What is *The Power of Habit* by Charles Duhigg about?

*The Power of Habit* explores the science behind habit formation, breaking down how habits shape personal lives, organizations, and societies. Charles Duhigg introduces the **habit loop** (cue, routine, reward) and shares case studies, from corporate transformations to personal success stories, to demonstrate how understanding habits drives behavioral change.

Who should read *The Power of Habit*?

This book is ideal for anyone seeking to improve productivity, break bad habits, or lead organizational change. It’s particularly relevant for professionals in management, educators, and individuals interested in neuroscience-backed strategies for personal growth.

Is *The Power of Habit* worth reading?

Yes—Duhigg’s blend of research, storytelling, and practical insights makes it a standout in behavioral psychology. While some critics note repetitive examples, the book’s actionable framework for habit change offers lasting value for personal and professional development.

What is the habit loop in *The Power of Habit*?

The habit loop consists of **cue** (a trigger), **routine** (the behavior), and **reward** (the outcome reinforcing the habit). Duhigg argues that altering the routine while keeping the cue and reward consistent is key to reshaping habits, as shown in examples like Starbucks’ employee training.

How does *The Power of Habit* explain organizational change?

Duhigg highlights “keystone habits”—small shifts that cascade into broader transformations. For instance, Alcoa’s focus on worker safety led to a cultural overhaul, boosting profitability. This principle applies to businesses aiming to leverage habit science for systemic improvement.

What role does belief play in habit change?

Belief in the possibility of change is critical, especially during setbacks. Duhigg uses examples like Alcoholics Anonymous, where social support fosters belief, enabling individuals to replace destructive routines with healthier ones.

How does *The Power of Habit* compare to *Atomic Habits*?

While both focus on habit formation, Duhigg emphasizes the neuroscience and societal impact of habits, whereas James Clear’s *Atomic Habits* offers more granular, tactical steps for personal routines. Both complement each other for theory and application.

What are criticisms of *The Power of Habit*?

Some readers note the book lacks step-by-step guides for applying concepts. Critics argue anecdotes overshadow actionable advice, making it less practical for those seeking immediate habit-change tools.

習慣の力

なぜ私たちはそれをするのか、そしてどう変えるか

チャールズ・デュヒッグ

4.13(551638 Reviews)

『習慣の力』の概要

チャールズ・デュヒッグによる300万部超のベストセラーで、なぜ習慣が私たちの人生を支配するのかを解き明かしましょう。ジム・コリンズが「不可欠な手引書」と絶賛したこのニューヨーク・タイムズ紙のベストセラーは、ターゲット（Target）社がいかにして顧客の購買行動を予測しているか、そしてNFLのトニー・ダンジーがいかにして微細な習慣の変化を通じてチームを変貌させたかを明らかにしています。

語り方を選ぶ

1冊の本。さまざまな聴き方。

習慣の力の同じアイデアを、あなたに合う声・深さ・ペースで学べます。いつでも切り替えられます。

第1章

Rewire Your Life: The Science Behind Your Actions

Ever wonder why you still brush your teeth the same way every morning? The seemingly mundane patterns that rule your life hold extraordinary power. In "The Power of Habit," Pulitzer Prize-winning reporter Charles Duhigg cracks open the code behind why we do what we do - and how to change it. This isn't just another self-help sensation; it's the book that spent over 60 weeks on the New York Times bestseller list and transformed how Fortune 500 companies approach employee productivity. When Starbucks implemented Duhigg's habit-forming principles, their employee retention increased by 25%. Through fascinating narratives - from how Target predicts customer pregnancies to how Febreze became a household staple - Duhigg reveals the neurological loops governing our behaviors. The true genius lies in his practical framework for transformation: identify your cue-routine-reward loop, then systematically rewire it. By understanding the architecture of habits, you'll gain something invaluable: the ability to redesign your life, one tiny change at a time.

