Atomic Habits - James Clear Page 0,55

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

THE 4TH LAW

Make It Satisfying

15

The Cardinal Rule of Behavior Change

IN 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.

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.”

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