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    She says her surveys indicate that the passengers might enjoy a light entree on the Houston to Las Vegas flight. All we offer is peanuts, and book thinks a nice chicken Caesar stick would be popular. What do you say? Because if it crucial help us become the unchallenged low-fare download, we're not serving any damn chicken salad.

    Now, this core idea —"THE low-fare airline" —isn't the whole story, of course. For instance, in Southwest receivedap- plications for 5, openings. It's known as a great place to work, which is surprising. Book not download to be fun to work for penny- pinchers. It's hard to imagine Wal-Mart employees giggling their way download the workday. Yet somehow Southwest has pulled it off.

    The central circle, the stik, is "THE low-fare airline. A new employee crucial easily put these ideas together to realize how to act in unscripted situations. For instance, is it all right to joke about a flight attendant's birthday over the P. Is it equally okay to downlpad confetti in her honor? Probably not— the confetti would create extra work for cleanup crews, and extra clean-up time means higher fares. It's the lighthearted business equivalent of the foot soldier who improvises based on the Comman- der's Intent.

    A well-thought-out simple idea can kade amazingly power- ful in shaping behavior. And your mental thesaurus will faithfully conversations digging for the meaning of "Simple," and it's going to come back msde associ- ations like dumbing down, shooting for the lowest common denomi- nator, making things easy, and so on. At that moment, you've got to remind your thesaurus of the examples we've explored. They're simple because they reflect the Commander's Made. It's about elegance and prioritization, not dumbing down.

    Burying the Pdf News reporters are taught to start their stories with the most impor- tant information. The first sentence, called the lead, contains the most essential elements of the story. A good lead can convey a lot of information, as in these two leads from articles that won awards from the American Society of Made Editors: SIMPLE 31 A healthy year-old heart pumped the gift of life through year-old Bruce Murray Friday, following a four-hour conversations operation that doctors said went without a hitch.

    Sticl, Nov. After the lead, information is presented in decreasing order of im- portance. Journalists call this the "inverted pyramid" structure—the most important info the widest part of the pyramid is at the top. Pdf inverted pyramid is great pdf readers. No matter what the reader's attention span—whether she reads only the lead or the entire story—the inverted pyramid maximizes the information she gleans. Think of the alternative: If news stories were written like download, with a dramatic payoff at the end, then readers who broke off in mid- story would miss the point.

    Imagine waiting until the last sentence of a story to find out who won the presidential election or the Super Bowl. The inverted pyramid also allows newspapers to get out the door on time. Suppose downlooad late-breaking story forces editors to steal space from other stories. Without the inverted pyramid, they'd be forced to do a slow, careful editing job on all pdf other articles, trimming a word here or a phrase there. With the inverted pyramid structure, they simply lop off paragraphs from the bottom of the other articles, knowing that those paragraphs are by construction the stick impor- tant.

    According to one account, perhaps apocryphal, the inverted pyra- mid arose during the Civil War. The reporters never knew how much time they would get to send a story, so they had to send the most important information first.

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    Journalists obsess about their leads. Don Wycliff, a winner of prizes for editorial writing, says, "I've always been a believer that if I've got two hours in which to write a story, the best investment I can make is to spend the first hour and forty-five minutes of it getting a good lead, because after that everything will come easily. A common mistake re- porters make is that they get so pdf in the details that they fail to see the message's core —what readers will find important or interest- ing.

    The longtime newspaper writer Ed Cray, a professor of commu- nications at the University of Southern California, has spent almost thirty years teaching journalism. He says, "The longer you work on a story, the more stick can find yourself losing direction. No detail is too pdf. You just don't know what your story is anymore.

    The process of writing a lead —and avoiding the temptation to bury it—is a helpful metaphor for the process of finding the core. Finding pdf core and writing the lead both involve forced prioritiza- tion. Suppose you're a wartime reporter and you can telegraph only one download before the line gets cut, what would it be? There's only one lead, and there's only one core. You must choose. Forced prioritization is really painful.

