Your life outside the office, will shape how effective you are within it.

Our new work culture rewards uniqueness and innovation. Push yourself to learn areas that you are not familiar with and confront these edges to create sparks and flame these sparks into fires. As we have an economy that used to make money by leveraging a factory, a system, a process, to an economy now where the people who win are the ones who do stuff we didn't expect and we didn't ask for.

On the Slide he has some cards and writes on it. Slightly slanted. Demanding audiences always think of that Presentation is one thing that can make a big difference in your life If you are not appearing, then you are disappearing. Volunteer to give presentations in your office Eat like a bird, poop like an elephant Guy Kawasaki Al Gore got along with Duarte Design to make serious presentations. He used visuals and people get it quickly. So then they concentrate on the speaker. Zen = simplicity How would you get maximum effect out of minimum effort? Even a picture can have design contrast of highlight picture In presentation, contents matters. Simplicity needs creativity. Making the simple complicated is simple and commonplace. But making the complicated to simple is creativity. We dont reward mistakes, we punish mistakes. Thats why we dont see entrepreneurs enough. Step back. Make a choice of what is important for you and let go of the rest. Presentation = Simplicity + Unexpectedness + Concrete + Credibility + Emotion + Story Dont start a presentation with a computer. The planning has to be on paper and whiteboard.

Form the core if people can remember only 1 thing, what will it be? Three things to remember is good. Your story is the most important Design is soul-deep. It is not decoration. Never read your slide Make a list of images you might want to use Lawrence Lessig remix supports his point and unexpected Can you make something for insurance companies? Logic is not enough we need emotion too Use a remote Gatt Miter moves the graphs to show data and displays passion in presenting I want to work in a company where I feel I am being paid to go to Disneyland everyday A lot of CEOs suck. If you suck and you go short, its OK. If you are good and you go long, its OK. But if you suck and go long its dreadful. Are you really making meaning? Is your company making a meaning? Is it making peoples lives better? Does your product create the next curve? A lot of companies take x and add 10% to it thats not the same. For example ice harvester would go to frozen lake and cut ice pieces. For them progress is sharper knife. Then they went away because industrial ice factory. Then they went away and refrigerators came. But interestingly the ice harvestors couldnt become an industrial factory and they inturn couldnt become refrigerator. Is your product deep? Can it do a lot of things? Is it intelligent? (Panasonic has made a flashlight which can take any size of the battery) Is it an experience? (photography upload it on the internet etc.) Is it elegant? Is your product emotive- you either love them or hate them? Do you have a mantra? Why do your company or service or product exist? (it is not a 50word mission statement) E.g. Target democratizes design or eBay democratizes commerce or Nike authentic, athletic performance Can you explain what you do in a small elevator pitch 20 seconds? What does your product do? Or your service do? Can you launch without a marketing budget? Sucking on bloggers, sucking on journalists, use twitter

Are you high and to the right? High more unique Right more value Example Clear Card register in advance; check your credentials; they take you to front of the queue in airport; cost 110 dollars per year Brightly makes bicycles with electronic transmission so if you are very tired; you dont need to always use the manual pedal Watch with SOS-device so if you are lost; people will come looking for you (for kids of rich people who fear kidnappings etc.) Total water-proofing It is much easier to demo good stuff than crap stuff. Do you hire imperfect people? When you hire people who are good on paper, they donot love what you do. Dont set compensation as your goal. Do what you love and the compensation will follow.

Secrets of a speech - Brevity, Levity and Repetition In presentations You dont need a 3-page resume to express yourself. I can make a single chart that will capture all this information in a much more easier and visual manner. Concepts capture the bigger picture. But they do more than that they express relationships. They show causality. They tell stories. Its poetic, beautiful and highly memorable. There is no shortage of content in the world but there is a huge need for editing. Great presentations dont communicate everything, but only what matters to the audience. Great presenters weave it around a memorable story. Presentations can move people by showing them something they have never seen. Combine story and design and structure and expression to present magic. We strive for simplicity and accessibility that transcends words and accesses a rich visual vocabulary. Information is not something that people approach linearly. They gather data and assimilate it later, forging their own stories and patterns. We use interaction design to replicate that process it is something which is to be immersed, navigated and explored and experienced by everyone in their own way. If a picture is worth a thousand words, how much is a moving picture worth?

Our lives are not composed of static views and unchanging vistas; ideas, stories, relationships, the world is all fluid and we are a part of it. We strive to reflect that through design because motion, at its best, can move all of us. The price of compliance failure is very high. Hence the integrity of your information is as important as its implementation. Technology has become another means of gaining mind-share. Your presentations are competing with other mediums out there like video or audio or beautifully designed prints or websites etc. You never change things by fighting the existing reality. To change something, build a new model that makes the existing model obsolete. I am passionate about Product strategy and design Design research to look at people, their activities and the context of those activities Design Thinking like building a better delivery process, or are your customers frustrated with your forms Design Prototyping - test the waters; whats a good idea that you can bring into focus Are you casting a clear and compelling vision? A leader aligns everyone around a shared, inspiring vision. Like Mahatma Gandhi who developed images of national freedom in the minds of millions and aligned them towards a common goal. In business, like AG Lafley who got every person and department in P&G thinking, how will, what I do, make life easier for consumers? A manager focuses on people completing tasks assigned to them. Management is doing things right while leadership is doing the right things. I am more worried about Are we clear about our roles and responsibility Does everyone understand the clear vision for the company Are people motivated and passionate about our mission Do we have the right people and are we developing them If you have the right people on the bus, the issue of managing them and motivating them goes away. A good leader consistently questions why are things done this way and is able to recognize the value and potential of doing things differently. Insanity is doing the same mistakes again and again. Businesses need design now, more than ever. Businesses today dont need to outperform the competition; they have to outimagine the competition. They must begin to think more like designers.

