Rory Sutherland: Sweat the small stuff
By Applied Change
Share
Rory Sutherland discusses how our perception of things shapes our reality. This is an area of increasing focus for behavioural economics and in business. Understanding how we really behave and how irrational we are means that seemingly small and inexpensive changes can have a disproportionate effect on our behaviour and therefore the outcomes that result from it.
Related content
What makes people believe change will really happen?
People may still believe in your vision while quietly losing confidence that the organisation will achieve it.
The danger of the finished answer
AI can produce a polished plan in minutes. But when delivery depends on people, the process can build ownership, shared understanding and resilience.
Leaders focus too much on changing policies, and not enough on changing minds
Whilst focusing on the harder aspects of a change, such as policies, processes, facilities, technology, training etc, what organisations typically overlook or at least pay too little attention to, is the human element, i.e. what we think and feel. And yet we’re increasingly learning that it’s one of the most fundamental contributors to successful outcomes.
When busyness becomes avoidance
The operational work is real. So is the possibility that it is protecting leaders from something harder.
Change Leadership – A best practice guide
Change Management is the collection of approaches and methods used to influence human behaviour. There are countless models and books on the topic so we’ve summarised some of the main ones here.

