ZEAL INSTITUTE OF MANANGEMENT AND COMPUTER

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Atomic Habits: An Easy & Proven Way to Build Good

Habits & Break Bad ones
Book by James Clear

GROUP MEMBERS
 1. SONAL UTTARKAR
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2. KSHITIJA NEVASE
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3. RADHIKA TORAWANE
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4. MAHESH NAVALE
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5. DHANANJAY SHINDE
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SUMMARY
 CHAPTER 1
The Surprising Power of Atomic Habits

British Cyclists had won just a single gold medal at the Olympic games in about 100
years. Their bad performance resulted, top bike manufacturers to refuse bike sell. Hired
Dave Brailsford as new Performance director. He made small adjustments in bike seats, for
better grip rubbed alcohol on tires and used biofeedback sensors to monitor how athlete
responded. Besides this, Dave and team continued to find 1% improvements in overlooked
and unexpected areas. With all small improvements, cyclist won 60% of the gold medals in
London. Their teams also went on to win Tour de France five times in 6 years.
 Improving by 1% isn’t notable or noticeable but can be far more meaningful, especially in
long run.
 If we can get 1% better each day for 1 year, we will end up 37.78 times better by the time
we are done.
 Whereas if we get 1% worse each day for 1 year, we’ll decline nearly down to 0.

Habits are compound interest of self-improvement. Success is product of daily habits not
once in a lifetime. Our outcomes and net worth are a lagging measure of our habits and
financial habits. Time magnifies the margin between success and failure. It will multiply
whatever we feed it. Our habits can compound for or against us +ve in terms of productivity,
knowledge and relationships. While –ve compounding in stress, negative thoughts and
outrage.
Breakthrough moments are often result of many previous actions which build up the
potential requires to unleash a major change. E.g., cancer spends 80% of its life undetectable,
then takes over the body in months. Habits need to persist long enough to break through and
if we find struggling to build good habit or break bad one, its not because loss of improving
ability but due to not been crossed Plateau of Latent Potential.
As habits are double-edged sword which can either work for or agents us. Like atoms,
the building blocks of molecules, atomic habits are building blocks of results. It is not about
any single accomplishment but cycle of continuous improvement. Goals are about the results
we want to achieve. Systems are the processes that lead to those results. Goals, good for
setting a direction, but systems are best for making progress. Ultimately, it is our
commitment to the process that will determine our progress. We do not rise to the level of our
goals. We fall to the level of our systems.

CHAPTER 2
 How Your Habits Shape Your Identity (and vice versa)

Surprisingly it is difficult to change our habits due to two reasons: 1st we try to change the
wrong thing and 2nd we try to change our habits in the wrong way. There are 3 levels at which
change can occur:
 1st Layer-Changing your outcomes- Changing our results. Most of the goals we set are
associated with level of change
 2nd Layer-Changing your process- Changing our habits and systems. Most of the habits
we build are associated with this level
 3rd Deepest Layer-Changing your identity- Changing our beliefs. Most of the beliefs,
assumptions, and biases you hold are associated with this level.
Outcomes are about what we get. Processes are about what we do. Identity is about what
we believe. All levels of change are useful in their own way. The problem is the direction of
the change. Many people begin the process of changing the habits by focusing on what they
want to achieve which leads to outcome-based habits. The alternative is to build identity-
based habits with this approach we start by focusing on who we wish to become.
It is a simple two-step process: Decide the type of person you want to be. Prove it to
yourself with small wins. We might start a habit because of motivation, but the only reason
we will stick with one is that it becomes part of our identity. The more deeply a thought or
action is tied to your identity, the more difficult it is to change. Our behaviours are usually a
reflection of our identity. What you do is an indication of the type of person you believe you
are either consciously or unconsciously.
The biggest barrier to positive change at any level – individual, team or organization, is
identity conflict. We are not born with present beliefs it is learned and conditioned through
experience. The more you repeat a behaviour, the more you reinforce the identity associated
with that behaviour. The most practical way to change who you are is to change what you do.
Our habits shape our identity and our identity shapes our habits. Becoming the best version of
our self requires us to continuously edit our beliefs, and to upgrade and expand our identity.