第2章

The Habit Loop: How Our Brains Automate Behavior

Consider Eugene Pauly, a man who lost his memory to viral encephalitis yet could still take daily walks around his neighborhood without getting lost. How was this possible? The answer reveals the fundamental nature of habits. When Eugene's brain was examined, researchers discovered that while his hippocampus (responsible for memory) was destroyed, his basal ganglia - an ancient, primitive brain structure - remained intact. This structure is where habits reside, operating independently from our conscious memory. The MIT researchers who studied habits in the 1990s discovered what they called the "habit loop" - a three-step neurological pattern that governs any habit. First comes a cue, a trigger that tells your brain to go into automatic mode. Next is the routine, the behavior itself. Finally, there's a reward, which helps your brain remember this loop for the future. This explains why Eugene could navigate his neighborhood despite having no conscious memory - his habits were stored in a different part of his brain than his memories. What's fascinating is how this process of "chunking" - converting a sequence of actions into an automatic routine - allows our brains to conserve energy. When a habit forms, brain activity initially spikes as we learn the new behavior, then decreases dramatically as the basal ganglia takes over. This is why habits are simultaneously powerful and delicate - they operate outside our conscious awareness, but they're highly dependent on specific cues in our environment. Understanding this neurological process explains why habits can be so hard to break - they're literally wired into different brain structures than our conscious thoughts. But this knowledge also gives us power: by recognizing the components of our habit loops, we gain the ability to rewire them.

聴きながら、すべての言葉を目で追えます

『習慣の力』の一語一語が音声に合わせてリアルタイムでハイライトされ、自然に読み進められます。

第3章

The Craving Brain: Why We Keep Coming Back for More

What transforms a simple cue-routine-reward loop into a powerful habit? The answer is craving - that intense desire that drives us to repeat behaviors even when they don't serve us well. The story of Claude Hopkins, an advertising genius who made Pepsodent toothpaste a national sensation in the early 1900s, illustrates this brilliantly. Hopkins claimed his success came from identifying a simple cue (tooth film) and a clear reward (beautiful teeth). But the real secret to Pepsodent's success was something Hopkins didn't even realize: the toothpaste contained citric acid and mint oils that created a cool, tingling sensation in the mouth. This sensation became a craving that drove the habit loop. People brushed not just for clean teeth but for that fresh, tingling feeling they came to expect. This insight transformed marketing forever. Consider Febreze, which initially failed despite being a revolutionary odor-eliminating product. The problem? People who lived with bad smells became desensitized to them, so there was no obvious cue to trigger product use. The solution came when marketers repositioned Febreze as the reward at the end of a cleaning routine - the fresh smell that signaled "job well done." Sales doubled within two months. Neuroscientist Wolfram Schultz's experiments with monkeys demonstrated how this works in the brain. When monkeys received an unexpected juice reward, their brain activity spiked. But after repeated experiences, their brains began firing in anticipation of the reward, not just when receiving it. The expectation - the craving - became more important than the reward itself. This explains why habits can be so hard to break: once our brains learn to anticipate a reward, the absence of that reward causes genuine neurological distress. It's not just about willpower; it's about managing the cravings that drive our behavior.

第4章

The Golden Rule of Habit Change: Keep the Cue, Change the Routine

If you've ever tried to break a bad habit, you know how challenging it can be. But what if you could keep the same cues and rewards while changing only the routine in between? This is what football coach Tony Dungy discovered when transforming the Tampa Bay Buccaneers from perennial losers into champions. Unlike other coaches who tried to overhaul everything, Dungy focused on making players' reactions automatic by drilling them in simplified systems. He didn't change the cues players responded to on the field; he changed how they responded to those cues. Instead of thinking through each play, players reacted automatically based on habit. This approach eventually led to a Super Bowl victory (albeit after Dungy had moved to the Indianapolis Colts). The same principle explains why Alcoholics Anonymous works for many people despite its lack of scientific foundation. AA succeeds because it provides a framework for identifying the cues and rewards driving alcoholic behavior while inserting new routines. The cue might be stress or loneliness, and the reward might be relaxation or social connection - but instead of drinking, AA members learn to call their sponsors or attend meetings. This "golden rule" of habit change - keep the cue, provide the same reward, insert a new routine - applies to many behaviors. Consider Mandy, who overcame nail-biting through habit reversal training. By becoming aware of the cues triggering her habit (boredom, stress) and the reward she sought (physical stimulation), she could substitute a different routine (squeezing a stress ball) while maintaining the same reward structure. What makes this approach powerful is that it doesn't require eliminating the craving; it redirects it. And this is often more sustainable than trying to suppress a habit entirely.