Product design - iPod Experience design iTunes Business design digital music (napster, flash drives, CDs, MP3) Design as a process is equally important as design as an outcome Efficiency has limits; distribution has limits design doesnt. 1980 Make things cheaper (mass production) 1990 Make things better (quality, six sigma) 2000 Make better things (aesthetics, design, innovation) 2010 - ??? Ecosystems are shaping the world around you. Complexity is everywhere - commoditization of goods and services - increasing interdependence - mergers and acquisitions - environmental degradation - economic and political instability - disruptive technologies - new forms of competition - globalization - networked economy - social change - deregulation and privatization - value chain that cant be controlled We are no longer in the Industrial Age and yet we manage things as if we are in one. When a person says we have to beat the competition are we thinking of the following a) who are the defined players as competition b) are the stakes defined c) how do we know that we have won d) is it a worthwhile goal

The linkedin profile completeness bar tells you a) at what level you are and b) what you need to do to reach 95%. This is a great thing because there are two items present here levels and rewards. Seduction = the process of deliberately enticing a person to engage in some sort of behaviour Get people to spend atleast 2 minutes with your service Increase the number of registered users Increase the usage and adoption Stand out from the competition

iLike uses interaction design by matching like minded music junkies. You can pick favourite bands by clicking those. User goals I had a great time clicking my favourite bands; business goal understand music tastes This worked because of feedback loop. Your actions will modify subsequent results. Also it worked because of curiosity, visual imagery and pattern recognition. Recognition over recall produces better results. (instead of asking people, how are you favourite actors show them pictures and tell them to pick their favourites; they can access more) Listen to a sample and answer a related question. It also had a timer and also points there. It also had motivation built in by saying how much you need to score to reach #1 or 10 ranks better. Finally it said, based on your level you are Novice. Why did it work sensory experience, points, points, levels and appropriate challenge. Usability removes friction but Psychology increases motivation What do we know about people? - curious - afraid of change - seek out patterns - like to order and organize things - intensely self-centred - lazy - highly visual thinkers and learners - like to be the hero of the story - respond to our names and first person cues - dont like to make choices, but we like choices - like to be in control (and like to be guided) - find novelty and surprise interesting

Social proof people follow the herd California Pizza Kitchen Dont open it Card. When you walk into a california pizza kitchen, give it to our cashier, we will open it for you. (On top, every card is a winner) People like in linkedin - 11 people have viewed your profile in the last 2 days Ask in a different way Give us two words that you are involved in or are passionate about _______ _________ SabreTown people post their queries and other employees can answer them. 60-70% of employees use if every month 60% questions are answered in an hour Average of 30 pageviews per visit 1 question leads to 9 answers Why it works reputation, points, levels, scarcity

Dopplr makes a personal annual report for you. (Beautiful). People love to download it and print it and send to friends. DELIGHTFUL SURPRISE What does the brain find interesting? - surprise, novelty, the unexpected - beauty - stories - conversation - emotionally touching (like puppies or babies) - mistakes - fun, playfulness, humour - varying visuals - faces of people with expressions - sounds and music - shock, creepy things The way you present data changes the connection that people have to that information. Social proof people follow the lead of similar others Reciprocity people repay in kind Authority people defer to the experts Duration effects perception of time is subjective and can be influenced Scarcity people want more of what they can have less of Sensory Imagery people respond better when more of the senses are engaged Imagery vision trumps all other senses Learn card sorting. Useful as it defines the structure of the information we need to use. Much of the value of card sorting comes from listening to the users comments as they sort the cards: knowing why people place certain cards together gives deeper insight into their mental models than the pure fact that they sorted cards into the same pile. Information design makes complex information easy to understand Where all? - Signage systems - Forms - Tests and test scores - Information kiosks - Data tables - Statistical displays - Listings - Charts - Diagrams - Ballots - Maps - Schedules and time-tables - Manuals - Product Category The moment you write an instruction page on How to read your bill or receipt?, it means you have a design issue.

Resist default thinking like you make a table to show product A and compare with product B. Instead of this you can put product B with tick marks and give the consumer an option to pick it over product A (product A lower features are in small font in backet) Organize to reduce complexity Remove unnecessary information Emphasize the most important information and minimize the less important information. For example, you write actual price 30 USD and new price 25 USD. The 25 USD must be the emphasis. Big large text and a cal-to-action is important Hide non-critical information Replace text with visuals Reinforce text with visuals When filling your user name (have a small tick there to show that it has been done properly) When check you ticket, darken the other areas so that only the ticket part is visible to the user. He would love the contrast. Suggest content or function with visual cues (like instead of just putting 88,000 as Cisco engineer salary, put a call-out box with 88,000 in it) You can have smileys to show if you are happy, sad, ok etc. Ask can a 5-year old understand this? Make a form look more conversational Remove confusing language Unclear workflow in form Unclear information field Unclean page break Guided workflow (use serial numbers 1, 2, 3, 4) Have a clear description of what is needed Have a symbol to say Watch out in forms like a triangle with an exclamation in between Instead of saying where in the body is there a birthmark, draw a body Check whats not important throw it off the main page When buying a camera, what info do you really need? - photo - reviews - price - technical specs

