The Art of Subtle Influence
When people ignore advice, it isn’t always because they disagree with it. Sometimes they’re resisting the sense of pressure and the feeling that someone else is controlling their decision. To protect their freedom, instead of giving commands or offering recommendations, a motivational interviewer might say something along the lines of “Here are a f
... See moreAdam Grant • Think Again: The Power of Knowing What You Don't Know
Clara Nafria and added
The key is to stay focused on the behavior you are trying to change. So in intervention selection, assume nothing. What worked elsewhere may not work here; what has failed in another context may be viable in this one. Stay fixated on optimal distinctiveness
Matt Wallaert • Start at the End: How to Build Products That Create Change
Kaustubh Sule added
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This dynamic happens all the time. Someone shares a problem and we want to jump on it and solve it. But sometimes it’s okay to just let people feel like victims instead of shaming them into working with us, to let them have their experience and not need to change it. Our need to change other people and fix them might be the real problem rather than... See more
Tad Hargrave • Seven Principles & Seven Practices on Empathy in Marketing - Marketing For Hippies
Ana Fragoso added
The OARB Framework: Why You Should Appeal to Self-Interest When Giving Feedback
Wes Kaonewsletter.weskao.com
DKD and added
Often, our first tactic for making change is information. To improve diets, we tell kids about the links between donuts, soda, obesity, and diabetes. To improve efficiency, we inform staff about new procedures or values. These educational interventions draw upon the power of authoritative information to change minds and behavior. While this tactic
... See morePeter Morville • Intertwingled: Information Changes Everything
fnep added