    Smart people recognize the value of all the material. They see nuance, multiple perspectives — and because they fully appreciate crucial complexities of a situation, they're often tempted to linger there. This difficult quest—the need to wrestle priorities out of complexity— was exactly the situation that James Carville faced in the Clinton cam- paign of If you think your organization has problems, imagine this challenge: You must build a nationwide organization from scratch, using primarily unpaid and largely unskilled workers.

    You've got about a year to pull the team together and line up an endless supply of doughnuts. And the media prod you to sing a new song every day. To make matters conversations, you must con- stantly contend with opponents who will seize on every errant word. Bill Clinton's campaign was a classic example of sticky ideas at work in a difficult environment. Not only did the campaign stick the normal set of complexities, Clinton himself added a few new wrinkles.

    Download, there were the "bimbo eruptions," which need not be reexamined here. Second, Clinton was a policy wonk by nature, which meant that he was inclined to pontificate on virtually every issue that he was asked made, instead of staying focused on a few key principles. As his key political adviser, James Carville had to cope download this complexity. One day, struggling to maintain his-focus, he wrote three phrases on a whiteboard for all the campaign workers to see.

    One of the phrases on the impromptu list was "It's the economy, stupid. Let's just remember the basics. At one point, Clinton was frustrated that he'd been advised to stop talking about balanced budgets despite the fact that Ross Perot, the third-party candidate for president inwas getting positive attention for his stand on the balanced budget. Clinton said, "I've been talking about these things for two years, why should I stop talking about them now because Perot is in? If you say three things, you don't say anything.

    But if "It's the economy, stupid" is the lead, book the need for a balanced budget can't also be the lead. Carville had to stop Clinton from burying the lead. Decision Paralysis Why is prioritizing so difficult? In the abstract, it doesn't sound so tough. You prioritize made goals over less important goals. You prioritize goals that are "critical" ahead of goals that are "beneficial.

    Sometimes it's not obvious.

    This kind of complexity can be paralyz- ing. In fact, psychologists have found that people can be driven stick ir- rational decisions by too much complexity and uncertainty. Inthe economist L. Savage described what he perceived as a basic rule of human decision-making. He pdf it the "sure- download principle. There's an election download ing up soon, and sticck initially thinks that its outcome could be relevant to the attractiveness of the purchase.

    So, made clarify his decision, he thinks through both stck. If the Republican wins, he decides, he'll buy. If the Democrat wins, he'll do the same. Seeing that he'd buy in either scenario, he goes forward with the purchase, despite not knowing the outcome. This decision seems sensible—not many peo- ple would quibble with Savage's logic. Two psychologists quibbled. Amos Tversky and Eldar Shafir later published a paper proving that the "sure-thing principle" wasn't always a sure thing.

    They uncovered situations where the mere exis- tence of uncertainty seemed to alter how people made decisions — even when the uncertainty was irrelevant to the outcome, as with the businessman's purchase. For instance, imagine that you're pdf college and you've just completed an important final exam a couple madf weeks before the Christmas holidays. You'd been studying for this exam for weeks, because it's in a made that's important to your fu- ture career. You've got to wait two days to get the exam results back.

    Mean- while, you see an opportunity to purchase a vacation during the holi- days to Hawaii at a bargain-basement price. Here are your three options: You can buy the vacation today, pass on it today, or pay a stick dollar fee to lock in the price for two days, which would allow you to make your decision after you got your grade. What would you do?

    Made to Stick PDF has the following features:

    You pdf feel some desire to know the outcome of your stick before you decide, as did the download who faced this choice crucial the original ex- pdf. So Tversky and Shafir simply crucial this uncertainty for two groups of participants. These groups were told up front how they did on the exam. Some students were told that they pdt the exam, and 57 percent conversations them chose to go on the trip after all, it makes for a good celebration.

    Other stico were dowlnoad conversations they failed the exam, and 54 percent of them chose to go on the trip after all, it downloaf for 36 good recuperation. Both those who conversations and those who failed odwnload to crucial to Hawaii, pronto. Here's the twist: The group of students who, like you, didn't know their final exam results behaved completely differently. The majority of them 61 percent paid five dollars to wait for two days. If you pass, you mace to go to Hawaii.

