The Power of Habit: Why We Do What We Do in Life and Business

Chapter 5 again highlights Duhigg’s focus on organizational leadership. Even one individual, in this case Howard Schultz of Starbucks, can establish good habits for many thousands of employees. Critical to good institutional habits are employees who are taught to wield willpower, a skill that can be developed even in adulthood. The steps an individual can take to develop personal willpower, however, are not a focus in this book. Readers seeking to develop personal willpower, or develop that skillset in children, might refer to Grit: The Power of Passion and Perseverance by Angela Duckworth, one of the researchers Duhigg spoke with in the course of his own research.

In this chapter, the author’s personal beliefs begin to appear, although subtly. Duhigg’s case studies indicate that he equates good habits with a certain type of success, namely financial wealth and corporate growth. Other types of good habits that make for a successful life, such as healthy interpersonal relationships with family and friends, are not a topic in this book. Duhigg’s measuring stick for effective habits is clearly one based on corporate capitalism.

The majority of Duhigg’s case studies feature American companies, American consumers, and American history. While his focus on the habits of American companies and consumers may make the examples relatable for his intended audience, it may also leave some readers questioning whether organizational habits vary from region to region.