『習慣の力』をもっと深く楽しむ

毎日の新しい気づきを10万件以上のレッスンから
言葉をハイライトして音声と同期
ライブラリを保存して、どの端末からでも利用

第5章

Keystone Habits: Small Changes That Create Big Results

Not all habits are created equal. Some, known as "keystone habits," have the power to start chain reactions that transform other habits. When Paul O'Neill became CEO of Alcoa in 1987, he shocked investors by announcing that his top priority was worker safety - not profits or growth. This single focus became a keystone habit that transformed the entire company. By insisting that every injury be reported directly to him within 24 hours, O'Neill forced managers to communicate with factory workers, breaking down hierarchical barriers. To improve safety, they had to understand and improve manufacturing processes, which led to higher quality and efficiency. The result? During O'Neill's tenure, Alcoa's annual income increased by 500%, and its market value grew by $27 billion. Keystone habits work because they create small wins that fuel transformative changes. When Michael Phelps's coach, Bob Bowman, taught him visualization techniques, he wasn't just helping Phelps swim faster - he was establishing a keystone habit that influenced everything from Phelps's diet to his sleep schedule. These habits created a platform for excellence that led to Olympic gold medals. Similarly, studies show that people who start exercising often begin eating better, smoking less, and becoming more productive at work - not because they consciously decided to make these changes, but because exercise serves as a keystone habit that reshapes their self-image and triggers positive changes in other areas. The power of keystone habits explains why focusing on one crucial area - whether it's safety in a corporation or exercise in personal life - can create widespread transformation. By identifying and changing these influential habits, we can create a cascade of positive change with minimal effort.

第6章

Willpower: The Most Important Habit

What separates successful people from everyone else? According to research, it's not intelligence but self-discipline - the ability to work hard, resist temptation, and follow through on plans. And remarkably, willpower functions like a muscle that can be strengthened through exercise and depleted through overuse. This insight transformed how Starbucks trains its employees. The company realized that willpower often fails during "inflection points" - moments of high stress when self-discipline is most needed but hardest to maintain. To address this, Starbucks developed the LATTE method (Listen, Acknowledge, Take action, Thank, Explain) and had employees practice responses to difficult situations until they became automatic habits. The science behind this approach comes from studies showing that willpower is a limited resource. In one experiment, students asked to resist freshly baked cookies gave up more quickly on difficult puzzles than those allowed to indulge, suggesting that resisting temptation depleted their mental resources. However, other studies show that regular "willpower workouts" - like sticking to a budget or exercise plan - can strengthen self-discipline across all areas of life. What makes willpower training particularly effective is giving people a sense of autonomy. When Starbucks allowed employees to personalize their responses to difficult situations rather than following rigid scripts, their performance improved dramatically. This sense of control - the belief that we have choices even within constraints - transforms willpower from an exhaustible resource into a renewable one. The lesson is clear: by treating willpower as a habit that can be strengthened rather than an innate trait, we can develop the self-discipline needed to achieve our goals and transform our lives.