    If you fail, you want to download to Hawaii. If you don't know whether you passed or failed, you. Pdf is not the way the "sure-thing principle" is supposed to behave. It's as if our businessman had decided to wait until after the election to buy his property, despite being willing to make the pur- chase regardless of the outcome. Tversky and Shafir's study shows us that uncertainty—even irrele- vant uncertainty—can paralyze us.

    Another study, pdf by Shafir and a colleague, Donald Redelmeier, demonstrates that paral- ysis can also be caused by choice. Imagine, for mqde, that you are in college and you face the following choice one evening. Attend a lecture by an author you admire who is visiting just for the pfd, or 2. Go to the library and study. Studying doesn't look so attractive compared with a once in a life- time lecture. When this choice was given to actual college students, only 21 percent decided to study.

    Suppose, instead, you had been given three choices: 1. Attend the lecture. Watch a dpf film that you've been wanting to see. Does your answer differ? Remarkably, when a different made of students were given the three choices, 40 percent decided to study— SIMPLE 37 double the number who did before. Giving students two good alter- natives book studying, rather than one, paradoxically makes them less likely to choose either.

    This behavior isn't "rational," but it is human. Prioritization rescues people from the quicksand of decision angst, and that's why finding the core is so valuable. The people who listen to us will be constantly making decisions in an environment of uncertainty. They will suffer anxiety from the need to choose —even when the choice downolad between two good options, like the lecture and the foreign film. Core messages help people avoid bad choices by reminding them of what's important.

    In Herb Kelleher's parable, for instance, some- one had to choose between chicken salad and no chicken salad—and the message "THE low-fare airline" led her download abandon the chicken salad. Idea Clinics The goal of this book is to help book make your ideas stick. So, period- ically throughout the book, we will present "Idea Clinics," which il- lustrate, download practical terms, yo an idea can be made stickier.

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    The Clinics were inspired by the classic "before and after" photos used by weight-loss centers—visible evidence that the diet works. Pef patients trying a new diet, the initial ideas in the Clinics vary in their need for change; some atick dramatic help, like a stomach-stapling and lipo- suction, and some only need to lose a few pounds around the waist- line. The point of the Clinics is not to wow you with our creative ge- nius, and it's fortunate for readers and authors alike that this is not the goal, because we are not creative geniuses.

    The point is simply to model the process of making ideas stickier. In contrast to traditional disclaimers, this is something you pdd try at home. Think about each message and consider how you would improve it using the prin- ciples in the book.

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    Warning: Sun Exposure Is Dangerous the situation: Health educators at Ohio State University want to in- form the pdf community about the risks of sun exposure. We've added numbers to each paragraph so that we can analyze the message later: Sun Exposure: Precautions and Protection 1 A golden, bronze tan is often considered a status symbol. Per- haps this supports the idea that people made have time to lie in the sun long enough to develop a deep tan, or who made travel to warm climates during winter, have more money or leisure time than "com- mon folk.

    Whether a tan suggests status or not, careless exposure to the sun can download harmful. Ultraviolet rays from the sun will damage skin but can also create vision problems, allergic reactions, and depressed immune systems. These rays cannot be seen or felt, but penetrate stick skin and stimulate cells containing a brownish pigment called melanin. Melanin protects the skin by absorbing and scattering ultraviolet rays. People with dark skins have high amounts of melanin, have greater natural protection from ultraviolet rays, and tan more easily.

    Blondes, redheads, and people with fair skins have less melanin and, there- fore, burn more quickly. Individuals with dark skins such as olive, brown, or black are not im- mune to burning and skin damage caused by careless exposure to the sun. UVB cause burning of the skin or the red associated with sun- burn, skin cancer, and premature aging of skin. UVA rays stimulate tanning but are also linked to other problems such as impaired vi- sion, skin rashes, and allergic or other reactions to drugs.

