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An analogy is a comparison that asserts a parallel between two distinct things, based on the perception of a shared property.
Analogies appear in metaphors, similes, political slogans, legal arguments, marketing taglines, mathematical formulas, biblical parables, logos, TV ads, euphemisms, proverbs, fables, and sports clichés.
Analogies are arguments that operate unnoticed. Like icebergs, they conceal most of their mass and power beneath the surface.
Analogies are also used in innovation and decision making. For instance, the "bicycle for the mind” that Steve Jobs envisioned as a Macintosh computer.
Using analogies help us to communicate effectively. For example, Warren Buffett noted "You never know who’s swimming naked until the tide goes out,” meaning when times are bad, hidden weaknesses are exposed.
Lack of awareness of an analogy's influence can come at a cost. The ability to construct a good analogy can help you reach your outcomes.
Effective, persuasive analogies frame situations and arguments.
Like picture frames, conceptual frames include ideas, images and emotions and exclude others. It can be used for better or worse, and influence the direction of the thinking of all parties.
When we deconstruct analogies, we find out why they function so effectively.
Analogies meet five criteria:
A good analogy serves as an intellectual springboard that helps us jump to conclusions. It is efficient if the findings are likely to be correct, and can save time and effort.
However, if the analogy is misleading, we are likely not to notice. Assumptions reinforce our preconceptions and preferences, known as confirmation bias. All statements should be considered and evaluated, even if they confirm the beliefs we currently hold.
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... avoid negative language.
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... are structure that are represented in the brain by neural circuitry. Frames shape the way people see the world, and consequently, the goals they seek and the choices that they make.
They are extremely powerful, because most of our actions are based on the unconscious and metaphorical frames we already have in place. And once a frame is in place, the boundaries of that frame and the associations of that frame are all taken into account in our decision making.
Creativity isn’t the preserve of one side of the brain, and it isn’t a talent confined to people with a special kind of brain. If you’re human and you’ve got a brain, you’re capabl...
This myth encourages the belief that creativity is a passive process. It suggests you have to wait and hope that you’ll make a breakthrough.
That Eureka moment is actually the last step in a long, involved process and not the only step. For this to happen, your unconscious mind needs material to work with. You have to put in the hard work of studying and mastering your field and exposing yourself to different perspectives.
In reality, creativity is a team sport.
The lone genius myth is a stereotype and it’s unhelpful because it suggests the route to innovation is to cut oneself off from colleagues and collaboration. You need a modest amount of intelligence to be creative, but extremely high IQ is neither sufficient nor necessary for being an innovator.
We’re all aware that asking for help is important. But we’re also very likely to cast off what we’d consider unsolicited advice.
Think of a child looking for a lost toy. You might not e...
Children instinctively pursue knowledge by actively moving around their environments, observing what’s going on around them, and taking mental notes about what they experience.
By assuming that there’s always more to learn, we can follow the childlike drive to develop new ideas about familiar things.
It’s both natural and useful to take time to explore a task before committing to one path forward.
While children tend to do this automatically, adults may need to plan ahead for their exploratory time. Explore: consider multiple solutions, ask questions that may seem tangential, and be open to discovering unexpected ways to tackle the project.