Reset: How to Change What Isn’t Working

In Reset, Dan Heath explores ideas like progress as motivation, securing buy-in, making changes that generate momentum, deviating from the average to seek bright spots, thinking granularly and empathetically, and taking action that creates clarity.

Grounded in real-life examples and practical wisdom, Dan Heath offers a breath of inspiration for organizations, teams, and individuals who feel stuck—perhaps trapped in systems that no longer work. With an approach that blends systems thinking, managerial experience, and real-life stories, Heath explores one of the most challenging questions of modern work: how can we bring about real, sustainable change in complex and often sluggish systems?

Reset puts its finger on a reality many of us know all too well: many organizations are stuck. They are overwhelmed by conflicting priorities, resistance to change, and the illusion that daily busyness equals progress. Chaotic activity replaces strategic direction, and time for reflection and reorganization is nearly nonexistent. The result? A constant sense of stagnation. Heath invites us to profoundly rethink how we view change: we don’t need to change everything, just what truly matters—what he calls leverage points.

Inspired by Donella Meadows’ systems theory, Heath structures the book around these leverage points—key moments in a system where a small change can yield disproportionately large effects. The challenge is that these points aren’t always visible. They don’t show up in performance dashboards and aren’t necessarily recognized by top management. That’s why Heath proposes a practical and empathetic approach: “go and see the work.” Don’t just rely on reports and meetings—go into the field, talk to people, observe bottlenecks, and identify real frictions.

One of the most valuable aspects of the book is its discussion of progress as an essential engine of motivation. It shows that the feeling of progress—even small—is the most powerful workplace motivator. Yet, managers sometimes overlook it. It’s a disturbing yet revealing observation. Conversely, obstacles and setbacks are deeply demotivating. For change to work, we must build an environment where progress is visible, appreciated, and meaningful.

Heath also critiques the myth of “buy-in” as a change strategy. Instead of wasting time trying to persuade people to accept a new vision, Heath proposes a more active model: change must generate momentum—be quickly tested, yield visible results, and build trust through action, not just words. People don’t necessarily need convincing—they need to see that it works.

A recurring theme in the book is the power of constraints. Drawing on systems theory and operational management, Heath shows how identifying the most pressing constraint can become the key to resolution. Another valuable principle in Reset is deviating from averages. Heath argues that average statistics can hide important truths. They blur differences, lumping successes and failures together. Instead, he urges us to seek out bright spots—places where things are already working—and learn how to replicate that success. It's a call for granular and empathetic thinking, not just abstract data analysis.

In the second part of the book, Heath shifts focus from identifying leverage points to reallocating resources—that is, reorganizing what we already have to support change. He proposes three bold strategies: start with a sprint, recycle waste, and do less, better.

“Start with a sprint” refers to the power of short, focused, energetic effort. Instead of elaborate plans that take months, Heath champions quick but well-thought-out interventions. His examples show that sometimes 5 days of real work can accomplish more than 5 months of planning. The idea is simple: action creates clarity.

“Recycle waste” is a nod to lean principles from the auto industry, expanding on the idea that waste means wasted effort—not just in material terms, but also cognitively and emotionally.

Finally, “do less and do it better” is perhaps the book’s boldest invitation. Heath says it plainly: not everything matters equally. We must have the courage to let go—of the wrong clients, failed initiatives, and unproductive habits. Good leaders don’t just add—they strategically select what to intensify and what to leave behind.

Written in Heath’s signature style, the book is engaging and deeply grounded in reality. It doesn’t just talk about management theories—it talks about real people, real organizations, and applicable solutions. Reset isn’t a book for grand revolutions, but for smart, sustainable changes that begin with a deep understanding of the system. 

A revealing book, a guide to practical optimism: change is possible, but we must begin in the right place. In a world increasingly weary of grand strategies with no real impact, Reset brings clarity and direction. We don’t need to fix everything. We just need to find the right place to start.