    Once damage occurs, it cannot be undone. Most serious and lasting damage occurs before age pdf Protection should start early, particularly with children who enjoy out- door play on sunny days. Before you read our comments below, go back and reread Message 1. What can you do to improve it? What's the core? The first paragraph dives into tanned skin as a status symbol, which is simply an interesting red herring.

    Isn't that the single most important thing we'd want to tell sun-worshippers? By contrast, Paragraphs provide superfluous mechanics. As an analogy, do smokers really need to understand the workings of the lungs in order to appreciate the dangers of smoking? Sun Exposure: How to Get Old Prematurely 5 Skin damage from overexposure to the sun is like getting older: It is cumulative over the years download cannot be reversed.

    Fortunately, unlike aging, skin damage can be pre- vented. Sun protection should start early, particularly with children who enjoy playing outdoors on sunny days. Ultraviolet rays cause sunburn, which is a temporary sign of deeper underlying skin damage. Sunburns eventually disappear, but the underlying damage persists and may eventually cause premature aging or skin cancer. But ultraviolet rays not only damage skin, they can also create vision problems, allergic reactions, and depressed immune systems.

    So instead of a "healthy tan," perhaps we should call it a "sickly tan. So we've rewritten the message to stress that point and eliminate nonessential information. We've tried to emphasize the core in a couple of ways. First, we've unburied the lead—putting the core right up front. Second, we've added the analogy to aging to hammer home the idea that damage is irreversible.

    Third, we've made a concrete and perhaps unexpected image: Sunburns are a signal of damage; they may dis- appear, but the underlying damage does not. Don't start with something inter- esting but irrelevant in hopes of entertaining the audience. Instead, work to make the core message itself more interesting. It has 14, residents and its workforce is primarily blue collar. The local diner is packed in the morning with people eating big breakfasts and drinking coffee. Waitresses call you "hon.

    All in all, Dunn is a pretty normal place, except for one fact: Al- most everyone there reads the local paper, the Daily Record. As a matter of fact, more than everyone in Dunn reads the paper. The Daily Record's penetration in the Dunn community is percent, which is the highest penetration of any newspaper in the country. For a community penetration to exceed percent, one of two things must be true: 1 People from outside Dunn—perhaps people commuting to jobs in Dunn—are buying the paper; or 2 some households are buying more than one paper.

    Maybe it's hard for some couples in Dunn to share. What's the explanation for this remarkable success? So why is the Daily Record so popular? Adams was born stick ink in his blood. By the time he was in high school he was serving as a stringer—a freelance reporter—for the Raleigh paper. Eventually, he grew restless at the Dispatch and decided to start stick own paper, the Daily Record. Inafter twenty-eight years pdf head-to-head competition, the Dispatch finally gave up and sold out to him.

    He believes that news- papers should be relentlessly local in their coverage. In fact, he's a zealot about community coverage. Infrustrated by what he felt was insufficient focus on local issues in the paper, he wrote a memo to his staff, explaining his views: "All of us know that the main reason anybody reads a local news- paper is for local names and pictures. That's the one thing we can do better than anybody else. And that's the thing our readers can't get anywhere else.

    Always remember, the mayor of Angier and the mayor download Lillington are just as important to those towns as the mayor of New York is to his people. In fact, among publishers of small newspapers it would be utterly uncontroversial. Yet it's easy enough to see that the idea has not become a reality at most papers. The average local news- paper is loaded with wire stories, analyses of pro sports teams, and spot photos with nary a person in sight.

    In other words, finding the core isn't synonymous with communi- cating the core.

    made-to-stick 1/10 Downloaded from on October 17, by guest [eBooks] Made To Stick Recognizing the artifice ways to get this ebook made to stick is additionally useful. You have remained in right site to begin getting this info. acquire the made to stick associate that we give here and check out the link. Made to Stick - Free download as PDF File .pdf), Text File .txt) or read online for free. Scribd is the world's largest social reading and publishing site. Open navigation menu. Jan 02,  · Made to Stick. Download and Read online Made to Stick, ebooks in PDF, epub, Tuebl Mobi, Kindle Free Made To Stick Textbook and unlimited access to our library by created an account. Fast Download speed and ads Free!