聴きながら、すべての言葉を目で追えます

『習慣の力』の一語一語が音声に合わせてリアルタイムでハイライトされ、自然に読み進められます。

第7章

Organizational Habits: How Companies Function (or Dysfunction)

Organizations, like individuals, develop habits - routines that determine how decisions are made, problems solved, and work accomplished. These habits create "truces" between competing interests and departments, allowing work to proceed without constant conflict. But when these truces break down, disaster can follow. Consider Rhode Island Hospital, once a premier medical institution that became plagued by errors, including surgeries performed on the wrong side of patients' bodies. The problem wasn't individual incompetence but toxic organizational habits - doctors treated nurses with contempt, nurses feared speaking up, and no one took responsibility for errors. Only after a public crisis forced change did the hospital implement new habits: surgical checklists, teamwork training, and cameras in operating rooms. Similar dynamics played out in the King's Cross station fire in London, where rigid adherence to outdated protocols prevented an effective response to a small fire that eventually killed 31 people. Organizational habits had created a culture where employees followed rules rather than responding appropriately to emergencies. The good news is that crises can create opportunities for change. When existing habits break down, organizations become malleable, allowing leaders to implement new routines. This explains why companies often transform only after facing existential threats - the crisis creates a window for change that might otherwise be impossible. Understanding organizational habits also reveals why some changes succeed while others fail. Successful changes target keystone habits that influence many other behaviors, create a sense of identity among employees, and establish a balance of power that feels fair to all involved. Without these elements, organizational change efforts often falter, regardless of their strategic merit.

第8章

The Ethics of Habit Manipulation: When Companies Predict Your Behavior

In today's data-driven world, companies don't just respond to our habits - they actively shape and exploit them. Target's data analysts can predict which customers are pregnant based on subtle changes in their shopping patterns, sometimes before the customers have told anyone about their pregnancy. Radio stations sandwich unfamiliar songs between "sticky" hits to make new music feel familiar. These techniques work because they tap into the habit loop, creating cravings we barely recognize. Andrew Pole, a statistician at Target, developed algorithms that identified about 25 products that, when purchased together, indicated a high likelihood of pregnancy. This allowed Target to send coupons for baby items at precisely the right moment to capture a customer's changing shopping habits. The strategy was so effective - and sometimes creepy - that Target began disguising their targeted ads by mixing baby item coupons with unrelated products to make the marketing seem random. Similarly, when radio stations wanted to make OutKast's "Hey Ya!" a hit despite listeners initially rejecting it, they used the "sandwich" technique - playing the unfamiliar song between established hits to make it feel familiar. This worked because our brains are wired to prefer things that feel familiar, even if we don't consciously like them. These techniques raise important ethical questions about manipulation and privacy. When companies understand our habits better than we do ourselves, they gain tremendous power to influence our choices. Yet the same principles can be used for positive ends - like government campaigns during World War II that successfully changed American eating habits by making unfamiliar foods seem familiar. The key insight is that we're most receptive to habit change when new behaviors are wrapped in familiar packages. This explains why radical innovations often fail while incremental changes succeed - the new must feel somewhat familiar to be accepted.

『習慣の力』をもっと深く楽しむ

毎日の新しい気づきを10万件以上のレッスンから
言葉をハイライトして音声と同期
ライブラリを保存して、どの端末からでも利用

第9章

Social Habits: How Movements Spread and Take Hold

Why did Rosa Parks's arrest in 1955 trigger a massive bus boycott when similar incidents had gone unnoticed? The answer lies in social habits - the shared routines that bind communities together and determine how they respond to events. Unlike previous arrestees, Parks was deeply embedded in both strong and weak social ties throughout Montgomery. She belonged to dozens of community groups, creating a web of connections that mobilized different parts of the community. When news of her arrest spread, it traveled through these social networks, reaching people who might otherwise have remained uninvolved. This pattern appears in many successful social movements. Rick Warren built Saddleback Church into one of America's largest congregations by focusing on social habits. He created small groups where members developed strong social bonds, making church attendance a habit reinforced by friendship. When Warren asked members to volunteer, donate, or evangelize, these requests spread through established social networks, gaining momentum through peer pressure and social expectations. Martin Luther King Jr. understood this dynamic as well. He transformed the Montgomery Bus Boycott from a protest into a social movement by embedding it in existing social habits - particularly those of Black churches. By framing the boycott as an expression of Christian values and organizing it through church networks, King made participation feel like a natural extension of community membership rather than a radical act. The lesson is clear: movements grow when they harness existing social habits rather than trying to create new ones from scratch. By connecting new behaviors to established social patterns and identities, leaders can create change that spreads through social contagion rather than top-down direction.