how/where to buy from popularity other version of camera along a timeline

Remember, you cant skate without falling on your ass Define touch-points from a customer perspective. E.g. FormalFashion (made-to-measure formalwear for men) Ordering, Measurement, Cloth, Delivery, Wow, Registration, Payment, Refund policy, Styles available, number of buttons) Customers want more than just a shirt. They want a wonderful buying experience, the virtual tailor should talk to them in an intelligent manner. My own example of explaining conservation to the IT team assume we have only 100 policies with us. Now every month our telemarketing team calls upon prospects and telemarkets insurance policies. In any month they manage to acquire 4 policies. On the other extreme, we have a number of customer who also cancel their policies. That number is also 4. Effectively, for every policy we acquire, we also lose one policy. A story about a gang of organ thieves is more interesting than talking about non-profit institutions. Similarly a biology teacher might take a week explaining the human glands and its functioning and only 3 students in the class might get it. Similarly a manager might unveil a new strategy and the employees nod enthusiastically, but then they fall back to established methods the next day. A popcorn serving in the theatre (medium size bag) has 37 grams of saturated fat while a persons one day need is just 20 grams. But to explain this to the public would have been too scientific. Explaining this with graphs would have been too difficult for people to much. So a scientist explained it as A bucket of popcorn consists of more allergy-clogging fat than a bacon and eggs breakfast, a Big Mac and French fries for lunch and a steak dinner with all trimmings for dinner all combined. Stick means your ideas are understood and remembered Communication of ideas in a crisp, precise manner is required for everyone for a priest who is talking about the powers of God, or a politician who wants support for a particular bill, or a teacher or a CEO. An yet so little attention is paid to this part. Your public speaking skills will not be of any use, if the design of the message is not powerful. Conspiracy theories are naturally sticky ideas. Also wartime rumours, proverbs and jokes. The popcorn event made a vivid, concrete image in the mind of the consumers. The emotion is of fear and disgust. Sticky ideas have common traits. - SUCCES 1. Simplicity 2. Unexpectedness 3. Concreteness 4. Credibility 5. Emotions

6. Stories To strip an idea to the core, we have to master the exclusions Even if you make 10 good points, the jury might remember nothing when they go back to the jury room. When Ronald Reagan and Jimmy Carter were going for elections of 1980, Reagan could have put forward hundreds of statistics to illustrate the slowness of the economy. Instead he said, before you vote ask yourself if you are better off today than you were 4 years ago Whats the meaning of my mojo? Research says that people are more likely to make a donation to a single needy individual than an impoverished region. Research shows that mentally rehearsing a situation helps us perform better when we encounter the situation in a physical environment. The tapper and listener experiment. Tappers were given a list of about 20 well known songs like Happy Birthday to you or Twinkle Twinkle little star and they had to tap. The listeners have to identify what song it is. Before the experiment, the tappers were asked what are the chances that the listener would identify and their answer was 50% times. However the listeners were only able to get right answers only 3%. The reason was that the tappers were listening to the songs in their head and tapping. The problem was that one group had knowledge and the other had lack of that knowledge. This situation is reenacted everyday in the world especially in offices. Office suffer from major information imbalance. HDFC Bank understands the favourite withdrawl amount (now thats design) All 6 principles are important. For example the CEO says unlock shareholder value. This is simple but lacks unexpectedness, concreteness, emotion and a story. JFK said send a man to the moon this decade thats simple, concrete, unexpected and has emotion. When the worlds most famous ads were classified, 89% could be labeled under unexpected. But when the bad ads were classified, the highest classification could only muster 2%. In other words, all creative ads resembled one another but each loser is uncreative in its own way. Free-association brainstorming method - ????

SIMPLE The army often puts hours and hours into planning, but heres a truth that every army man knows nothing goes according to plan. Hence the US army in the 1980 started a concept of Commanders Intent. Here the commander will state his intent in simple words like break the will of the enemy. And it is upto the majors and lieutenants below him to make the plan more concrete. In other words, you can lose the ability to execute the original plan (in the wake of unpredictable events) but you will never lose the ability to execute the intent.

If we do nothing else during tomorrows mission, we must __________________. The single most important thing we have to do for tomorrow is _________________. Like no plan survives contact with the enemy, no sales plan survives contact with the customer. No lesson plan survives contact with the student. Find the core of the idea. For finding the core, you have to weed even important areas as long as it is not the most important area. For example the reason why Southwest could give profitable growth over the last 30 years is because of dogged focus on reducing costs. The most important CI is we are THE lowfare airlines The second circle at the core is Have fun at work. This is also a CI. So employees are OK to talk about their colleagues birthday over the PA. A news reporter is taught always present information in decreasing order of importance. This is called the inverted pyramid structure. Example - A right-wing Jewish extremist shot and killed Prime Minister Yitzhak Rabin tonight as he departed a peace rally attended by more than 100,000 in Tel Aviv, throwing Israel's government and the Middle East peace process into turmoil. Imagine if it was written in a non-inverted manner The Isreali and Middle East peace process met a serious roadblock this afternoon when a peace rally attended by over 100,000 people witnessed the Prime Minster Yitzhak Rabin being shot and killed by a right-wing Jewish extremist. This practice of putting important things first started during one of the world wars when reporters had to send stories using military telegraphs. As they werent sure when the communication might be disrupted or when the military might suddenly ask for their equipment, they started putting the most important part of the story first. A common mistake made by reporters is to get steeped in details and the messages core doesnt reflect in their work. Forced prioritization can be painful but needs to be done to get the message across. During the Clinton campaign of 1992, the campaign advisors had come up with his core message Its the economy, stupid!. His opponent on the other hand, was talking about a balanced budget and getting a number of points. Now Clinton had been talking about this for the last 2 years and didnt want to stop talking about it. However his advisors said no, as it would muddle his key message. So he buried the lead and stuck on with Its the economy, stupid! message. Human behaviour if you give two good choices, rather than one, it paradoxically makes them less likely to choose either. The Daily Record was a local community newspaper and had a circulation of 112% for the 5000 house community it served. How was this possible? Its core message was local news which was served with complete perfection. The Daily Record had been so popular because of names, names and names. (he shows concreteness) He even put in additional