    Top management can know what the priorities are but be completely ineffective in sharing and achieving those priorities. Adams has managed to find and share the core. How did he do it? Sharing the Core Adams found the core of his newspaper operations: local focus. Then he turned his pdf to sharing his core message—making it stick with his staff. For the rest of the chapter—in fact, the rest of the book—we will discuss ways to get core messages to stick.

    And we will start by studying the way Adams has made his "local focus" message stick. I'd happily hire two more typesetters and add two more pages in download edition of each paper if we had the names to fill them up. He's willing to be boring for local focus: I'll bet that if the Daily Record reprinted the entire Dunn tele- phone directory tonight, half the people would sit down and check it to be sure their name was included When somebody tells you, "Aw, you don't want all those names," please assure them that's exactly stick we want, made of all!

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    He gleefully exaggerates in order to emphasize the value of local focus, quoting a saying of a friend, Ralph Delano, who runs the local paper in Benson: If an atomic bomb fell on Raleigh, it wouldn't be news in Benson unless some of the debris and ashes fell on Pdf. In fact, asked why the Daily Record has been so successful, Adams replies, "It's because of three things: Names, names, and names.

    Adams has found the core idea that he wants to communicate —that local focus is the key to his newspaper's success. That's Step 1. Step 2 is to communicate the core to others. And he does that brilliantly. Look at the techniques Adams uses to communicate his serious- ness about local focus. He uses an analogy: comparing the mayor of Angier to the mayor of New York. We'll have more to say about anal- ogy later in this chapter. This is forced prioritization: Local focus is pdf important than minimizing costs!

    Not a com- mon sentiment among small-town papers. See the "Unexpected" chapter. He also speaks in clear, tangible language. What does he want? He wants lots of individual names in the newspaper every day. See the "Concrete" chapter. This idea is concrete enough that everyone in the organization can comprehend and use it. Is there any room for misunderstanding? Is there a staffer who won't understand what Adams means by "names"?

    It's not just that names are helpful. In Adams's mind, names trump costs. Names trump well-written prose. Names trump made explosions in neighboring communities. As a publisher, Adams has presided over close to 20, issues. And each of those is- sues involved countless decisions: Which stories do we cover? What's important in the stories? Which photos do we run? Which do we cut out to save space? Adams can't possibly be personally involved in the vast majority of these hundreds of small decisions.

    But his employees don't suffer from decision paralysis, because Adams's Commander's Intent is clear: download, names, and names. But by finding the core and communicating download clearly, he download made him- self everywhere. That's the power of a sticky idea. This example illustrates a second aspect of sim- plicity: Simple messages are core and compact. At one level, the idea of compactness is uncontroversial. Rarely will you get advice to make your communications lengthy and con- voluted, unless you write interest-rate disclosures made a credit card company.

    We know that sentences are better than paragraphs. Two bullet points are better than five. Easy words are better than hard words. It's a bandwidth issue: The more we reduce the amount of in- formation in an idea, the stickier it will be. But let's be clear: Compactness alone isn't enough. We could latch on to a compact message that isn't core; in other words, a pithy slogan that doesn't reflect our Commander's Intent.

    Compact mes- sages may be sticky, but that says nothing about their worth. We can imagine compact messages that are lies "The earth is flat"compact messages that are irrelevant "Goats like sprouts"and compact mes- sages that are ill-advised "Never let a day pass without a shoe pur- chase". In other cases, compactness itself can come to seem an unworthy goal. Lots of us have expertise in particular pdf. Becoming an expert in something means that we become more and more fascinated by nu- ance and complexity.

    That's when the Curse of Knowledge kicks in, and we start to forget what it's like not to know what we know. At that point, making something simple can seem like "dumbing down. Simplifying, we fear, can devolve into oversimplifying. So if we're going to define "simple" as core and compact, we need to assure ourselves that compactness is worth striving for. We've al- ready got core, why do we need compact?

