https:\/\/deanyeong.com\/decision-making-books\/<\/p>\n
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Brothers Chip and Dan Heath in their New York Time\u2019s best-selling book, \u201cMade to Stick,\u201d explore the stickiness of an idea. Those of us who spend time in the start-up world marvel at why one idea gains traction and other, seemingly better ideas, fall to wayside. The Heath brothers provide insights on this phenomenon and provide help for those bent on creating ideas that are \u201csticky.\u201d<\/p>\n
\u201cSticky\u201d ideas are understandable, memorable, and effective in changing thought or behavior. The six underlying SUCCESs principles for making things \u201cstick\u201d are:<\/p>\n
\u2022 Simplicity \u2013 Simple=core+compact. Find and share your core idea; make it simple and profound. \u201cIt\u2019s the economy, stupid\u201d (Clinton campaign, 1992) is a great example. The inverted pyramid approach which is used in journalism is a good tool to get your headline.
\n\u2022 Unexpectedness – We need to violate people\u2019s expectations to get them to pay attention. Break existing patterns to get people\u2019s attention. Southwest flight attendants use humor (there are two doors on either side if you need to jump!) to hold attention when giving the pre-flight safety announcement. Humans adapt incredibly quickly to patterns. Consistent sensory stimulation makes us tune out.
\n\u2022 Concreteness \u2013 You must help people understand and remember. Don\u2019t use abstractions. Make your core idea concrete. Use common knowledge to make your idea stick. Our greatest villain is the Curse of Knowledge or when we assume everyone knows what we know or shares our unique perspective. We have to see it from the \u201cothers\u201d point of view. We forget what other people do not know and slip into \u201cabstractspeak.\u201d Boeing\u2019s criteria for a new plane was not \u201cthe best passenger plane in the world\u201d but one that can seat 131 passengers and land on Runway 2-22 at LaGuardia. No ambiguity here.
\n\u2022 Credibility \u2013 Help people believe by making sure your idea carries its own credentials. Pass the \u201cSinatra Test.\u201d Examples offered include \u201cWhere\u2019s the Beef?\u201d and Reagan\u2019s \u201cAre you better off today?\u201d Both were credible and resonated as they were based on common shared knowledge.
\n\u2022 Emotional\u2013 Make people care by using the power of association, appealing to self-interest, or identity. \u201cPeople donate to Rokia more than a wide swath of Africa\u201d; \u201cHonoring the Game\u201d versus the use of the word \u2018sportsmanship\u2019; \u201cI\u2019m in charge of morale\u201d as stated by a US military cook in Iraq. We must make people feel something to get them to care. We are wired to feel things, not abstractions.
\n\u2022 Stories \u2013 Stories get people to act on our ideas. Stories act as a kind of mental flight simulator, preparing us to respond more quickly and effectively. Stories are told and retold because they contain wisdom. The Healths provide what they view are the three basic story plots \u2013 the Challenge Plot, The Connection Plot, and the Creativity Plot. Stories can almost single-handedly defeat \u201cThe Curse of Knowledge.\u201d I have been involved in a ministry for people in career-transition for over fifteen years. We consistently advise those in-transitions to create stories to highlight their skills and experience when interviewing. It is well understood that interviewers will mostly remember your comportment and more importantly, your stories.<\/p>\n
A chapter is devoted to each principle with the authors providing context for clarity and understanding, examples, and tools to guide the development of a \u201csticky\u201d idea.<\/p>\n
The Curse of Knowledge is what escapes most when trying to pitch an idea. It is the natural psychological tendency that consistently gets in the way of our ability to successfully create \u201csticky ideas\u201d using these principles. Once we know something, we find it hard to imagine what it was like not to know. This knowledge has \u201ccursed\u201d us and makes it difficult to share our knowledge with others. It is because we cannot readily re-create our listeners state of mind. When a CEO discusses \u201cunlocking shareholder value,\u201d there is a tune playing in his head that the employees can\u2019t hear. On the other hand, President John F. Kennedy knew that opaque, abstract missions don\u2019t captivate and inspire people so he concretely challenged the country with \u201clanding on the moon by the end of the decade.\u201d<\/p>\n
Throughout the book, the authors present \u201cIdea Clinics\u201d which illustrate how an idea can be made stickier. Example: \u201dDo smokers really need to understand the workings of the lungs in order to appreciate the dangers of smoking?\u201d<\/p>\n
The book itself is \u201csticky\u2019 filled with stories of normal people facing normal problems who did an amazing thing simply by applying these principles, even if they were not aware that they were doing this. They distinguish themselves by crafting ideas that made a difference.<\/p>\n
Do your ideas gain traction and \u201cStick\u201d or are they cast aside for less important ideas? \u201cMade to Stick\u201d was written for you.<\/p>\n","protected":false},"excerpt":{"rendered":"
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