typesetters if the names were more than what the newspaper could take (this shows prioritization) Notice that Names, names was even superior than local news schema. Simple message = Core + compact Proverbs are effective too. A bird in hand is better than two in the bush. Do onto others as you would have them do unto you. Its like a remote control which has over 50 buttons on it. Which ones are really important? Q: A pomelo is the largest citrus fruit. The rind is very thick but soft and easy to peel away. The resulting fruit has a light yellow to coral pink flesh and can vary from juicy to slightly dry and from seductively spicy-sweet to tangy and tart. What is the taste you get when you mix half orange and half pomelo. Q: A pomelo is basically a supersized grapefruit with a very thick and soft rind. By linking the pomelo with a grapefruit, the author has now put an illustration to our mind. If Southwest instead of saying THE low-fare said maximize shareholder value, then the employee cannot link it i.e. it wont be concrete. Use of analogy helps (like in the pomelo example) Speed is Die Hard on a bus. Or, Aliens is Jaws on a spacship. These are given in movies for high-concept pitches. Disney uses metaphors like calling their employees crew members so when they are in the themepark, there are acting; their uniforms are costumes etc. Similarly Subway calls its employees sandwich artists. UNEXPECTED Southwest airlines attendant rapping the instructions. The first problem of communication is getting peoples attention. The most common way of doing it is to break a pattern. Our brain is designed to be keenly aware of changes. Smart product designers are well aware of this tendency. Surprise gets our attention. Interest keeps our attention. Example the unexpected ending advertisements on Youtube. What words are these HENSION BARDLE PHRAUG TAYBL

PHRAUG and TAYBL are sticky but not the other two. 1. Identify the central message you need to communicate the core 2. What are the unexpected implications of your core message? (why are things happening naturally) 3. Communicate your message in a way that breaks your audience guessing machine Common sense is the enemy of sticky messages Nordstorm is unlike a normal retail store. In a normal store, they focus on getting customers in and out of the door, with a smile. In Nordstorm, they aim to make customers happy even at the expense of efficiency. For a Nordie, customer service breaks patterns o The Nordie who ironed a new shirt for a customer who needed it for a meeting that afternoon; o The Nordie who cheerfully gift wrapped products a customer bought at Macy's; o The Nordie who warmed customers' cars in winter while they finished shopping; o The Nordie who made a last-minute delivery of party clothes to a frantic hostess; o And even the Nordie who refunded money for a set of tire chainsalthough Nordstrom doesn't sell tire chains. Nordstrom says provide the best customer service in the world. But they try to push it from common sense to uncommon sense as illustrated in the above examples. Whats a good title for the following news clipping? The teacher reeled off the facts: "Kenneth L. Peters, the principal of Beverly Hills High School, announced today that the entire high school faculty will travel to Sacramento next Thursday for a colloquium in new teaching methods. Among the speakers will be anthropologist Margaret Mead, college president Dr. Robert Maynard Hutchins, and California governor Edmund Tat' Brown." Answer there will be no school on Thursday. First, we built interest by quickly and directly breaking our schema of a "generous America." We also shifted the conversation to percentages, which are easier to understand than billions. Second, we tried to make the B-2 analogy more concrete by replacing it with soft drinks and movies. Soft drinks and movies are more tangibledoes anyone really have a "gut feel" for what a B-2 bomber costs, or what it's worth? Soft drinks and movies, because they are frivolous expenses, also provide an emotional contrast to the critical human needs present in Africa. Prof. Cialdini researched a number of scientific papers to see how they explain their principles to non-scientific people. He observed that the best papers always start with a mystery. Cialdini believes that a major benefit of teaching using mysteries is that "the process of resolving mysteries is remarkably similar to the process of science." So, by using mysteries, teachers don't just heighten students' interest in the day's material; they train them to think like scientists.