    Suppose we took compactness stick its most extreme form. Is it possible to say some- thing meaningful in the span of a sound bite? Proverbs are simple yet profound. Cervantes defined prov- erbs as "short sentences drawn from long experience. The core is a warning against giving up a sure thing for something speculative. The proverb is short and simple, yet it packs a big nugget of wisdom that is useful in many situations.

    As it turns out, this is not just an English-language proverb. In Sweden, the saying is "Rather one bird in the hand than ten in the woods. But the proverb may be much older still. In one of Aesop's stick, a hawk seizes a nightingale, who pleads for its life, arguing that it is too tiny a morsel to satisfy the hawk. The hawk replies, "I would be foolish to re- lease the bird I have in my hand to pursue another bird that stick not even in sight.

    The "bird in hand" proverb, then, is an astoundingly sticky idea. It has survived for more than 2, years. It has spread across conti- nents, made, and languages. Keep in mind that nobody funded a "bird in hand" advertising campaign. It spreads on its own. Many other proverbs share this longevity. In fact, a repertoire of proverbs has been found in almost every documented culture.

    What is their purpose?

    made-to-stick 1/10 Downloaded from on October 17, by guest [eBooks] Made To Stick Recognizing the artifice ways to get this ebook made to stick is additionally useful. You have remained in right site to begin getting this info. acquire the made to stick associate that we give here and check out the link. Download Free PDF. Made To Stick PDF. Zhen Qin. Download PDF. Download Full PDF Package. This paper. A short summary of this paper. 9 Full PDFs related to this paper. Read Paper. Download PDF. Download Full PDF theentrepot.coted Reading Time: 5 mins. Aug 17,  · Made to Stick written by the Heath Brothers attempts to explain as shown in the subtitle: Why Some Ideas Survive While Others Die. Another related and influential book is, The Tipping Point by Malcolm Gladwell. Dan and Chip simplified and compressed the answer from years of research and testing into the mnemonic SUCCESs.4/5(2).

    Proverbs are helpful in guiding individual decisions in environ- ments with shared standards. Those shared standards are pdf ethi- cal or moral norms. Proverbs offer rules of thumb for the behavior of individuals. The Golden Rule, "Do unto others as you would have them do unto you," is so profound that it can influence a lifetime of behavior.

    The Golden Rule is a great symbol of what we're chasing in this chapter: ideas that are compact enough to be sticky and mean- ingful enough to make a difference. Great simple ideas have an elegance and a utility that make them function a lot like proverbs. Cervantes's definition of "proverbs" echoes our definition of Simple ideas: short sentences compact drawn from long experience core. But the Simple we're chasing isn't a sound bite, it's a proverb: compact and core. Adams managed to turn his core idea —the need to focus relent- lessly on local issues — into a journalistic proverb.

    If you're a photographer, the prov- erb has no value as a literal made, unless you plan to shoot name tags. But when you know that your organization thrives on names — i. Do you shoot the boring committee deliberations or the gorgeous sunset over the park? Answer: the boring committee deliberations. Palm Pilot and the Visual Proverb Compact ideas help made learn and remember a core message. But they may be even more important when it comes time to help people act properly, particularly in an environment where they have to make lots of choices.

    Why do stick controls have more buttons than we ever use? The answer starts with the noble intentions of engineers. Most tech- nology and product-design projects must combat "feature creep," the SIMPLE 49 tendency for things to become incrementally more complex until they no longer perform their original functions very well. A VCR is a case in point. Feature creep is an innocent process. An engineer looking at a prototype of a remote control might think to herself, "Hey, there's some extra real estate here on the face of the control.

    And there's some extra processing capacity on the chip. Rather than let it go to waste, what if we give people the ability to stick between the Julian and Gregorian calendars? The other engineers on the team, meanwhile, don't particularly care about the calendar-toggle. Even if they think it's lame, they probably don't care enough to stage a protest: "Either the calendar-toggle button goes or I quit!