CHAPTER 3
 How to Build Better Habits in 4 Simple Steps

Edward Thorndike successfully proved the experiments with the help of cats, as each
cat learned to associate the action of pressing lever with reward of escaping out of box for
getting food. A habit is a behaviour that has been repeated enough times to become
automatic. The process of habit formation begins with trial and error. Whenever we
encounter a new situation in life, our brain has to make a decision. Hence whenever we face a
problem repeatedly, our brain begins to automate the process of solving it. Habits are created,
level of activity in brain decreases. Jason Hreha, a behavioural scientist said that – “Habits
are simply reliable solutions to recurring problems in the environment”
The process of building a habit can be divided into four simple steps – cue, craving
response and reward together forms a neurological feedback loop also known as the Habit
loop
Problem phase
 Cue- It triggers our brain to initiate a behaviour.
 Craving- It is motivational force behind every habit, without craving for change, we have
no reason to act.
Solution phase
 Response- It is the actual habit we perform, which can take the form of thought or action
a response delivers reward
 Reward- end goal of every habit.
The Four Laws of Behaviour change provides a simple set of rules for creating good
habits and breaking bad ones.

To create a good habit To break a bad habit

1st Law-(Cue) – Make it obvious
2nd Law-(Craving) – Make it
attractive
3rd Law-(Response) – Make it easy
4th Law-(Reward) – Make it satisfying
Invert1st Law-(Cue) – Make it invisible
Invert 2nd Law-(Craving) – Make it
unattractive
Invert 3rd Law-(Response) – Make it
difficult
Invert 4th Law (Reward) – Make it
unsatisfying

Whenever we want to change our behaviour, simply ask to yourself:

 How can I make it obvious?
 How can I make it attractive?
 How can I make it easy?
 How can I make it satisfying?
 CHAPTER 4
The Man Who Didn’t Look Right

Our brain is prediction machine. For habit to begin we don’t need to be aware of the
cue. Our brain picks up cues that predict certain outcomes without thinking about it. Some of
examples showed that we stop paying attention to what we are doing, once habits become
automatic. Hence process of behaviour change always starts with awareness. We need to be
aware of our habits before we change them.
Japanese railway system is regarded as one of the best in the world. Railway operators
go through a ritual of pointing at different objects and calling out commands – “Signal is
green”, “All clear” etc. Every detail is identified, pointed at and named aloud hence process
known as pointing and calling which reduced errors up to 85% and cuts accidents by 30%. Its
effective because of raises in level of awareness from a nonconscious habit to a more
conscious level. We need a “point-and-call” system for our personal lives.
A simple exercise can use to become more aware of our behaviour by creating our
Habit Scorecard Firstly make a list of your daily habit, for each habit, ask yourself:
 If it is this a good habit then write (+)
 If it’s a bad habit write (-)
 If it’s a neutral habit then write (=)
If seems difficult to rate a particular habit, ask yourself:
“Does this behaviour help me become the type of person I wish to be?”
Habits that reinforce, desired identity are good while habits that conflict, desired
identity are bad. There are only effective habits nor good or bad.
James Clear has a habit scorecard template available at atomichabits.com/scorecard

CHAPTER 5
The Best Way to Start a New Habit

The two most common cues that can trigger a habit are time and location. 

Implementation Intention: pairing a new habit with a specific time and location – “I will
[BEHAVIOR] at [TIME] in [LOCATION].”

For example: “I will exercise for one hour at 5 p.m. at my local gym.”
Habit Stacking: pairing a new habit with a current habit – “After [CURRENT HABIT], I
will [NEW HABIT].”

For example: “After I pour my cup of coffee each morning, I will meditate for one minute.”

The key is to tie your desired behaviour into something you already do each day. 

You can develop general habit stacks for specific situations:

 “If I see stairs, I will take them instead of the elevator.”

 “When I serve myself, I will always put veggies on my plate first.”
The secret to creating a successful habit stack is selecting the right cue. Brainstorm a list of
your current habits:

1. In the first column, write the habits you do each day without fail
2. In the second column, write everything that happens to you each day without fail
3. Now find the best place to layer your new habit into your lifestyle
Make your cue highly specific and immediately actionable: “After I close the door”; “After
I brush my teeth”. The more tightly bound your new habit is to a specific cue, the better the
odds are that you will notice when the time comes to act.
 CHAPTER 6
Motivation Is Overrated; Environment Often Matters More

Environment is the invisible hand that shapes human behaviour. Habits are context-
dependent. Small changes in context can lead to large changes in behaviour over time. 

