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27, 2005), “As Farmers Dwindle, Towns Make Best of What’s Left,” Wall Street Journal. Eig’s article is especially interesting because his editors originally sent him to write a “turn out the lights” story about the last years of Miner County. But the community didn’t know that, and residents shared with him the remarkable changes of the previous few years. Eig was impressed, and the story he wrote was guardedly optimistic, not the bleak tale he’d originally envisioned. His editors were so shocked by his optimistic tone that they rejected his first few drafts because his story was so far from what they had been expecting.

Chapter Four

Crystal Jones. Jones’s story is from a training manual for young teachers who are going to teach in some of the toughest school districts in the country. Jones’s story is described on pp. 26, 50–51, and the other goal is quoted on p. 37 of Teaching as Leadership (2008), Washington, DC: Teach For America.

BHAG. See James C. Collins and Jerry I. Porras (1994), Built to Last: Successful Habits of Visionary Companies, New York: Harper Business. The examples of BHAGs are from James C. Collins and Jerry I. Porras (September–October 1996), “Building Your Company’s Vision,” Harvard Business Review, pp. 65–77.

Laura Esserman. For Esserman’s story, see Victoria Chang and Jeffrey Pfeffer (2003), “Laura Esserman (A),” Stanford Graduate School of Business Case Study OB-42A. Quotations not in the case study are from interviews that Chip Heath conducted with Laura Esserman and Meredithe Mendelsohn in May 2009.

“15% return on equity.” See Michael Beer, Russell A. Eisenstat, and Bert Spector (1990), The Critical Path to Organizational Renewal. Boston: Harvard Business School Press, p. 85.

Judy Samuelson. This Clinic is from an interview between Dan Heath and Judy Samuelson in May 2009.

BP’s “No dry holes.” Industry history, quotations, and the description of BP’s “No dry holes” goal are from interviews by Chip Heath with Pete Callagher, Jim Farnsworth, and Ian Vann in 2005.

Jack Rivkin. The turnaround of the Shearson Lehman research department is described in Ashish Nanda, Boris Groysberg, and Lauren Prusiner (January 23, 2006), Lehman Brothers (A): Rise of the Equity Research Department, Harvard Business School Case Study 9-906-034, Boston: Harvard Business School Press.

Chapter Five

Robyn Waters, Target. Waters’s story is from an interview by Chip Heath with Robyn Waters in November 2008.

In The Heart of Change. See John P. Kotter and Dan S. Cohen (2002), The Heart of Change, Boston: Harvard Business School Press, p. x. The quote about the advantages of analytical tools is on p. 12.

HopeLab Re-Mission. The backstory of the Re-Mission game is from an interview by Chip Heath with HopeLab research director Steve Cole in November 2008. The HopeLab clinical test of the Re-Mission game is described in Pamela M. Kato, Steve W. Cole, Andrew S. Bradlyn, and Brad H. Pollock (2008), “A Video Game Improves Behavioral Outcomes in Adolescents and Young Adults with Cancer: A Randomized Trial,” Pediatrics, 122, e305–e317. The doubling of odds for a 20 percent increase in compliance is indicated by Jean L. Richardson et al. (1990), “The Effect of Compliance with Treatment on Survival Among Patients with Hematologic Malignancies,” Journal of Clinical Oncology, 8(2), 356–364.

“Where’d you find six dumb people?” See M. A. Cusumano and R. W. Selby (1995), Microsoft Secrets, New York: Free Press. The Microsoft usability test lab is described on p. 379. The problem of programmers having more advanced machines than their customers is discussed on p. 347.

Fake Weatherman. See Peter Borkenau and Anette Liebler (1993), “Convergence of Stranger Ratings of Personality and Intelligence with Self-Ratings, Partner Ratings, and Measured Intelligence,” Journal of Personality and Social Psychology, 65, 546–553. The correlation between self-ratings and measured IQ was .29, accounting for 8 percent of the variance. The correlation between stranger ratings and IQ was .38, accounting for 14 percent of the variance. Strangers