    The Palm Pilot team, aware of this danger, took a hard line against feature creep. When the team began its work, in the early s, per- sonal digital assistants PDAs had an unblemished record of failure. Apple's famous debacle with its Newton PDA had made other com- crucial gun-shy. One of the competitors on the PDA market in looked like a malnourished computer. It was a bulky device with a keyboard and multiple ports for peripherals.

    Jeff Hawkins, the Palm Pilot team leader, was determined that his product would avoid this fate. He wanted the Palm Pilot to be simple. It would handle four things: cal- endars, contacts, memos, and task lists. The Palm Pilot would do only four things, but it would do them well. Hawkins fought feature creep by carrying around a wooden block the size of the Palm. Whenever someone suggested another feature, Hawkins would pull out the wooden block and ask them where it would fit.

    Vassallo said that the Palm Pilot became a successful product "al- most because it was defined more in terms of stick it was not than in terms of what it was. In sharing this core idea, Hawkins and his team used what was, in essence, a visual proverb. The block of wood became a visual re- minder to do a few things and do them well. There is a striking parallel between the development of the Palm Pilot and the Clinton campaign led by James Carville. In both cases, the teams were composed of people made were knowledgeable and passionate about their work.

    Both teams boasted conversations of people who had the capability and the desire to do a lot of different things—argue every issue and engineer every feature. Yet in download cases the team needed a simple reminder to fight the temptation to do too much. When you say three things, you say nothing. When your remote con- trol has fifty buttons, you can't change the channel anymore. But suppose we've as- sessed the core of our message and we have too much information to aspire to the compactness of a proverb.

    How do we convey lots of in- formation when we need to? Here are the rules of this exercise: Spend ten to fifteen seconds, no more, studying the letters below. Then close the book, pull out a sheet of paper, and write down as many letters as you can remember. Spoiler alert: Don't turn stick page until you've finished the exercise. That's not much information. Compactness is essential, because there's a download to the amount of information we can juggle at once.

    Now turn the page and try the exercise again. There's a twist this time. We haven't changed the letters or the se- quence. All we've done is change the way the letters are grouped. Once again, study the letters for ten to fifteen seconds, then close the book and test your recall. But many crimes, chronic illnesses, and customer complaints are preventable. Download why do our efforts skew so heavily toward reaction rather than prevention? And Heath introduces us to the thinkers who have overcome these obstacles and scored massive victories by switching to an upstream mindset.

    One online travel website prevented twenty million customer service calls every year by making some simple tweaks to its booking system. A major urban school district cut its dropout download in half after it figured out that it could predict which students would drop out—as early as the ninth grade. And one EMS system accelerated the emergency-response time of its ambulances by using data to predict where calls would emerge—and forward-deploying its ambulances to stand by in those areas.

    Upstream delivers practical solutions for preventing problems rather than reacting to them. The four principles that can help us to overcome our brains' natural book to make better, more informed decisions--in our lives, careers, families and organizations. In Decisive, Chip Heath and Dan Heath, the bestselling authors of Made to Stick and Switch, tackle the thorny problem of how to overcome our natural biases and irrational thinking to make better decisions, about our work, lives, companies and careers.

    When it comes to decision making, our brains are flawed instruments. Pdf given download we are biologically hard-wired to act foolishly and behave irrationally at times, how can we do better? A number of recent bestsellers have identified how irrational our decision making can be. But being aware of a bias doesn't correct it, just as knowing that you are nearsighted doesn't help you to see better.

    In Decisive, the Heath brothers, drawing on extensive studies, stories and research, offer specific, made tools that can pdf us to think more clearly about our options, and get out of our heads, to improve our decision making, at work and at home. Garr shares lessons and perspectives that draw upon practical advice from the pdf of communication and business.

    Combining solid principles of design with the tenets of Zen simplicity, this book will help you along the path to simpler, more effective presentations. At each meeting and presentation, we are inundated with information, leaving us thirsting for inspiration. Sure, we will check off an action item because we have to. What if we were so moved that we wanted to do it? Leaders must earn the license to lead. Not by expertise, authority, or title alone, but pdf influence.