第10章

Free Will and Responsibility: Are We Accountable for Our Habits?

Are we responsible for behaviors driven by habits we didn't consciously create? This philosophical question becomes concrete in the contrasting cases of Angie Bachmann, a gambling addict who lost her family's fortune, and Brian Thomas, who killed his wife while sleepwalking. These cases illuminate the complex intersection of neuroscience, psychology, and moral responsibility. Bachmann's story is particularly telling. Initially, she visited casinos as an escape from caring for her dying parents, finding temporary relief in the familiar cycle of gambling. The habit loop was clear: feeling stressed or lonely (cue), gambling (routine), experiencing temporary excitement and distraction (reward). Over time, this pattern became deeply ingrained, rewiring her neural pathways until the behavior became nearly automatic. When she eventually lost over $900,000, she sued the casino, arguing that they had deliberately exploited her addiction by offering incentives and complementary services despite knowing her vulnerability. The courts, however, ruled against her, maintaining that regardless of the compulsive nature of her behavior, she retained sufficient agency to be held accountable for her choices. Thomas's case presents a stark contrast. During a camping trip, he strangled his wife while in a state of parasomnia (sleepwalking), responding to a dream in which he believed he was fighting off an intruder. Medical experts testified that during sleepwalking episodes, the brain operates in a fundamentally different state where conscious control is essentially absent. The court accepted this evidence, acquitting Thomas on the grounds that he had no conscious awareness or control over his actions. These cases raise profound questions about free will and habit that extend far beyond the courtroom. Modern neuroscience has revealed that up to 40% of our daily actions are habits rather than conscious decisions. If habits operate through brain mechanisms outside our conscious control - through the basal ganglia rather than the prefrontal cortex - how can we be held responsible for their consequences? Yet if we absolve people of responsibility for habitual actions, we undermine the very concept of moral agency and personal accountability. The resolution to this dilemma lies in understanding the distinction between habit formation and habit awareness. While we may not be responsible for habits formed unconsciously through environmental cues and rewards, we bear responsibility for addressing harmful habits once we become aware of them. As William James insightfully wrote, "Could the young but realize how soon they will become mere walking bundles of habits, they would give more heed to their conduct while in the plastic state." This observation points to both the power of habits and our obligation to shape them intentionally. Modern habit research supports this perspective, showing that while habits are incredibly powerful, they can be modified through conscious intervention. The key lies in understanding the habit loop - the cue, routine, and reward cycle that drives automatic behavior. By identifying these components, we can work to insert new routines while maintaining the same cues and rewards, effectively rewiring our behavioral patterns. This suggests a nuanced middle ground in the free will debate: while we may not have complete conscious control over our habits in the moment, we do have the capacity and responsibility to understand our habit loops and work to change those that cause harm. This view acknowledges both the power of unconscious habits and our ability to reshape them through conscious effort. Examples of successful habit change - from addiction recovery to personal development - demonstrate that while habits are powerful, they aren't destiny. With awareness, understanding, and sustained effort, we can reshape even deeply ingrained patterns of behavior. The implications of this perspective extend beyond individual responsibility to social policy and institutional design. It suggests that while we should hold people accountable for their actions, we should also create environments and systems that support positive habit formation and make it easier to change harmful habits when they develop.