Make the cues of good habits obvious in your environment:

 Practice guitar more frequently? Place it in the middle of the living room
 Drink more water? Fill up a few waters bottles each morning and place them around
the house
The most persistent behaviours usually have multiple cues. Habits become associated not
with a single trigger but with the entire context surrounding the behaviour. The context
becomes the cue.

It is easier to build new habits in a new environment as you won’t fight old cues. Create
new routines in new places, like a different coffee shop or a bench in the park.

If you can’t, rearrange your current one. Create a separate space for work, study, exercise,
and entertainment. 

If your space is limited, divide your room into activity zones: a chair for reading, a desk for
writing, a table for eating. You can do the same with your digital spaces.

“I know a writer who uses his computer only for writing, his tablet only for reading, and his
phone only for social media and texting. Every habit should have a home.”

A stable environment where everything has a place and a purpose is an environment where
habits can easily form.

CHAPTER 7
The Secret to Self-Control

Once a habit has been formed, the urge to act follows whenever the environmental cues
reappear. 
Bad habits are autocatalytic: the process feeds itself. They foster the feelings they try to
numb. You feel bad, so you eat junk food.
Researchers refer to this phenomenon as “cue-induced wanting”: an external trigger causes a
compulsive craving to repeat a bad habit. Once you notice something, you begin to want it.
You can break a habit, but you’re unlikely to forget it. 
In the short-run, you can try to overpower temptation. In the long-run, you become a product
of the environment that you live in. 
“I have never seen someone consistently stick to positive habits in a negative environment.”
The best strategy to eliminate bad habits is to cut off at the source. Reduce exposure to the
cue that causes it.
For example:
Can’t get any work done? Leave your phone in another room for a few hours
Watch too much television? Move the TV out of the bedroom
Rather than make it obvious, make it invisible. Remove a single cue and the entire habit often
fades away. Self-control is a short-term strategy, not a long-term one.
People with high self-control tend to spend less time in tempting situations. It’s easier to
avoid temptation than to resist it.

CHAPTER 8
How to Make a Habit Irresistible

The more attractive an opportunity is, the more likely it is to become habit-forming. 

Habits are a dopamine-driven feedback loop. Every behaviour that is highly habit-forming
– taking drugs, eating junk food, browsing social media – is associated with higher levels of
dopamine. Dopamine is released when you experience pleasure but also when
you anticipate it.

It is the anticipation of a reward – not the fulfilment of it – that gets us to take action.

“Desire is the engine that drives behaviour. Every action is taken because of the anticipation
that precedes it. It is the craving that leads to the response.”

The greater the anticipation, the greater the dopamine spike.

Temptation Bundling: pair an action you want to do with an action you need to do

For example:

 Only listen to podcasts you love while exercising

 Only watch your favourite show while ironing 
How to build your temptation bundling strategy:

1. In the first column, write the pleasures you enjoy and the temptations that you want to
do
2. In the second column, write the tasks you should be doing but often procrastinate on
 3. Browse your list and link one of your instantly gratifying “want” behaviours with
something you “should” be doing
You can combine temptation bundling with habit stacking: “After [CURRENT HABIT], I
will [HABIT I NEED]. After [HABIT I NEED], I will [HABIT I WANT].”

For example: You want to read the news but need to express more gratitude: “After I get my
morning coffee, I will say one thing I’m grateful for that happened yesterday (need). After I
say one thing, I’m grateful for, I will read the news (want).”

CHAPTER 9

The Role of Family and Friends in Shaping Your Habits

The culture we live in determines which behaviours are attractive to us. We tend to
adopt habits that are praised and approved of by our culture because we have a strong desire
to fit in and belong to the tribe.

We tend to imitate the habits of three social groups. Each group offers an opportunity to
leverage the 2nd Law of Behaviour Change and make our habits more attractive:

Imitating the Close: we pick up habits from the people around us. To build better habits,
join a culture where your desired behaviour is normal behaviour. If you are surrounded by fit
people, you’re more likely to consider working out to be a common habit
Imitating the Many: whenever we are unsure how to act, we look to the group to guide our
behaviour.  Most days, we’d rather be wrong with the crowd than be right by ourselves
Imitation the Powerful: we are drawn to behaviours that earn us respect, approval,
admiration, and status. If a behaviour can get us approval, respect, and praise, we find it
attractive. We are also motivated to avoid behaviours that would lower our status

CHAPTER 10
How to Find and Fix the Causes of Your Bad Habits

Every behaviour has a surface level craving and a deeper underlying motive.

