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This book discusses how we can change certain things we do. The book is mainly comprised of three parts and has nine chapters overall.
The first part talks about the habits of individuals. In the first chapter, the writer focuses on the "habit loop" to analyze how patterns work. According to the author, the habit loop consists of three steps. First, a sign or trigger helps the brain know the following habit to use. Then physical, mental, or emotional can be another routine. After that, there is the return which helps the brain figure out whether I have to remember this habit till the future and gives shape to the practice.
Like memory and reason, habit has also a root to explain how we act. We may forget the experiences that generate our habits, but once they are stuck in our brains, they can make us think without realizing it.
The second chapter of the book discusses the craving of the brain. Passion is what makes signals and rewards work. It powers the habit loop. The writer also talks about how to create new habits. Habits can be created by putting together cues, routines, and rewards and then we can cultivate a craving from them which derives the habit loop. Desire derives habits, and figuring out how to flash a passion makes creating patterns easier.
The third chapter talks about the golden rule of habit change. According to the author, extinguishing an old habit is not possible. Instead, a person can keep the old cue and rewards but change the routine. If a person applies the same signal and bonus and shifts the practice, then any change in habit is possible. It is said that almost any behavior is transformable if the cue and reward remain the same.
There are different methods and situations where changing a habit is more leisurely. First, the author discusses the AA method, which has even been adopted for other therapies. It can be justified with the example of alcoholics who, upon the belief that some higher power entered their lives, are convinced to stop drinking. It is this belief that made them stop their bad habit. Therefore, we can say that AA trains a person until that person believes in the program or themselves. The second important thing discussed in this chapter is that changes occur more easily among people. The motive of "if it works for him, it can work for me" convinces individuals to change more accessible than they can in isolation.
The second part of the book discusses the habits of successful organizations. Chapter four talks about keystone stone habits that focus on the habits that matter most. Some habits are more important than others in remaking the business and lives. These are called vital habits, which can influence the way personalities to behave. Essential habits start a process that eventually can transform everything. If we want to detect essential habits, then it means that we are searching for specific characteristics.
Essential habits provide a pattern called smaller wins which help other practices to prosper by providing a structure. In addition, these essential habits establish cultures that make change contagious.
The fifth chapter highlights the habit of success. This chapter puts more emphasis on willpower. It advocates the automation of their willpower. According to the author, it is the most important essential habit for an individual's success.
It describes willpower as a muscle that gets tired as it works harder. This left less power for other things to function. So, for example, if a person has the will to go for a run after work, then he needs to save some energy and not waste the energy on tedious work in the office because he would not have the power to realize his will if he ends up with no point.
The author also identifies how willpower becomes a habit. It can be done by choosing a particular work or behavior before doing it. Then the individual can follow the routine when the inflection point arrives.
Chapter six discusses the power of crises. It emphasizes the accidents and designs that create habits.
Organizations make their decisions on through a rational approach. However, that is different from the pattern in which organizations work. Instead, organizations are led by the independent decisions of thousands of employees, which transform into a long-held organizational habit and convention.