A similar style to Gladwell's is used, with a number of stories and case studies followed by principles. They are a striking example of concreteness. Here’s how a story helps rid one of the Curse of Knowledge. As different as each sticky story may be, they share six characteristics. That probably seems obvious: we know that sentences are better than paragraphs, easy words are better than hard words, etc. To be surprising, an event can’t be predictable. Your Brain On Chaos: Debunking The Myth Of Tortured Artist, 5 Reasons Why Creativity and Business Have a Problematic Relationship, Why Freelance Writing is Killing Your Creativity (and how to reclaim it), 4 Ways to Squeeze the Juice Out of Your Creativity. The most basic way to make people care is to form an association between something they don’t yet care about and something they do care about; something that matters to them. A key to making an idea sticky is to tell it as a story. made to stick success model www.made to stick.com principle 1 simple principle 2 unexpected principle 3 concrete principle 4 credible principle 5 emotional Another way to prevent getting this page in the future is to use Privacy Pass. When explaining how to solve problems someone might say “Keep the lines of communication open.” They are hearing in their heads a song filled with passion and emotion. They’ve given us a cute little acronym to help them (ahem) stick: SUCCESs. It’s a fast-paced tour of idea success stories (and failures)—the Nobel Prize-winning scientist who drank a glass of bacteria to prove a point about stomach ulcers; the charities who make use of the Mother Teresa Effect; the elementary-school teacher’s simulation that actually prevented prejudice . You may need to download version 2.0 now from the Chrome Web Store. Concrete ideas are easy to remember. People matter to themselves. That need can make us finish a bad book, or watch a bad movie to the end, because we want to know what happens. Communicate your message in a way that breaks your audience’s guessing machines along the critical, counter-intuitive dimension. The authors share the 3 major types of stories to look for. So, a good process for making ideas stickier is: Surprise jolts us to attention. There are several ways to do this: (1) Use an anti-authority, (2) Use concrete details, (3) Use statistics, (4) Use something called the Sinatra Test, and (5) Use testable credentials. But to be satisfying, surprise must be “post-dictable.” The twist makes sense after you think about it, but it’s not something you would have seen coming. Even experts need clarity. Surprise is the opposite of predictability. Concreteness also enables coordination by making targets clear. So how do we make people care about our messages? Here are the 6 principles again: Apply these rules to make your own messages “stick” at your own pleasure. It is triggered when our expectations fail, and it prepares us to understand why the failure occurred. What kind of situation is this? Stories encourage a kind of mental simulation or reenactment on the part of the listener that burns the idea into the mind. They need to share the story of their trials. Completing the CAPTCHA proves you are a human and gives you temporary access to the web property. Unexpected ideas are more likely to stick because surprise makes us pay attention and think. If you are at an office or shared network, you can ask the network administrator to run a scan across the network looking for misconfigured or infected devices. The Heath brothers give us six qualities of sticky ideas. Simple–the core message that is compact and profound. What makes people believe ideas? The real difficulty is to be sure they are simple enough. Sticky ideas shared certain traits that made them more likely to succeed and be remembered by people. Then, once their guessing machines have failed, help them refine their machines. Their efforts will not be fully aligned or coordinated until the goal is made concrete. The main difference between an expert and novice is the ability of the expert to see things abstractly. They ask questions like: Who am I? If one can bring in a true authority then the problem of credibility is easily solved, but what if we cannot? Cloudflare Ray ID: 5fa0e91a0f17b444 For example, the story of the fox and the grape ends with the fox concluding that grapes out of his reach are likely sour — hence the phrase “sour grapes”, which appears in nearly every language. Experiments have shown that people remember concrete over abstract nouns: “bicycle” over “justice” or “personality.”. Why do some ideas thrive while others die? We often simply tune them out. To one “the next great search engine” means completeness, ensuring that the search engine returns everything on the web that could possibly be relevant. Of the 6 traits of “stickiness” described in this book, being concrete is the easiest to accept and implement. Unexpected–get your audience’s attention and hold it … Something becomes concrete when it can be described or detected by the human senses. Surprise doesn’t work well if it’s just gimmicky. It will come as no surprise that one reliable way of making people care is by invoking self-interest. The power of a good story is that it provides inspiration. They’re remembering the experience that taught them those lessons — the struggles, the political battles, the missteps, the pain. We need to master the art of exclusion. That kind of curiosity happens when we notice a gap in our knowledge. Why isn’t it already happening naturally? We feel a need to fill the gap. So, the lawyer needs to argue the most important point that will turn the case to his favor. And how do we improve the chances of worthy ideas? Made to Stick: Why Some Ideas Survive and Others Die is a book by brothers Chip and Dan Heath published by Random House on January 2, 2007. Made to Stick will transform the way you communicate. Besides being core, simple messages also need to be compact. Your IP: 91.238.164.172 It moves people to take action. Humans adapt incredibly quickly to patterns. The book continues the idea of "stickiness" popularized by Malcolm Gladwell in The Tipping Point, seeking to explain what makes an idea or concept memorable or interesting. Consider a software startup with the goal of building “the next great search engine.” Within the startup are two programmers with nearly identical skillsets working next to each other. To make people care about ideas we get them to: Often people make decision not in a rational way — write down all alternatives and look at pluses and minuses — but instead they make them based on identity. • If you are on a personal connection, like at home, you can run an anti-virus scan on your device to make sure it is not infected with malware. For some 2,500 years they have resonated and been remembered by human kind. Think of the hum of a fan, or traffic noise, or a familiar smell. A V-8 engine is concrete; “high-performance” is abstract. It’s well-known that a good story is very sticky. Perhaps the simplest of all sticky ideas is Einstein’s E = MC², which renders the complexity of the material universe and the mystery of relativity in 5 letters, numbers, and symbols. Identify the central message you need to communicate — find the core; Figure out what is counter-intuitive about the message — i.e., what are the unexpected implications of your core message? This chapter focuses on how to create credibility when you don’t have such authority figures. Core messages help people make choices by reminding them of what’s important, and enabling that to guide their decisions. The gap in our knowledge (curiosity) holds our attention. We base it on authorities — our parents, traditions, experts, etc. It often isn’t clear what is best. A key to making an idea sticky is to tell it as a story. When people have too many choices, they tend to get paralyzed and find it difficult to make decisions. The hard part about using a story is creating it. That doesn’t mean dumbing things down; it does mean finding the core of the idea. It’s a fast-paced tour of success stories (and failures): the Nobel Prize-winning scientist who drank a glass of bacteria to prove a point about stomach ulcers; the charities who make use of the Mother Teresa Effect; the elementary-school teacher whose simulation actually prevented racial prejudice. And what matters to people? The extra attention and thinking sears unexpected events into our memories. Humans think in patterns, the key is to break these patterns. The good news is that to make people care we don’t have to produce emotion from an absence of emotion. Stories encourage a kind of mental simulation or reenactment on the part of the listener that burns the idea into the mind. Performance & security by Cloudflare, Please complete the security check to access.
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