In McKee's view, a great script is designed so that every scene is a Turning Point. "Each Turning Point hooks curiosity. The audience wonders, What will happen next? and How will it turn out? The answer to this will not arrive until the Climax of the last act, and so the audience, held by curiosity, stays put." McKee notes that the How will it turn out? question is powerful enough to keep us watching even when we know better. Message : This year we targeted support from theatergoers under thirty-five. Our goal is to increase donations from younger patrons, who have traditionally composed a much greater percentage of our audience than of our donor base. To reach them, we implemented a phone-based fund-raising program. Six months into the program, the response rate has been almost 20 percent, which we consider a success. Improved : This year we set out to answer a question: Why do people under thirty-five, who make up 40 percent of our audience, provide only 10 percent of our donations? Our theory was that they didn't realize how much we rely on charitable donations to do our work, so we decided to try calling them with a short overview of our business and our upcoming shows. Going into the six-month test, we thought a 10 percent response rate would be a success. Before I tell you what happened, let me remind you of how we set up the program. (notice he doesnt say 20% yet this is the gap theory .. along with a puzzle) Experiment one group was led into getting a consensus while the other group was left with disagreements. Students who achieved easy consensus were less interested in the topic, studied less, and were less likely to visit the library to get additional information. The most telling difference, though, was revealed when teachers showed a special film about the discussion topicduring recess! Only 18 percent of the consensus students missed recess to see the film, but 45 percent of the students from the disagreement group stayed for the film. The thirst to fill a knowledge gapto find out who was rightcan be more powerful than the thirst for slides and jungle gyms. If curiosity arises from knowledge gaps, we might assume that when we know more, we'll become less curious because there are fewer gaps in our knowledge. But Loewenstein argues that the opposite is true. He says that as we gain information we are more and more likely to focus on what we don't know. Someone who knows the state capitals of 17 of 50 states may be proud of her knowledge. But someone who knows 47 may be more likely to think of herself as not knowing 3 capitals. When the NCAA was broadcasted by ABC, there was a certain lack of knowledge among people of cities which were not playing. To address this, ABC started talking about the rivalries, the emotions, the histories, the surrounding country, the campus etc. The trick is provide context. This principle can be used everywhere and everything we do. The idea is that to engage students in a new topic you should start by highlighting some things they already know. An earth-science teacher might ask her students to bring in pictures of an earthquake's devastation, as a way of leading up to a discussion of plate tectonics. Alternatively, the teacher can set the context, a la Arledge, so that stu- dents start to become interested. A chemistry teacher might lead into the periodic table of elements by discussing Mendeleyev and his long, passionate quest to organize the elements. In this way, the periodic table emerges from within the context of a sort of detective story.

Knowledge gaps always create interest. "If people like curiosity, why do they work to resolve it?" he asks. "Why don't they put mystery novels down before the last chapter, or turn off the television before the final inning of a close ball game?" Unexpected ideas set up big knowledge gapsbut not so big that they seemed insurmountable.

CONCRETE One hot summer day a Fox was strolling through an orchard. He saw a bunch of Grapes ripening high on a grape vine. "Just the thing to quench my thirst," he said. Backing up a few paces, he took a run and jumped at the grapes, just missing. Turning around again, he ran faster and jumped again. Still a miss. Again and again he jumped, until at last he gave up out of exhaustion. Walking away with his nose in the air, he said: "I am sure they are sour." It is easy to despise what you can't get. To protect 2 million acres of forests, they didnt say to grant givers that they want to save 2 million acres. Instead they gave names to certain landscapes like Mount Hamilton Wilderness. In this way, they made these landscapes as eco-celebrities rather than amount of acres. In other words, they converted blobs of land into tangible landscapes. Remember a V8 engine is concrete but high performance is abstract. A world class service is abstract. A Nordie ironing a customers shirt is concrete. Beginners understand concrete. Experts understand abstract. Concreteness is a more safe language to a room full of people. Take an example of a cooking class. Cook until the mixture reaches a hearty consistency. I f this was to be converted to concrete Cook for 2 minutes, Cook till the potatoes look this this In education, thats the difference between explaining a problem as If have 3 apples with me. Then my friend gives me 2 more. How many do I have? v/s asking, What is 3 + 2? Concrete ideas are easier to remember. Similar to a case study which runs through the course of the semester rather than learning it via a book. Brown Eyes, Blue Eyes Martin Luther King, Jr., was assassinated on April 4, 1968. The next day, Jane Elliott, an elementary-school teacher in Iowa, found herself trying to explain his death to her classroom of third-graders. In the all- white town of Riceville, Iowa, students were familiar with King but could not understand who would want him dead, or why. Elliott said, "I knew it was time to deal with this in a concrete way, because we'd talked about discrimination since the first day of school. But the shooting of Martin Luther King, one of our 'Heroes of

the Month' two months earlier, couldn't be explained to little third-graders in Riceville, Iowa." She came to class the next day with a plan: She aimed to make prejudice tangible to her students. At the start of class, she divided the students into two groups: brown-eyed kids and blue-eyed kids. She then made a shocking announcement: Brown-eyed kids were superior to blue-eyed kids"They're the better people in this room." The groups were separated: Blue-eyed kids were forced to sit at the back of the classroom. Brown-eyed kids were told that they were smarter. They were given extra time at recess. The blue-eyed kids had to wear special collars, so that everyone would know their eye color from a distance. The two groups were not allowed to mix at recess. Elliott was shocked at how quickly the class was transformed. "I watched those kids turn into nasty, vicious, discriminating third- graders ... it was ghastly," she said. "Friendships seemed to dissolve instantly, as brown-eyed kids taunted their blue-eyed former friends. One browneyed student asked Elliott how she could be the teacher "if you've got dem blue eyes." At the start of class the following day, Elliott walked in and announced that she had been wrong. It was actually the brown-eyed children who were inferior. This reversal of fortune was embraced instantly. A shout of glee went up from the blue-eyed kids as they ran to place their collars on their lesser, brown-eyed counterparts. On the day when they were in the inferior group, students described themselves as sad, bad, stupid, and mean. "When we were down," one boy said, his voice cracking, "it felt like everything bad was happening to us." When they were on top, the students felt happy, good, and smart. Even their performance on academic tasks changed. One of the reading exercises was a phonics card pack that the kids were supposed to go through as quickly as possible. The first day, when the blue-eyed kids were on the bottom, it took them 5.5 minutes. On the second day, when they were on top, it took 2.5 minutes. "Why couldn't you go this fast yesterday?" Elliott asked. One blue-eyed girl said, "We had those collars on. . . ." Another student chimed in, "We couldn't stop thinking about those collars." Elliott's simulation made prejudice concretebrutally concrete. It also had an enduring impact on the students' lives. Studies con- ducted ten and twenty years later showed that Elliott's students were significantly less prejudiced than their peers who had not been through the exercise. Students still remember the simulation vividly. A fifteen-year re-union of Elliott's students broadcast on the PBS series Frontline revealed how deeply it had moved them. Ray Hansen, remembering the way his understanding changed from one day to the next, said, "It was one of the most profound learning experiences I've ever had." Sue Ginder Rolland said, "Prejudice has to be worked out young or it will be with you all your life. Sometimes I catch myself [discriminating], stop myself, think back to the third grade, and remember what it was like to be put down." She could have treated prejudice as something to be learned, like the story of a World War II battle. Instead, Elliott turned prejudice into an experience. Think of the "hooks" involved: The sight of a friend suddenly sneering at you. The feel of a collar around your neck. The despair at feeling inferior.

