![]() The first requirement of effective communication is getting attention, the second is keeping it. Making sandwiches, they should instead follow the rules precisely. It is completely useless as a guide toīehavior: In no way does Subway want their employees to innovate when Contrast this to the poor choice by Subway to call theirĮmployees "sandwich artists". You are just sweeping the park you are "on stage" and need toīehave. This tells employees how to behave: Even if Contrast to Nordstroms whichĮmphasizes customer experience and would offer the dinner if they wereĪnalogy Disney uses the term "cast member" to describe theirĪmusement park employees. To offer dinner on flights: Main concern isn't great passengerĬomfort, but it is low-cost so no dinner. Involves meeting this concrete and simple goal. Using the core Southwest uses "We are the low cost airlines." Thus, every decision Team-centered innovation and strategically targeted aerospace International leader in the space industry through maximum Were an aerospace CEO he would have said "Our mission is to become the ![]() ![]() Him safely by the end of the decade." This is simple, unexpected,Ĭoncrete, credible, emotional (for the times), and a story. Value" with JFKs peel-clear call to "put a man on the moon and return One can use memory schemas to keep an idea simple: One could describe a pomelo as a "large citrus fruit with a thick, but soft rind", or as "a pomelo is basically a super-sized grapefruit with a very thick and soft rind." Another way to describe this is as a "generative analogy" that is, a metaphor that generates new ideas.Įxample of a Sticky Idea Contrast the phrase of a CEO "let's maximize shareholder (For example, it is hard to remember the letters J FKFB I, but easy to remember the same set arranged as JFK FBI.) In pitching a Hollywood movie a producer would describe it in terms of other hits: E.g., Speed will be Die-Hard on a bus, or Alien will be Jaws on a spaceship. One way to do this is to tap into the memory of the idea's recipients by embedding schemas. He had a motto of "names, names, and names." Note how this guides the individual decisions made by his reporters. (Or, to put it another way it needs to be both compact and profound.) For example, a newspaper editor liked to have his paper strongly - and only - reflect local issues. The essential part is to make the message compact and to have it imply a sense of worth or priorities about how to implement it. Share the core: The key to motivating others with your ideas is to use the core message to help them make decisions as they apply your idea. For example, rather than details on how to take a bridge, the CI might be "take the bridge." Use the technique of the inverted pyramid from journalism: Tell most important aspect first, then tailor, then add details. The military uses a "Commander Intent" instead of a plan. The hard part isn't weeding out unimportant aspects, but it is in pruning the important, but not truly essential aspects - i.e., distilling to the most important idea at the core.įind the core: Determine the single most important thing, being careful not to bury the lead. The goal is to strip an idea to its core without turning it into a silly sound bite. What happened, of course, is that the tapper sings the song in their head and thus thinks he has the right rhythm, but the person hearing the taps cannot hear the song inside the others head and therefore has no idea of what the taps mean. A single example illustrates the essence of the problem: One study tested a "tapper and listeners" game: They asked a person to tap out the rhythm of a song and have another recognize it - the listener nearly always failed to identify the song. The main problem is the "Curse of Knowledge": The person sharing the idea has all sorts of insider information that others don't, so they have already framed the problem and understand its relevance. How to make our ideas clear A summary of Made to Stick
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