being control of public expenditures, cracking down on tax evasion and structural changes.
Lastly, he accused PASOK of "extorting elections and, consequently, there was the risk of an election period lasting for many months" and assessed that PASOK would create tensions and it would be impossible for the government to complete its task, while concluding by saying that "I rejected extortion and I am asking for a fresh popular mandate." He lastly pointed out that two difficult years lie ahead and difficult decisions are necessary immediately.
Main opposition PASOK party leader George Papandreou addressed an event held at the University of Cyprus on Monday evening, organised by the ISTAME Andreas Papandreou Foundation in memory of Greece's late alternate foreign minister Yiannos Kranidiotis, stressing that "the passing of time consolidates faits accomplis for partitioning" adding "no solution only serves those who have compromised with the partitioning status quo" on the island republic.
The event was also addressed by Cyprus President Demetris Christofias.
"We shall never compromise with partitioning, (Cyprus) President Demetris Christofias has stressed the dangers from the perpetuation of the problem," Papandreou further said.
Papandreou further said that for the PASOK government, "if of course the people make this choice in the (October 4 general) elections, a foreign policy that will be giving once again power and prestige to Greece will be a priority, while the country will intervene in all the major international developments."
The PASOK leader also said that the PASOK government's foreign policy will be a policy with targets.
"President Christofias is aware that he has our support in his effort," Papandreou said, adding that for a solution to the issue of Cyprus there must be no outside interventions, pressures, suffocating timetables and arbitration and called on Turkey to leave the Turkish Cypriot community free to negotiate its future so that "we can be led to a solution that will be effective and fully workable of an EU state."
Papandreou went on to say that "the problem of Cyprus is a problem of invasion and occupation by Turkey and we must remind this" and called for the withdrawal of the Turkish occupation troops, the last wall in Europe to fall and Turkey to fulfill all its commitments as an EU candidate country.
Papandreou also underlined that "in December a new road map must be set, a new Helsinki" and Turkey will assume clear commitments for a solution to the Cyprus issue.
On his part, President Christofias said that Cyprus feels the absence of Yiannos Kranidiotis, especially at the present stage of efforts to solve the Cyprus problem and Turkey's EU accession course.
adding that, despite of the fact that his life was cut short, Yiannos Kranidiotis sealed the political developments of the '80s and '90s, and established himself as a politician and diplomat, who successfully combined technocratic training with political activity and contemporary European thought.
Fifty-two-year-old Yiannis Kranidiotis, with his son Nicholas and another four persons, were killed during a flight to Romania on the Greek Prime Minister's Falcon jet, in September 1999, when the plane lost altitude.
Kranidiotis, born in Nicosia in 1947, was an advisor on the Cyprus issue to late Greek Prime Minister Andreas Papandreou from 1981 to 1984, while he also served as Secretary of European Affairs at the Greek Ministry of Foreign Affairs, Deputy Foreign Minister and alternate Foreign Minister of Greece until his death. Kranidiotis was also the author of several books and articles focusing on European, Cypriot and Greek affairs.


Chalgrove is a village and civil parish in South Oxfordshire about 10 miles south-east of Oxford.
The parish includes the hamlet of Rofford and the former parish of Warpsgrove with which it merged in 1932.
The End Of Chalgrove Village?