The right stories make people act. Stories encourage a mental stimulation that burns an idea into the mind. For example, a flight simulator is more effective than flashcards in training a pilot. Good stories are collected and discovered rather than produced. There are three influential stories to look for: <ol><li>The challenge plot: The classic underdog, rags to riches, or triumphing over adversity. </li><li>The connection plot: People who develop a relationship that bridges gaps.</li><li>The creativity plot: Making a mental breakthrough, solving a difficult problem, or creating an innovative solution.</li></ol>

Stories make ideas sticky

The goal of making a message emotional is to make people care. Feelings inspire people to take action. <ul><li>The easiest way to make people care is to form creative associations between something they already care about and something they don't care about (yet). </li><li>Appealing to self-interest. A common mistake is to emphasize a feature over benefits. For example, telling people you have the best seed instead of stating that it will give them the greenest lawn.</li><li>Appealing to identity. Focusing on intangibles such as self-esteem or a sense of duty is more powerful than focusing on money.</li></ul>

The emotional component of stickiness

How to create credibility when you don't have a true authority, such as experts, tradition, etc. <ul><li>Use an anti-authority. A dying smoker can make the point that smoking is bad for you. </li><li>Use concrete details. A person's knowledge of details is often viewed as expertise. Telling fascinating Civil War anecdotes with lots of interesting details can make the narrator credible.</li><li>Use statistics. Use statistics correctly to illustrate a relationship.</li><li>Use the Sinatra Trest. "if I can make it there, I can make it anywhere." Making use of one test case to make the idea credible.</li><li>Use testable credentials.</li></ul>

Credible ideas

Concrete ideas are easy to remember. Something is concrete when it can be described or seen with the human senses. A v-8 engine is concrete, high-peformance is abstract. Novices see concrete detail as concrete detail, but an expert sees concrete detail as symbols of a pattern. The problem is that when we know more, we forget that we're shifting into the abstract.   For example, the jury sees the concrete aspects of a trial, the clothing, manner, specific procedure. The judge sees all in terms of legal precedent and past lessons.

Concrete ideas

The Curse of Knowledge: when we are given knowledge, it is impossible to imagine what it's like to lack that knowledge.

Use the unexpected to keep the attention. Humans thrive on thinking in patterns. When a pattern is disrupted, it is more easily remembered. To make an idea stickier:<ul><li>Identify the core message</li><li>Consider what is counter-intuitive or surprising to your key message. The surprise should make sense after you think about it, but it's not something you've anticipated.</li><li>Interrupt the guessing, then fix it.</li></ul> A TV commercial started as a car commercial with a happy family travelling in a car. Suddenly, a speeding car crashes into it. No one saw it coming. It was really a safety ad.

Unexpected ideas

To make an idea sticky, keep it simple. The idea should be stripped down to its core, where there is nothing left to take away. Use fewer bullet points. Use easy words. Reduce the ideas. The more we reduce the information, the more the idea will stick.  An example of using the core: Southwest uses "We are the low-cost airline." Every decision involves meeting this concrete yet simple goal.

Make an idea sticky with simplicity

There are two steps in making your ideas sticky: Step 1 is to find the core. Step 2 is to translate the core using the SUCCESs checklist.<ol><li>S - simplicity. It is uncomplicated.</li><li>U - unexpectedness. It's surprising.</li><li>C - concreteness. It's easily understood.</li><li>C - credibility. It's factual.</li><li>E - emotional. Making people care.</li><li>S - story. It is wrapped in a story.</li></ol>Compare the CEO phrase, "let's maximize shareholder value", to JFK's idea, "Put a man on the moon and return him safely by the end of the decade." The idea is simple, unexpected, concrete, credible, emotional, and a story.

Six qualities that make an idea stick

How to get someone else to feel a connection to you and your purpose. How to get them to empathise with your story.

problemsolving

Problem Solving

career

Career

communication

Communication

moneyandinvestments

Money & Investments

personaldevelopment

Personal Development

Persuasive storytelling

NEW YORK TIMES BESTSELLER • The instant classic about why some ideas thrive, why others die, and how to improve your idea’s chances—essential reading in the “fake news” era. Mark Twain once observed, “A lie can get halfway around the world before the truth can even get its boots on.” His observation rings true: Urban legends, conspiracy theories, and bogus news stories circulate effortlessly. Meanwhile, people with important ideas—entrepreneurs, teachers, politicians, and journalists—struggle to make them “stick.” In Made to Stick, Chip and Dan Heath reveal the anatomy of ideas that stick and explain ways to make ideas stickier, such as applying the human scale principle, using the Velcro Theory of Memory, and creating curiosity gaps. Along the way, we discover that sticky messages of all kinds—from the infamous “kidney theft ring” hoax to a coach’s lessons on sportsmanship to a vision for a new product at Sony—draw their power from the same six traits. Made to Stick will transform the way you communicate. It’s a fast-paced tour of success stories (and failures): the Nobel Prize-winning scientist who drank a glass of bacteria to prove a point about stomach ulcers; the charities who make use of the Mother Teresa Effect; the elementary-school teacher whose simulation actually prevented racial prejudice. Provocative, eye-opening, and often surprisingly funny, Made to Stick shows us the vital principles of winning ideas—and tells us how we can apply these rules to making our own messages stick. BONUS: This edition contains an excerpt from Chip Heath and Dan Heath's Switch.

Understand yourself and those around you.

psychology

Psychology

business

Business

books

Books

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Leadership & Management

NEW YORK TIMES BESTSELLER • The instant classic about why some ideas thrive, why others die, and how to make your ideas stick. “Anyone interested in influencing others—to buy, to vote, to learn, to diet, to give to charity or to start a revolution—can learn from this book.”—The Washington Post   Mark Twain once observed, “A lie can get halfway around the world before the truth can even get its boots on.” His observation rings true: Urban legends, conspiracy theories, and bogus news stories circulate effortlessly. Meanwhile, people with important ideas—entrepreneurs, teachers, politicians, and journalists—struggle to make them “stick.”  In Made to Stick, Chip and Dan Heath reveal the anatomy of ideas that stick and explain ways to make ideas stickier, such as applying the human scale principle, using the Velcro Theory of Memory, and creating curiosity gaps. Along the way, we discover that sticky messages of all kinds—from the infamous “kidney theft ring” hoax to a coach’s lessons on sportsmanship to a vision for a new product at Sony—draw their power from the same six traits. Made to Stick will transform the way you communicate. It’s a fast-paced tour of success stories (and failures): the Nobel Prize-winning scientist who drank a glass of bacteria to prove a point about stomach ulcers; the charities who make use of the Mother Teresa Effect; the elementary-school teacher whose simulation actually prevented racial prejudice.   Provocative, eye-opening, and often surprisingly funny, Made to Stick shows us the vital principles of winning ideas—and tells us how we can apply these rules to making our own messages stick.

Chip Heath is the professor of Organizational Behavior in the Graduate School of Business at Stanford University.He received his B.S. degree in Industrial Engineering from Texas A&M University and his Ph.D. in Psychology from Stanford.He co-wrote a book titled Switch How to Change Things When Change Is Hard with his brother Dan Heath.

Chip Heath

Dan Heath is a Senior Fellow at Duke University's CASE center. Dan has an M.B.A. from Harvard Business School, and a B.A. from the Plan II Honors Program from the University of Texas at Austin.He co-wrote a book titled Switch: How to Change Things When Change Is Hard with his brother Chip Heath.