HOW TO CREATE A GOOD HABIT
| The 1st Law: Make It Obvious |
| 1.1: Fill out the Habits Scorecard. Write down your current habits to become aware of them. 1.2: Use implementation intentions: “I will [BEHAVIOR] at [TIME] in [LOCATION].” 1.3: Use habit stacking: “After [CURRENT HABIT], I will [NEW HABIT].” 1.4: Design your environment. Make the cues of good habits obvious and visible. |
| The 2nd Law: Make It Attractive |
| 2.1: Use temptation bundling. Pair an action you want to do with an action you need to do. 2.2: Join a culture where your desired behavior is the normal behavior. 2.3: Create a motivation ritual. Do something you enjoy immediately before a difficult habit. |
| The 3rd Law: Make It Easy |
| 3.1: Reduce friction. Decrease the number of steps between you and your good habits. 3.2: Prime the environment. Prepare your environment to make future actions easier. 3.3: Master the decisive moment. Optimize the small choices that deliver outsized impact. 3.4: Use the Two-Minute Rule. Downscale your habits until they can be done in two minutes or less. 3.5: Automate your habits. Invest in technology and onetime purchases that lock in future behavior. |
| The 4th Law: Make It Satisfying |
HOW TO BREAK A BAD HABIT
| Inversion of the 1st Law: Make It Invisible |
| 1.5: Reduce exposure. Remove the cues of your bad habits from your environment. |
| Inversion of the 2nd Law: Make It Unattractive |
| 2.4: Reframe your mind-set. Highlight the benefits of avoiding your bad habits. |
| Inversion of the 3rd Law: Make It Difficult |
| 3.6: Increase friction. Increase the number of steps between you and your bad habits. 3.7: Use a commitment device. Restrict your future choices to the ones that benefit you. |
| Inversion of the 4th Law: Make It Unsatisfying |
You can download a printable version of this habits cheat sheet at: atomichabits.com/cheatsheet
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THE 4TH LAW
Make It Satisfying
15
The Cardinal Rule of Behavior Change
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N THE LATE 1990S, a public health worker named Stephen Luby left his hometown of Omaha, Nebraska, and bought a one-way ticket to Karachi, Pakistan.
Karachi was one of the most populous cities in the world. By 1998, over nine million people called it home. It was the economic center of Pakistan and a transportation hub, with some of the most active airports and seaports in the region. In the commercial parts of town, you could find all of the standard urban amenities and bustling downtown streets. But Karachi was also one of the least livable cities in the world.
Over 60 percent of Karachi’s residents lived in squatter settlements and slums. These densely packed neighborhoods were filled with makeshift houses cobbled together from old boards, cinder blocks, and other discarded materials. There was no waste removal system, no electricity grid, no clean water supply. When dry, the streets were a combination of dust and trash. When wet, they became a muddy pit of sewage. Mosquito colonies thrived in pools of stagnant water, and children played among the garbage.
The unsanitary conditions lead to widespread illness and disease. Contaminated water sources caused epidemics of diarrhea, vomiting, and abdominal pain. Nearly one third of the children living there were malnourished. With so many people crammed into such a small space, viruses and bacterial infections spread rapidly. It was this public health crisis that had brought Stephen Luby to Pakistan.
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Luby and his team realized that in an environment with poor sanitation, the simple habit of washing your hands could make a real difference in the health of the residents. But they soon discovered that many people were already aware that handwashing was important.
And yet, despite this knowledge, many residents were washing their hands in a haphazard fashion. Some people would just run their hands under the water quickly. Others would only wash one hand. Many would simply forget to wash their hands before preparing food. Everyone said handwashing was important, but few people made a habit out of it. The problem wasn’t knowledge. The problem was consistency.
That was when Luby and his team partnered with Procter & Gamble to supply the neighborhood with Safeguard soap. Compared to your standard bar of soap, using Safeguard was a more enjoyable experience.
“In Pakistan, Safeguard was a premium soap,” Luby told me. “The study participants commonly mentioned how much they liked it.” The soap foamed easily, and people were able to lather their hands with suds. It smelled great. Instantly, handwashing became slightly more pleasurable.
“I see the goal of handwashing promotion not as behavior change but as habit adoption,” Luby said. “It is a lot easier for people to adopt a product that provides a strong positive sensory signal, for example the mint taste of toothpaste, than it is to adopt a habit that does not provide pleasurable sensory feedback, like flossing one’s teeth. The marketing team at Procter & Gamble talked about trying to create a positive handwashing experience.”
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Within months, the researchers saw a rapid shift in the health of children in the neighborhood. The rate of diarrhea fell by 52 percent; pneumonia by 48 percent; and impetigo, a bacterial skin infection, by 35 percent.
The long-term effects were even better. “We went back to some of the households in Karachi six years after,” Luby told me. “Over 95 percent of households who had been given the soap for free and encouraged to wash their hands had a handwashing station with soap and water available when our study team visited. . . . We had not given any soap to the intervention group for over five years, but during the trial they had become so habituated to wash their hands, that they had maintained the practice.” It was a powerful example of the fourth and final Law of Behavior Change: make it satisfying.
We are more likely to repeat a behavior when the experience is satisfying. This is entirely logical. Feelings of pleasure—even minor ones like washing your hands with soap that smells nice and lathers well—are signals that tell the brain: “This feels good. Do this again, next time.” Pleasure teaches your brain that a behavior is worth remembering and repeating.
Take the story of chewing gum. Chewing gum had been sold commercially throughout the 1800s, but it wasn’t until Wrigley launched in 1891 that it became a worldwide habit. Early versions were made from relatively bland resins—chewy, but not tasty. Wrigley revolutionized the industry by adding flavors like Spearmint and Juicy Fruit, which made the product flavorful and fun to use. Then they went a step further and began pushing chewing gum as a pathway to a clean mouth. Advertisements told readers to “Refresh Your Taste.”
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Tasty flavors and the feeling of a fresh mouth provided little bits of immediate reinforcement and made the product satisfying to use. Consumption skyrocketed, and Wrigley became the largest chewing gum company in the world.
Toothpaste had a similar trajectory. Manufacturers enjoyed great success when they added flavors like spearmint, peppermint, and cinnamon to their products. These flavors don’t improve the effectiveness of toothpaste. They simply create a “clean mouth” feel and make the experience of brushing your teeth more pleasurable. My wife actually stopped using Sensodyne because she didn’t like the aftertaste. She switched to a brand with a stronger mint flavor, which proved to be more satisfying.
Conversely, if an experience is not satisfying, we have little reason to repeat it. In my research, I came across the story of a woman who had a narcissistic relative who drove her nuts. In an attempt to spend less time with this egomaniac, she acted as dull and as boring as possible whenever he was around. Within a few encounters, he started avoiding her because he found her so uninteresting.
Stories like these are evidence of the Cardinal Rule of Behavior Change: What is rewarded is repeated. What is punished is avoided.
You learn what to do in the future based on what you were rewarded
for doing (or punished for doing) in the past. Positive emotions cultivate habits. Negative emotions destroy them.
The first three laws of behavior change—make it obvious, make it attractive, and make it easy—increase the odds that a behavior will be performed this time. The fourth law of behavior change—make it satisfying—increases the odds that a behavior will be repeated next time. It completes the habit loop.
But there is a trick. We are not looking for just any type of satisfaction. We are looking for immediate satisfaction.
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