《Made to Stick: Why some ideas survive and others die》
by Chip Heath Dan Heath
This is a book about to share ideas and have a bigger effect to the listeners.
Summary in a sentence: find the** core**, and then translate the core using the SUCCESs (simple, unexpected, concrete, credible, emotional, stories) checklist.
*The first chapter emphasizes the core of what we should spread, find it and share it in an understandable word. A similar thing is that what we should teach our children is the core value, not the detail action. Another similar thing is the ” first principle” recommended by Elon Musk, find the core of the question and then to solve it. *
The second chapter “unexpected” emphasizes that we should get people’s attention by surprise (the unexpected part of what we want to share) and then rebuild the logic.
The third chapater “concrete” emphasizes that we should share ideas using concrete and tangible way, because most people especially newhand/novince can understand through this way. In other ways, share ideas based on the targeted people’s thinking level. Only experts can understand easiy throught complex and intangible words. But most people and our brain prefers concrete and tangible information. And this is why visualization management is effective.
The four chapter “credible” tells us severals ways to make the things beliveable. They are divided into external and internal credibility. The external credibility like the anthority that help us to prove somthing. The internal credibility includs the vivid details (most of people will memorize the vivid details other than the boring conclusion), statistics (it’s hard to understand but very believable somtimes) and sinatra test (use a common example to prove we can do it too).
The five chapter “emotional” tells us how to boost people’s emotion and let them act. Such as (1)associate what we want to share with people’s care. (2)appeal to people’s self-interest, (3) appeal to people’s identify. All is to let people make action by feeling, not analytical hats.
The six chapter “stories” tells us the power of stories. Because the story is a kind of brain simulation and can let us memorize more easily. This chapter reminds me of the book
The reading note of the first part,《Made to Stick》Reading Notes 1-3, including:
- Introduction: the main idea of this book
- Chapter one: Simple
- Chapter 2: Unexpected
- Chapter 3: Concrete
Chapter 4: Credible
How to make an idea credible and beliveble, the author told us a story that a doctor made himself sick and then eat the pill to cure himself. He used himself as a real example to show the credebility of his research.
In this chapter, the author told us two kinds of credibility: external and internal. Both ways have some actional methods. For the external credibility, we should use real people (who we know and like, such as the stars) as an true example, not just say “someone”.
- external credibility: authority, anti-authority (external validation, using external examples to make people believe)
- **internal credibility: vivid details, statistics, sinatra test **
- testable credential: let the customer to prove its credibility by themselves.
vivid detals should be connected with the core we want to share.
sinatra test: if you can make it there, you can make it anywhere. (therefore, show the example that can make the customer belive that you can do it well anywhere). [Like a common and universal example to prove that we can do it. 】
An example passes the Sinatra Test when one example alone is enough to establish credibility in a given domain. For instance, if you’ve got the security contract for Fort Knox, you’re in the running for any security contract (even if you have no other clients). If you catered a White House function, you can compete for any catering contract. It’s the Sinatra Test: If you can make it there, you can make it anywhere.
So far we’ve talked about creating credibility by drawing on external sources—authorities and antiauthorities. And we’ve talked about creating credibility by drawing on sources inside the message itself—by using details and statistics and examples that pass the Sinatra Test.
We’ve seen that we can make our ideas more credible, on their own merits, by using compelling details or by using statistics. A third way to develop internal credibility is to use a particular type of example, an example that passes what we call the Sinatra Test
In this chapter we’ve seen that the most obvious sources of credibility—external validation and statistics—aren’t always the best. A few vivid details might be more persuasive than a barrage of statistics. An antiauthority might work better than an authority. A single story that passes the Sinatra Test might overcome a mountain of skepticism
备注：credible，可信的，比如《影响力》中的从众心理，熟人的推荐（安利）会让我们觉得更可信。 这也是缺乏概率思考的表现，故事比概率更容易打动普通人。
Chapter 5: Emotional
In this chapter, we should to boost the people’s emotion to act. There are three methods:
- associate our idea with what they care about
- applealing to self-interest ( Maslow’s pyramid)
- appealing to identify. (When there is violence between Self-interest and political law(Texas litter)) 【身份认同，也是从众的一个表现】
Beside the above three methods, we should always to remember not to trapped in “the curve of knowledge“. The curve of knowledge means that we and the listeners don’t understand the things from the same level and direction. (the difference of experts and novince/newhand) There are two ways to sove the problem. One is to ask “whys” to find the root reason. The second one is to use the role-playing exercise that can let us see many unvisbile things.
the goal of making messages “emotional” is to make people care. Feelings inspire people to act.
How can we make people care about our ideas? We get them to** take off their Analytical Hats**. We create empathy for specific individuals. We show how our ideas are associated with things that people already care about. We appeal to their self-interest, but we also appeal to their identities—not only to the people they are right now but also to the people they would like to be
So far we’ve looked at three strategies for making people care: using associations (or avoiding associations, as the case may be), appealing to self-interest, and appealing to identity.
avoid talking about abstract benefits (“People will enjoy a sense of security when they use Goodyear Tires”) and focus on personal benefits (“You enjoy a sense of security when you use Goodyear Tires”).
Chapter 6: Stories
Keywords: mental simulation, inspiration.
In this cahpter, there are three main contents: (1) why mental simulation is important for us, (2) story is a kind of simulation.(3) stories provide inspiration, then drive action.
Stories are effective teaching tools, because it can help us to memorize more easily. Our brain will use the same modues no matter it’s a story or a real action. That’s why the simulation only in our brain is useful to learn new skills.
In other words, this story is part entertainment and part instruction. Shop talk conveys important clues about how to respond to the world. It teaches nurses not to have blind faith in heart monitors. It teaches copy repairmen to beware of the misleading E053 code.
When we hear a story, we simulate it.
Reading stories makes us see pictures in our head.”
Why does mental simulation work? It works because we can’t imagine events or sequences without evoking the same modules of the brain that are evoked in real physical activity
Mental simulation can even alter visceral physical responses: When people drink water but imagine that it’s lemon juice, they salivate more
what we’re suggesting is that the right kind of story is, effectively, a simulation
why people like to listen stories?
A story is powerful because it provides the context missing from abstract prose
And this is the second major payoff that stories provide: inspiration. Inspiration drives action, as does simulation.
2018.6.30 chapter 4 and 5, 1h
2018.8.18 chapter 6.
原文链接——我的wordpress博文：《Made to Stick》Reading Notes 4-6