We do not desire to smoke cigarettes or check Instagram. At a deep level, we simply want to
reduce uncertainty and relieve anxiety, win social acceptance and approval, or achieve status. 
Our habits are modern-day solutions to ancient desires. Some reduce stress by smoking a
cigarette while others go for a run.
Once you associate a solution with the problem you need to solve, you keep coming back to
it. 
For example:
Cue: You notice that the stove is hot. Prediction: “If I touch it I’ll get burned, so I should
avoid touching it.”
Cue: You see that the traffic light turned green. Prediction: “If I step on the gas, I’ll make it
safely through the intersection, so I should step on the gas.”
Life feels reactive, but it is actually predictive.
The cause of your habits is actually the prediction that precedes them. The prediction leads to
a feeling, which is how we normally describe a craving – a feeling, a desire, an urge. 
Habits are attractive when we associate them with positive feelings and unattractive when we
associate them with negative feelings.
To reprogram your brain to enjoy hard habits, make them more attractive by learning to
associate them with a positive experience. Highlight the benefits of avoiding a bad habit to
make it seem unattractive.
Create a motivation ritual by doing something you enjoy immediately before a difficult habit.

CHAPTER 11
Walk Slowly, but Never Backward

We are so focused on figuring out the best approach that we never get around to taking
action.

“I refer to this as the difference between being in motion and taking action. The two ideas
sound similar, but they’re not the same. When you’re in motion, you’re planning and
strategizing and learning. Those are all good things, but they don’t produce a result. Action,
on the other hand, is the type of behaviour that will deliver an outcome.”

For example:

 Motion: outlining twenty ideas for articles. Action: sitting down and writing an article
 Motion: search for a better diet plan and read a few books on the topic. Action: eat a
healthy meal

Motion can be useful, but it will never produce an outcome by itself. Motion feels like
making progress without running the risk of failure. But really, you’re just preparing to get
something done. The most effective form of learning is practice, not planning. Focus on
taking action, not being in motion. To master a habit, start with repetition, not perfection.
You don’t need to map out every feature of a new habit. Just practice it. Get your reps in.
Habit formation is the process by which a behaviour becomes progressively more automatic
through repetition. The amount of time you have been performing a habit is not as important
as the number of times you have performed it. What matters is the rate at which you perform
the behaviour. It’s the frequency that makes the difference.

CHAPTER 12
The Law of Least Effort

Human behaviour follows the Law of Least Effort. We naturally gravitate toward the option
that requires the least amount of work. So, it is crucial to make your habits so easy
that you’ll do them even when you don’t feel like it. 

Create an environment where doing the right thing is as easy as possible. Rather than trying
to overcome friction, reduce the friction associated with good behaviours. When friction is
low, habits are easy. 

Optimize your environment to make actions easier. To practice a new habit, choose a place
that is already along the path of your daily routine. Habits are easier to build when they fit
into the flow of your life.  Another way is to prime your environment to make future actions
easier. To break bad habits, increase the friction associated with bad behaviours. When
friction is high, habits are difficult. 

CHAPTER 13
How to Stop Procrastinating by Using the Two-Minute Rule

Habits can be completed in a few seconds but continue to impact your behaviour for
minutes or hours afterward. It’s easier to continue what you are doing than start something
different. 

Many habits occur at decisive moments – choices that are like a fork in the road – and either
send you in the direction of a productive day or an unproductive one. It’s easy to start too big.
Excitement inevitably takes over and you end up trying to do too much too soon. To
counteract it, use the Two-Minute Rule:

“When you start a new habit, it should take less than two minutes to do.”

Scale down habits into a two-minute version:

 “Read before bed each night” becomes “Read one page”

 “Do thirty minutes of yoga” becomes “Take out my yoga mat”
The idea is to make your habits as easy as possible to start. The actions that follow a new
habit can be challenging, but the first two minutes should be easy. You need a “gateway
habit”.

Find gateway habits that lead to your desired outcome by mapping your goals on a scale from
“very easy” to “very hard.”