聴きながら、すべての言葉を目で追えます

『習慣の力』の一語一語が音声に合わせてリアルタイムでハイライトされ、自然に読み進められます。

第11章

Transforming Habits: A Practical Framework for Change

Changing habits isn't easy, but understanding the habit loop provides a framework for transformation. The process begins with identifying the routine you want to change, then experimenting with different rewards to discover what craving is driving your behavior. Next, isolate the cue by paying attention to five categories: location, time, emotional state, other people, and immediately preceding actions. Finally, create a plan that specifies how you'll respond to the cue with a new routine that delivers the reward you crave. Consider someone who visits the cafeteria every afternoon to get a cookie. By experimenting with different rewards - taking a walk, eating an apple, socializing with colleagues - they might discover that what they really crave is social interaction, not sugar. By recognizing that the cue is time (3:30 PM) and the reward is socializing, they can create a new routine of chatting with colleagues instead of eating cookies. This framework explains why some habit changes succeed while others fail. Successful changes identify the right cue and reward, then establish new routines that satisfy the underlying craving. Failed attempts often miss these crucial elements, trying to suppress cravings rather than redirect them. The framework also explains why change is easier in some contexts than others. New environments lack the established cues that trigger old habits, creating a clean slate for establishing new patterns. This is why habits often change during major life transitions like moving to a new city or starting a new job - the absence of familiar cues creates an opportunity for new habits to form. By understanding these principles, we gain power over our habits rather than being controlled by them. We can't eliminate the habit loop - it's hardwired into our neurology - but we can redirect it toward behaviors that serve rather than undermine our goals.

★★★★★

『習慣の力』を最後まで読み終えました

100万人以上の学習者に愛用されています

“23日間、毎日使い続けています。今では日課の一部です。”

jayallen

『習慣の力』の主要テーマ

habit loop mechanics
neurological behavior patterns
cue routine reward
organizational habit change
craving and anticipation

『習慣の力』の名言

This is how habits work: first, there is a cue, a trigger that tells your brain to go into automatic mode and which habit to use. Then there is the routine, which can be physical, mental, or emotional. Finally, there is a reward, which helps your brain figure out if this particular loop is worth remembering for the future.
Change might not be fast and it isn't always easy. But with time and effort, almost any habit can be reshaped.
Habits operate outside our conscious awareness.
It's not just about willpower; it's about managing the cravings.

『習慣の力』の登場人物

Charles DuhiggAuthor and Pulitzer Prize-winning reporter
Eugene PaulyPatient who lost memory but retained habits
Claude HopkinsAdvertising executive who marketed Pepsodent
Wolfram SchultzNeuroscientist who studied reward anticipation
Tony DungyFootball coach who used habits to win games

著者について

ピューリッツァー賞受賞ジャーナリストであり、ベストセラー『習慣の力：その仕組みと変え方』（原題：The Power of Habit: Why We Do What We Do in Life and Business）の著者であるチャールズ・デュヒッグは、行動科学と生産性の分野における第一人者です。ハーバード・ビジネス・スクールとイェール大学を卒業したデュヒッグは、『ニューヨーク・タイムズ』紙の調査報道を通じて専門性を磨き、企業の慣行に関するピューリッツァー賞受賞シリーズによって、組織の習慣における権威を確固たるものにしました。彼の著作は、心理学、神経科学、そして現実世界のケーススタディを融合させ、人間の行動を解き明かしています。

デュヒッグの続刊である『「生産性」をあげるための3つの原則』（原題：Smarter Faster Better）および『Supercommunicators』は、意思決定と効果的なコミュニケーションをさらに深く掘り下げており、いずれも『ニューヨーク・タイムズ』のベストセラーリストで首位を獲得しました。『ザ・ニューヨーカー』誌への頻繁な寄稿や、ポッドキャスト『How To!』のホストとしても活動する彼は、複雑な研究を実用的な洞察へと変換し、フォーチュン500企業や学術機関、そして世界中の読者に届けています。