Engineers often make increasingly elaborate drawings to make things clear to the manufacturers. The same is true for process flowcharts made by the operations staff. Over time, these drawings become more abstract and hamper communication. The engineers were behaving like American tourists who travel to foreign countries and try to make themselves understood by speaking English more slowly and loudly. The solution to this problem is not to make both parties understand each other but for the engineers to change their behaviour. The reason for not going after the manufacturing team is because the product is a more tangible product and people can think in its perspective. When Boeing prepared to launch the design of the 727 passenger plane in the 1960s, its managers set a goal that was deliberately concrete: The 727 must seat 131 passengers, fly nonstop from Miami to New York City, and land on Runway 4-22 at La Guardia. (The 4-22 runway was chosen for its lengthless than a mile, which was much too short for any of the existing passenger jets.) With a goal this concrete, Boeing effectively coordinated the actions of thousands of experts in various aspects of engineering or manufacturing. Imagine how much harder it would have been to build a 727 whose goal was to be "the best passenger plane in the world."

Stone Yamashita is a firm based in San-Francisco, which helps organizations create change by using concrete techniques. Almost everything they do is visceral and visual. Unlike other consulting firms that use powerpoint presentations, at Stone Yamashita it is a simulation, event or a creative installation. HP approached the firm to create a proposal for Disney to highlight HP research and how it could help in running Disney theme parks. The "presentation" that Stone Yamashita designed was an exhibit that filled 6,000 square feet. Yamashita describes the gist: "We invented a fictitious family called the Ferraris, three generations of them, and built an exhibit about their life and their visit to Disney World. Walking into the exhibit, you began in the Ferraris' living room, furnished with family photos. Each subsequent room followed the Ferraris through various scenes of their Disney World vacation. HP technology helped them buy tickets, sped their entry into the park, and scheduled their reservations for dinner. Another bit of technology helped them enjoy their favorite rides while minimizing waiting time. Back inside their hotel room at the end of the day, there was a final twist: A digital picture frame had automatically downloaded a picture of them as they rode a Disney World roller coaster. Stone Yamashita, working with HP's engineers, turned a message about the benefits of collaborationwhat could have been a Power- Point presentationinto a living, breathing simulation. Stone Yamashita put hooks into the idea of e-services. They took an abstract idea and made it concrete with an intense sensory experience. Note that there were two different audiences for the exhibit. The first audience was Disney. Disney's execs were the "novices"they needed to be shown, in tangible terms, what HP's technology could do for them. Then there were HP's employees, particularly the engineers. They were far from novices. Many engineers had been skeptical about the value of Yamashita's demos. Once the exhibit opened, however, it produced tremendous enthusiasm within HP. It was initially intended to stay up long enough to make the Disney pitch, but, because it was so popular, it remained for three or four months afterward.

Exercise : Write down as many things that are white in color as you can think of. Exercise : Write down as many white things in your refrigerator as you can think of. Jerry Kaplan of Go Computers threw his leather suitcase on the table to tell venture capitalists what his computer might look like. (concreteness) This message is from James Grant, who was the director of UNICEF for many years. Grant always traveled with a packet filled with one teaspoon of salt and eight teaspoons of sugar the ingredients for Oral Rehydration Therapy (ORT) when mixed with a liter of water. When he met with the prime ministers of developing countries, he would take out his packet of salt and sugar and say, "Do you know that this costs less than a cup of tea and it can save hundreds of thousands of children's lives in your country?" Grant is clearly a master of making ideas stick. He brings out a concrete prop and starts with an attention-grabbing unexpected contrast: This packet costs less than a cup of tea, but it can have a real impact. Prime ministers spend their time thinking about elaborate, complex social problemsbuilding infrastructure, constructing hospitals, maintaining a healthy environmentand suddenly here's a bag of salt and sugar that can save hundreds of thousands of children. Grant's message does sacrifice the statistics and the scientific description that add credibility to the PSI message. But, as the director of UNICEF, he had enough credibility to keep people from questioning his facts. Concreteness might also mean simplifying the product line. Like in the case of Hamburger Helpers brand. Also how the Saddleback Church describes the kind of person they are trying to reach Saddleback Sam is the typical unchurched man who lives in our area. His age is late thirties or early forties. He has a college degree and may have an advanced degree.... He is married to Saddleback Samantha, and they have two kids, Steve and Sally. Surveys show that Sam likes his job, he likes where he lives, and he thinks he's enjoying life more now than he was five years ago. He's self-satisfied, even smug, about his station in life. He's either a professional, a manager, or a successful entrepreneur. ... Another important characteristic of Sam is that he's skeptical of what he calls "organized" religion. He's likely to say, "I believe in Jesus. I just don't like organized religion."

