We need to both get attention and keeping it. Mysteries are so powerful because they create a need for closure. Your goal is raise questions, open gap of knowledge with mysteries and piquing curiosity. Note: in a quest for the unexpected some advertisers focus too much on grabbing attention in ways that do not relate to the content.
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You must always grab attention in a way that relates to your content. The easier we can relate to something, the more we understand it and remember it. Concrete is something the senses can capture and something that we have already experienced. Too often missions statements sound like meaningless hot air nobody cares about.
The curse of knowledge comes into full force here. Experts tend to see things at a higher, more abstract level than novices and the danger is that they will explain it in more abstract terms as well. The more familiar and concrete hooks our message has, the easier it will be to remember. A great example to contextualize a statistic. Imagine you have to explain how accurate is a missile. You could say it can be shoot from the sun and hit within a Km of the target. But to humanize it you would say it goes from New York to LA and hit within 5cm.
The distance has been humanized because people have no idea of the sun-earth distance.
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Without knowing. For example a non-profit picked up potential donors to meet them.
And then told them how successful they were in turning homeless people into honest workers. One of them was their own driver surprise.
50 must-read psychology books
The elephant and rider have to work together, though. Otherwise, the elephant is immovable and the rider becomes exhausted. Motivating and removing ambiguity for the elephant is critical. Change is a constant in my portfolio companies and in our organization. One of the reasons bootstrapped companies are often successful with little capital is that they often look to prove their value initially and profitably on a limited scale, then grow profitably from that point by replicating their success.
By highlighting their prior successes — their bright spots — and focusing where they can be most effective and capital efficient they build momentum to eventually make big changes happen.
Javier Rojas is a managing director leading U. Upcoming Sponsor Media Partner Got a news tip?
Switch: How To Change Things When Change Is Hard – The Lean Thinker
The more you address each part, the more successful you will likely be: 1. Give clear guidance to the Rider to address his tendency for analysis paralysis in any change situation 2. I won't get into the details of the study here, but basically the finding was this: if you give people larger buckets, they will eat more popcorn. So if you're trying to get people to eat less popcorn, one thing you can do is use smaller buckets—it requires no appeal to the Rider or the Elephant, just a simple change in the environment.
Building habits is a good way to shape the path as well, and Switch has several suggestions on how to create new habits. What I loved about Switch is that it puts its own techniques into practice. It uses a bunch of success stories to grab you emotionally, and then also provides statistics and examples of studies to convince you intellectually. There are a limited number of steps to follow, and there are even "Clinic" sidebars that let you practice what you've just learned. And at the end of the book, there's a handy summary which won't make much sense unless you've actually read the book which matches up particular types of problems with the types of solutions that may work.
There are also a bunch of resources on their website , with podcasts broken down into different kinds of change: business, marketing, social sector, and personal. Does it work? Well, I just finished reading the book so I haven't starting putting everything into practice yet. But I'm already full of ideas of places I'd like to try things out. One of the biggest lessons I learned and am trying hard to keep in mind is avoiding the Fundamental Attribution Error: "our inclination to attribute people's behavior to the way they are rather than to the situation they are in.
But if you have a growth mindset, then you believe that change is possible. Even our reliance on things like the Myers-Briggs personality types tends towards the Fundamental Attribution Error, and Switch shows that in some cases you can cause change even when people want to resist.
It's an inspiring book, to be sure, all the more so because it's not just about changes that others have accomplished, but about how you can start some change yourself. For anyone struggling with change—be it personal, organizational, or societal—I highly recommend picking up a copy of Switch.
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