『習慣の力』は世界中で数百万部を売り上げ、ベストセラーリストに3年以上ランクインし続けており、ビジネスや自己啓発のカリキュラムにおいて今なお不可欠なテキストとなっています。40以上の言語に翻訳され、ルーチンを再構築するための革新的なガイドとして、経営者や教育者から引用され続けています。

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The Power of Habit: Rewriting Your Brain’s Script の書籍表紙

[the-power-of-habit-by-charles-duhigg:c0000] The Power of Habit p1-1

[the-power-of-habit-by-charles-duhigg:c0001] The Power of Habit p1-1

[the-power-of-habit-by-charles-duhigg:c0002] The Power of Habit p1-1

[the-power-of-habit-by-charles-duhigg:c0003] The Power of Habit p1-1

19 sources

The Power of Habit: Rewriting Your Brain’s Script

Smarter, faster, better

Charles Duhigg

Good Habits, Bad Habits

Wendy Wood

Making Habits, Breaking Habits

Jeremy Dean

James Clear

Tynan

Stephen Guise

BJ Fogg

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コロンビア大学卒業生がサンフランシスコで開発

LOVED BY

1,000,000+ curious minds.

4.7

avg rating

1M+ learners

"Instead of endless scrolling, I just hit play on BeFreed. It saves me so much time."

@Moemenn

"I never knew where to start with nonfiction—BeFreed’s book lists turned into podcasts gave me a clear path."

@Chloe, Solo founder, LA

117

"Perfect balance between learning and entertainment. Finished ‘Thinking, Fast and Slow’ on my commute this week."

@Raaaaaachelw

"Crazy how much I learned while walking the dog. BeFreed = small habits → big gains."

@Matt, YC alum

108

"Reading used to feel like a chore. Now it’s just part of my lifestyle."

@Erin, Investment Banking Associate , NYC

254

"Feels effortless compared to reading. I’ve finished 6 books this month already."

@djmikemoore

"BeFreed turned my guilty doomscrolling into something that feels productive and inspiring."

@Pitiful

4.5K

"BeFreed turned my commute into learning time. 20-min podcasts are perfect for finishing books I never had time for."

@SofiaP

"BeFreed replaced my podcast queue. Imagine Spotify for books — that’s it. 🙌"

@Jaded_Falcon

201

"It is great for me to learn something from the book without reading it."

@OojasSalunke

"The themed book list podcasts help me connect ideas across authors—like a guided audio journey."

@Leo, Law Student, UPenn

483

"Makes me feel smarter every time before going to work"

@Cashflowbubu

"Instead of endless scrolling, I just hit play on BeFreed. It saves me so much time."

@Moemenn

"I never knew where to start with nonfiction—BeFreed’s book lists turned into podcasts gave me a clear path."

@Chloe, Solo founder, LA

117

"Perfect balance between learning and entertainment. Finished ‘Thinking, Fast and Slow’ on my commute this week."

@Raaaaaachelw

"Crazy how much I learned while walking the dog. BeFreed = small habits → big gains."

@Matt, YC alum

108

"Reading used to feel like a chore. Now it’s just part of my lifestyle."

@Erin, Investment Banking Associate , NYC

254

"Feels effortless compared to reading. I’ve finished 6 books this month already."

@djmikemoore

"BeFreed turned my guilty doomscrolling into something that feels productive and inspiring."

@Pitiful

4.5K

"BeFreed turned my commute into learning time. 20-min podcasts are perfect for finishing books I never had time for."

@SofiaP

"BeFreed replaced my podcast queue. Imagine Spotify for books — that’s it. 🙌"

@Jaded_Falcon

201

"It is great for me to learn something from the book without reading it."

@OojasSalunke

"The themed book list podcasts help me connect ideas across authors—like a guided audio journey."

@Leo, Law Student, UPenn

483

"Makes me feel smarter every time before going to work"

@Cashflowbubu

"Instead of endless scrolling, I just hit play on BeFreed. It saves me so much time."