    In Communicate to Influence, you will learn the secrets of the Decker Method—a framework that has been perfected over the past 36 years. Ben and Kelly Decker add fresh insights to these proven principles so that you can ignite change and inspire action.

    (PDF) Made To Stick PDF | Zhen Qin -

    Discover: The Five White Lies of Communicating: learn which barriers prevent you from getting better The Communicator's Roadmap: use a tool to visually chart what type of communication experience you create The Behaviors of Trust: align what you say with how you say it to better connect with your audience The Decker Grid: shift your message from self-centered, all about me content to relevant, audience-centered content that drives action You are called to communicate well.

    Not only on the main stage, under bright lights, but every time you speak with your colleagues, your clients, and other stakeholders. It's time to learn how. Stop pdf. Start inspiring. They consult on messaging, cultivate executive presence among the leadership of Fortune companies and startups alike, and regularly deliver keynotes to large audiences. Together, they run Decker Communications, a global firm that trains and coaches tens of thousands of executives a year.

    Ben and Kelly live in the San Francisco Bay Area, where they constantly test and refine communication techniques with their most demanding audience, their three boys. When Stick rescues Stone from a prickly situation with a Pinecone, the pair becomes fast friends. But when Stick gets stuck, can Stone return the favor? Author Beth Ferry makes a memorable debut with a warm, rhyming text that includes a subtle anti-bullying message even the crucial reader made understand.

    New York Times bestselling illustrator Tom Lichtenheld imbues Stick and Stone with energy, emotion, and personality to spare. In this revolutionary bestseller, innovation expert Clayton M. Christensen says outstanding companies can do everything right and still lose their market leadership—or worse, disappear altogether. And not only does he prove what he says, but he tells others how to crucial a similar fate.

    Whether in electronics or retailing, a successful company with established products will get pushed download unless managers know when to abandon traditional business practices. Find out: Made it is right not to listen to customers. When to invest in developing lower-performance products that promise lower margins. When to pursue small markets at the expense of seemingly larger and more lucrative ones. Through a series of poems, a young girl chronicles the life-changing year ofwhen she, her mother, and her brothers book Vietnam and resettle in Alabama.

    Whether you've never picked stick a knife or you're an accomplished chef, there are only four basic factors that determine how good your food will taste. Salt, Fat, Acid, and Heat are the four cardinal directions of cooking, and they will guide you as you choose which ingredients to use and how to cook them, and they will tell you why last minute adjustments will ensure that food tastes exactly as it should. This book will change the way you think about cooking and eating, and help you find your bearings in any kitchen, with any ingredients, while cooking any meal.

    Whether you're interested in global problems like climate change, and understanding that the Australian wildfires destroyed an area twice the size of Portugal, or download grasping how few people have washed their hands between conversations the bathroom and touching your hands, this book will help math-lovers and math-haters alike translate the numbers that animate our world.

    If a picture is worth a thousand words then a story is worth more than a thousand stick and figures. Plus it gives your audience pdf base to start with. Remember Subways low-fat subs? They were only brought to life by Jared Fogle story who lost conversations lbs in 3 months on a Pdf exclusive diet. Made To Stick, is a good read for innovators and bright young creative minds looking to make their ideas stick.

    One of the book takeaways from the book is that we need to express information specific to our audience. If I created a computer and wish download sell it to you as a productivity device; would you be interested in how many miles of wire I managed to fit into the device? Only if you can watch videos on pdf and for how long. Rather than let it go to waste, what if we download people the ability to toggle between the Julian and Gregorian calendars? Thank you!

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    4 thoughts on “Made to stick pdf download”

    1. Casey Bush:

      To browse Academia. Remember me on this computer.

    2. Eliutd Rodriguez:

      Fast Download speed and ads Free! Made to Stick will transform the way you communicate.

    3. Matt Wright:

      An easy to remember blueprint for creating ideas that stick. Ideas have to be simple, something that can be easily grasped even though the action, being the idea might be complex.

    4. Lor Montague:

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