Your goal might be to run a marathon, but your gateway habit is to put on your running
shoes. 

The point is to master the habit of showing up. You can’t improve a habit that doesn’t
exist. Make it easy to start and the rest will follow.

The more you ritualize the beginning of a process, the more likely it becomes that you can
slip into the state of deep focus that is required to do great things. Standardize before you
optimize.

The rule also reinforces the identity you want to build. You’re taking the smallest action that
confirms the type of person you want to be. One minute of reading is better than never
picking up a book. It’s better to do less than you hoped than to do nothing at all.

Once you’ve mastered showing up, scale your habit back up toward your ultimate goal
with habit shaping.

CHAPTER 14
How to Make Good Habits Inevitable and Bad Habits Impossible

Sometimes success is less about making good habits easy and more about making bad habits
hard. 

Commitment Device: a choice you make in the present that locks in better behaviour in the
future

For example:

 Overeating? Purchase food in individual packages instead of bulk size

 Want to get in shape? Schedule a yoga session and pay ahead of time

Commitment devices are useful because they take advantage of good intentions before you
can fall victim to temptation. They increase the odds that you’ll do the right thing in the
future by making bad habits difficult in the present. The best way to break a bad habit is
to make it impractical to do.

The ultimate way to lock in future behaviour is to automate your future habits. Onetime
choices – like buying a better mattress or enrolling in an automatic savings plan – deliver
increasing returns over time. Using technology to automate your habits is the most reliable
and effective way to guarantee the right behaviour.

“Every Monday, my assistant would reset the passwords on all my social media accounts,
which logged me out on each device. All week I worked without distraction. On Friday, she
would send me the new passwords. I had the entire weekend to enjoy what social media had
to offer until Monday morning when she would do it again.”

CHAPTER 15
The Cardinal Rule of Behaviour Change

Behaviour is repeated when the experience is satisfying. For habits to stick, you need to
feel immediately successful – even if it’s in a small way. Habits produce outcomes across
time that are often misaligned. The costs of your good habits are in the present. The costs of
your bad habits are in the future.

The Cardinal Rule of Behaviour Change: “What is immediately rewarded is repeated. What is

immediately punished is avoided.” Add a little bit of immediate pleasure to the habits that
pay off in the long-run and immediate pain to ones that don’t.

In the beginning, make the ending of your habit satisfying so you stay on track. Use
reinforcement with an immediate reward to increase the rate of the behaviour. Select short-
term rewards that reinforce your identity rather than ones that conflict with it.

You can also make avoidance visible. Open a savings account for something you want – like
a “Leather Jacket”. The immediate reward of seeing yourself save money toward the jacket
feels better than being deprived. You are making it satisfying to do nothing.

Eventually, intrinsic rewards (better mood, more energy, etc.) kick in and you’ll be less
concerned with chasing the secondary reward. You do it because it’s who you are. Identity
sustains a habit.

CHAPTER 16
How to Stick with Good Habits Every Day

One of the most satisfying feelings is the feeling of making progress.

A habit tracker is a simple way to measure whether you did a habit—like marking an X on a
calendar. Don’t break the chain. Habit trackers and other visual forms of measurement can
make your habits satisfying by providing clear evidence of your progress. Whenever
possible, automate measurement. Limit manual tracking to your most important habits.
Record each measurement immediately after the habit occurs. 
The habit stacking + habit tracking formula is: “After [CURRENT HABIT], I will [TRACK
MY HABIT].”
Try to keep your habit streak alive. 

Life will interrupt you at some point. Remind yourself of a simple rule: never miss twice. If
you miss one day, try to get back on track as quickly as possible. 

Show up on your bad (or busy) days. Lost days hurt you more than successful days help you.
Doing something – ten squats or one push-up – is huge. Don’t put up a zero. Don’t let losses
eat into your compounding.

Measurement is only useful when it guides you and adds context to a larger picture, not when
it consumes you. Each number is simply one piece of feedback in the overall system. Just
because you can measure something doesn’t mean it’s the most important thing.

CHAPTER 17
How an Accountability Partner Can Change Everything

The inversion of the 4th Law of Behaviour Change is making it unsatisfying. We are less
likely to repeat a bad habit if it is painful or unsatisfying.