CREDIBLE Department of Public Health (MDPH), was in charge of designing a public-service campaign against smoking. He became aware of Pam Laffin and asked her to share her story with the public. She agreed. Connolly said, "What we've learned from previous campaigns is that telling stories using real people is the most compelling way." Details often boost the credibility of an argument. Like in the Darth Vader story about the mother who had 8 arguments against and 8 arguments for regarding whether her 7-year old daughter should be taken away from her. Beyond War would pour 1 pebble for Hiroshima Bomb. It would then pour 10 pebbles for 1 US submarine bomb. Then pour 5000 pebbles to tell them the number of nuclear weapons currently in the US alone. This way they make the scale of nuclear bombs more tangible. The

demonstration worked well because it produced noise which is harsh just like a bomb. Statistics were not as important as the scale of the problem. For example in Independence Day, the general says 15000 square miles i.e. the size of Texas. This helps put the entire problem in perspective. Steven Covey in his book the 8th habit says : Only 37 percent said they have a clear understanding of what their organization is trying to achieve and why. Only one in five was enthusiastic about their team's and their organization's goals. Only one in five said they had a clear "line of sight" between their tasks and their team's and organization's goals. Only 15 percent felt that their organization fully enables them to execute key goals. Only 20 percent fully trusted the organization they work for. One example comes from Cisco, when it had to decide whether to add a wireless network for its employees. The cost of maintaining a wireless network was estimated at $500 per year per employee. That price sounds heftyon the order of adding dental or vision insurance for all employees. But it's not a benefit, it's an investment. So how do you compute the value of an investment? You've got to decide whether you can get $501 worth of additional value from each employee each year after adding the network. One Cisco employee figured out a better way to think about the investment: "If you believe you can increase an employee's productivity by one to two minutes a day, you've paid back the cost of wireless." On this scale, the investment is much easier to assess. When it comes to statistics, our best advice is to use them as input, not output. Use them to make up your mind on an issue. Don't make up your mind and then go looking for the numbers to support yourselfthat's asking for temptation and trouble. Suppose Oprah talks about a girl whose hand was bitten by a shark. Now if you are the director of the Save the Sharks foundation, what do you do? What source of credibility do you tap in? Instead of using statistics, a better revert might be - Which of these animals is more likely to kill you? A SHARK or a A DEER ANSWER: The deer is more likely to kill you. In fact, it's 300 times more likely to kill you (via a collision with your car). When we use statistics, the less we rely on the actual numbers the better. The numbers inform us about the underlying relationship, but there are better ways to illustrate the underlying relationship than the numbers themselves. Juxtaposing the deer and the shark is similar to Ainscow's use of BBs in a bucket. Safexpress could have used statistics or testimonials to show their safe, on-time delivery but instead they used two instances a) Harry Potter books being delivered exactly at 8 am in stores across India b) Brothers examination paper delivered at various exam centres across India Testable credentials are useful in many domains. For example, take the question "Are you better off now than you were four years ago?" Ronald Reagan famously posed this question to the audience during his 1980 presidential debate with Jimmy Carter. Reagan could have

focused on statisticsthe high inflation rate, the loss of jobs, the rising interest rates. But instead of selling his case he deferred to his audience. The PCA holds positive-coaching seminars for youth sports coaches. At the seminars, trainers use the analogy of an "Emotional Tank" to get coaches to think about the right ratio of praise, support, and critical feedback. After the Emotional Tank analogy is introduced, the trainers begin an exercise. First, they ask the coaches to imagine that the person next to them has just flubbed a key play in the game. The coaches are challenged to say something to the person to drain his Emotional Tank. Then the coaches are asked to imagine that someone else has made the same mistake, but now they're in charge of filling that person's Emotional Tank instead of draining it. This generates a more muted response. Thompson says, "The room often gets very quiet, and you finally hear a feeble, 'Nice try!'" Observing their own behavior, the coaches learn the lessonhow they found it easier to criticize than to support, to think of ten clever insults rather than a single consolation. Thompson found a way to transform his point into a testable credential, something the coaches could experience for themselves. You have a 80-times higher chance of tuberculosis than facing a tornado. So why do people predict badly? Because of the availability bias. The availability bias is a natural tendency that causes us, when estimating the probability of a particular event, to judge the event's probability by its availability in our memory. We intuitively think that events are more likely when they are easier to remember.

EMOTIONAL In charity, when the information presented is for the masses then people donot pay much. But if the story is towards a single person, then more donations are collected. This might be due to drop in the bucket effect. It can also be due to the analytical effect i.e. more information given to be processed rather than the emotional part. Emotional leads to a higher donation and analytical is much lower. This was done in a study where one group was asked a question (5 miles in 1 minute; how many in 300 seconds) and the other an emotional question (in one word, what feelings do you get when a baby cries?) At Farm Sanctuary, a nonprofit organization that fights to reduce cruel treatment of farm animals, donors can "adopt a chicken" ($10 per month), a goat ($25), or a cow ($50). No one wants to donate to the General Administrative Fund of a charity. Some words are becoming more popular. For example the word unusual was used 2 times more than unique in 1985. But in 2005, it became the opposite. Sportsmanship was once a powerful idea in athletics, but Thompson felt that it had become a weak term. "Sportsmanship trophies are seen as consolation prizes for losers," he says. Everyone enjoys hearing about real examples of good sportsmanship. Thompson uses the example of Lance Armstrong, who reacted unexpectedly when one of his chief opponents,

