Importantly, change needs to be engineered in a way that does not exhaust people. The self-control involved in many changes requires effort and exhausts people. When people are exhausted they are less able to be creative, positive, resilient or seek solutions to problems that inevitably arise. Changing things often involves replacing or adding to behaviours that have become automatic which requires little mental energy being with behaviours that require careful supervision by the Rider (at least initially) and therefore high mental energy. As a result, there needs to be crystal clear direction, without which the riders in us will stall and spin and not necessarily get where we are trying to go, as well as hope, a sense of achievability and regular celebration of achievement to keep the Elephant motivated. Finally, what often appears a people problem is actually a situation problem - instead of trying to change people, change the environment or the situation (much easier) and people will follow, making the path of least resistance also the path that leads to change. This forms the basis of their three part framework (see below), which my next blog posts will explore in more detail.