An accountability partner can create an immediate cost to inaction. We care deeply about
what others think of us, and we do not want others to have a lesser opinion of us.

A habit contract can be used to add a social cost to any behaviour. It makes the costs of
violating your promises public and painful.

Knowing that someone else is watching you can be a powerful motivator.

CHAPTER 18
The Truth About Talent (When Genes Matter and When They Don’t)

The secret to maximizing your odds of success is to choose the right field of competition.
Habits are easier to perform, and more satisfying to stick with, when they align with your
natural inclinations and abilities. Competence is highly dependent on context. If you want to
be truly great, selecting the right place to focus is crucial.

Genes do not determine your destiny; they determine your areas of opportunity. The key is to
direct your efforts towards areas that both excite you and match your natural skills. Align
your ambition with your ability.

The more you master a specific skill, the harder it becomes for others to compete with you.
Boiling water will soften a potato and harden an egg, you can’t control which you are. Genes
to not eliminate the need for hard work, they clarify it. They tell us what to work on

The Big Five Spectrums of Behaviour

 Openness to Experience:
Curious and Inventive <——> Cautious and Consistent
 Conscientiousness:
Organized and Efficient <——> Easy-going and Spontaneous
 Extraversion:
Outgoing and Energetic <——> Solitary and Reserved
 Agreeableness:
Friendly and Compassionate <——> Challenging and Detached
 Neuroticism:
Anxious and Sensitive <——> Confident, Calm, and Stable

CHAPTER 19
The Goldilocks Rule: How to Stay Motivated in Life and Work

The way to maintain motivation and achieve peak levels of desire is to work on tasks of just
manageable difficulty. The Goldilocks Rule: humans experience peak motivation when
working on tasks that are right on the edge of their current abilities.

The greatest threat to success is not failure, but boredom. Once a habit is established, it is
important to continue to advance in small ways. These little improvements and new
challenges keep you engaged. Successful people feel the same lack of motivation as everyone
else. The difference is that they still find a way to show up despite the feelings of boredom.

As soon as we experience the slightest dip in motivation, we begin seeking a new strategy.
Even if the old one is still working. The sweet spot of desire occurs at a 50/50 split between
success and failure. You need just enough winning to experience satisfaction and just enough
wanting to experience desire.
No habit will stay interesting forever. You have to fall in love with boredom. It doesn’t
matter what you are trying to become better at, if you only do the work when it is convenient
or exciting, then you’ll never be consistent enough to achieve remarkable results.

Stepping up when it is painful, annoying, draining, or boring is what makes the difference
between a professional and an amateur. Professionals stick to the schedule, amateurs let life
get in the way. Professionals know what is important to them and work toward it with
purpose, amateurs get pulled off course by the urgencies of life.

CHAPTER 20
The Downside of Creating Good Habits

Habits are the backbone of any pursuit of excellence.

When you can do it “good enough” on autopilot, you stop thinking about how to do it better.
You can’t repeat the same things blindly and expect to become exceptional. Habits are
necessary, but not sufficient for mastery. You need a combination of automatic habits and
deliberate practice.
Habits + Deliberate Practice = Mastery
Mastery is the process of narrowing your focus to a tiny element of success, repeating it until
you have internalized the skill, and then using the new habit as the foundation to advance to
the next frontier of your development.
Each habit unlocks the next level of performance. It is an endless cycle. Reflection and
review enable the long-term improvement of all habits. Without reflection, we have no
process for determining if we are performing better or worse than yesterday.
Top performers in all fields engage in various types of reflection and review.
Some investors and executives keep a decision journal in which they record the major
decisions they make each week, why they made them, and what they expect the outcome to
be. They review their choices at the end of each month or year to see where they were correct
and where they went wrong.
Two modes of reflection and review that James Clear uses:
Annual review each December.
Tally habits, articles published, workouts, etc.
What went well this year?
What didn’t go so well this year?
What did I learn?
An integrity report 6 months into the year.
Whoever is stiff and inflexible is a disciple of death, whoever is soft and yielding is a disciple
of life.

The effect one small action can have when repeated enough times. See the ancient Greek
parable the Sorites Paradox. Success is not a goal to reach or a finish line to cross, it is system
to improve, an endless process to refine. The secret to getting results that last is to never stop
making improvements. It is remarkable what you can build if you just don’t stop.