@Moemenn

"I never knew where to start with nonfiction—BeFreed’s book lists turned into podcasts gave me a clear path."

@Chloe, Solo founder, LA

117

"Perfect balance between learning and entertainment. Finished ‘Thinking, Fast and Slow’ on my commute this week."

@Raaaaaachelw

"Crazy how much I learned while walking the dog. BeFreed = small habits → big gains."

@Matt, YC alum

108

"Reading used to feel like a chore. Now it’s just part of my lifestyle."

@Erin, Investment Banking Associate , NYC

254

"Feels effortless compared to reading. I’ve finished 6 books this month already."

@djmikemoore

"BeFreed turned my guilty doomscrolling into something that feels productive and inspiring."

@Pitiful

4.5K

"BeFreed turned my commute into learning time. 20-min podcasts are perfect for finishing books I never had time for."

@SofiaP

"BeFreed replaced my podcast queue. Imagine Spotify for books — that’s it. 🙌"

@Jaded_Falcon

201

"It is great for me to learn something from the book without reading it."

@OojasSalunke

"The themed book list podcasts help me connect ideas across authors—like a guided audio journey."

@Leo, Law Student, UPenn

483

"Makes me feel smarter every time before going to work"

@Cashflowbubu

BeFreedがウェブ上でどのように話題になっているかをもっと見る

今すぐ学習の旅を始めよう

第10章

習慣の力

概要『習慣の力』の概要

1冊の本。さまざまな聴き方。

Rewire Your Life: The Science Behind Your Actions

The Habit Loop: How Our Brains Automate Behavior

聴きながら、すべての言葉を目で追えます

The Craving Brain: Why We Keep Coming Back for More

The Golden Rule of Habit Change: Keep the Cue, Change the Routine

『習慣の力』をもっと深く楽しむ

Keystone Habits: Small Changes That Create Big Results

Willpower: The Most Important Habit

聴きながら、すべての言葉を目で追えます

Organizational Habits: How Companies Function (or Dysfunction)

The Ethics of Habit Manipulation: When Companies Predict Your Behavior

『習慣の力』をもっと深く楽しむ

Social Habits: How Movements Spread and Take Hold

Free Will and Responsibility: Are We Accountable for Our Habits?

聴きながら、すべての言葉を目で追えます

Transforming Habits: A Practical Framework for Change

『習慣の力』を最後まで読み終えました

『習慣の力』の主要テーマ

『習慣の力』の名言

『習慣の力』の登場人物

著者について

習慣の力の要約をダウンロード

他のユーザーのお気に入り

この本に関するよくある質問

What is The Power of Habit by Charles Duhigg about?

Who should read The Power of Habit?

Is The Power of Habit worth reading?

What is the habit loop in The Power of Habit?

もっと見る

1,000,000+ curious minds.

1,000,000+ curious minds.

1冊の本。さまざまな聴き方。

Rewire Your Life: The Science Behind Your Actions

The Habit Loop: How Our Brains Automate Behavior

聴きながら、すべての言葉を目で追えます

The Craving Brain: Why We Keep Coming Back for More

The Golden Rule of Habit Change: Keep the Cue, Change the Routine

『習慣の力』をもっと深く楽しむ

Keystone Habits: Small Changes That Create Big Results

Willpower: The Most Important Habit

聴きながら、すべての言葉を目で追えます

Organizational Habits: How Companies Function (or Dysfunction)

The Ethics of Habit Manipulation: When Companies Predict Your Behavior

『習慣の力』をもっと深く楽しむ

Social Habits: How Movements Spread and Take Hold

Free Will and Responsibility: Are We Accountable for Our Habits?

聴きながら、すべての言葉を目で追えます

Transforming Habits: A Practical Framework for Change

『習慣の力』を最後まで読み終えました

他のユーザーのお気に入り

もっと見る

『習慣の力』の概要