Jan Ullrich, crashed during the Tour de France. Instead of taking advantage of this lucky break to increase his lead, Armstrong slowed down and waited for Ullrich to remount. He later said that he rode better when he was competing with a great athlete like Ullrich. That's sportsmanship. A baseball league in Northern California found that after Positive Coaching training, there was a dramatic reduction (90 percent!) in the number of people who were ejected from games for bad behavior. Team morale improved so much that the number of players enrolling in the league increased by 20 percent. Caples says companies often emphasize features when they should be emphasizing benefits. "The most frequent reason for unsuccessful advertising is advertisers who are so full of their own accomplishments (the world's best seed!) that they forget to tell us why we should buy (the world's best lawn!)." An old advertising maxim says you've got to spell out the benefit of the benefit. When delivering speeches always answer the question Whats in it for me? People often donot spell out the details in the impression that people arent stupid. But it is better to spell it out as listeners may take some time to connect the dots and by that time if you have moved to the next point, then the message is lost. Message 1 : CATV will provide a broader entertainment and informational service to its subscribers. Used properly, a person can plan in advance to enjoy events offered. Instead of spending money on the babysitter and gas, and putting up with the hassles of going out, more time can be spent at home with family, alone, or with friends. Message 2 : Take a moment and imagine how CATV will provide you with a broader entertainment and informational service. When you use it properly, you will be able to plan in advance which of the events offered you wish to enjoy. Take a moment and think of how, instead of spending money on the babysitter and gas, and then having to put up with the hassles of going out, you will be able to spend your time at home, with your family, alone, or with your friends. Notice the number of You. People are asked to visualize the feeling/benefit. Message 2 was more responsive to cable TV. Imagine that Save the Children incorporated this idea into its pitches for sponsorship. Right now the pitch is "You can sponsor Rokia, a little girl in Mali, for $30 per month"a pitch that is already successful. But what if the pitch was expanded? "Imagine yourself as the sponsor of Rokia, a little girl in Mali. You've got a picture of her on your desk at work, next to your kids' pictures. During the past year you've traded letters with her three times, and you know from the letters that she loves to read and frequently gets annoyed by her little brother. She is excited that next year she'll get to play on the soccer team." That's powerful. Maslows Need Hierarchy Transcendence: help others realize their potential Self-actualization: realize our own potential, self-fulfillment, peak experiences Aesthetic: symmetry, order, beauty, balance

Learning: know, understand, mentally connect Esteem: achieve, be competent, gain approval, independence, status Belonging: love, family, friends, affection Security: protection, safety, stability Physical: hunger, thirst, bodily comfort

Research however suggests that people pursue all needs almost simultaneously Imagine you get a bonus of $1000. The money can be paid as 1. A reimbursable amount for a home improvement or a car accessory benefit 2. A cash-in-the-bank benefit 3. Company recognizes how important you are to overall performance You would probably take it as #3. But what happens when you have to decide for others. Same with a job 1. You get job security and compensation 2. You get visibility in the job a lot of people will watch your performance 3. You will work in a central role and understand how the company works

Outside of Iraq airport is a US Army mess which has the reputation of being the best mess in the country. The fruits are properly cut, the cakes last amazing and have sensual names, the ribs are perfectly marinated. The head chef uses the mess not only to feed the Army but also improve morale. Example In a 1993 conference on "Algebra for All," the following points were made in response to the question "Why study algebra?" Algebra provides methods for moving from the specific to the general. It involves discovering the patterns among items in a set and developing the language needed to think about and communicate it to others. Algebra provides procedures for manipulating symbols to allow for understanding of the world around us. Algebra provides a vehicle for understanding our world through mathematical models. Algebra is the science of variables. It enables us to deal with large bodies of data by identifying variables (quantities which change in value) and by imposing or finding structures within the data. Algebra is the basic set of ideas and techniques for describing and reasoning about relations between variable quantities. Improved : Here's what I tell my students about why they need to learn algebra: You need it to get your high school diploma. Every future math and science class you take will require a knowledge of algebra. To get admitted to a good college, you'll need a good record in math. And even if you don't ever plan to attend college, the reasoning skills you learn in algebra will help you buy a home, create a budget, etc.

My brother is a sales rep for a high-tech firm . . . he always had trouble with math in school but now realizes the hard work he put into the course has improved his analytical skills and has made him a better presenter to his clients. Another improved : (Use of analogies) I then go on to remind them that people don't lift weights so that they will be prepared should, one day, [someone] knock them over on the street and lay a barbell across their chests. You lift weights so that you can knock over a defensive lineman, or carry your groceries or lift your grandchildren without being sore the next day. You do math exercises so that you can improve your ability to think logically, so that you can be a better lawyer, doctor, architect, prison warden or parent.

Texas has a big litter problem. The person who litters is between 18-35, listens to country music, rides a pickup and doesnt like authority. To solve this problem, the administration realized that it is not enough to put up notices. Hence it embark on a campaign to convince the typical Texas litterer that people like him did not like to litter. The Texas Sanitation department approved the slogan Dont Mess with Texas. They use locally known Texas musicians or sportstars who are of the Texan-litterer type. The Texas-ness is most important to bridge the divide. The above example shows that identity appeal works better than rational self-interest appeal. Stating the mission statement the case of Duo Piano. The true meaning came out only when the question was asked, "Why would the world be a less rich place if duo piano music disappeared completely?" The Duo Piano group first put together their mission as : We exist to protect, preserve, and promote the music of duo piano. The correct message came across only on asking the Three Whys. They moved from a set of associations that had no power (except to someone who knew duo piano) to a set of deeper, more concrete associations that connected emotionally with the outsiders. IDEO had to change workflows in a hospital. So it created a video from the perspective of the customer. For 20 minutes the person was looking at a ceiling. IDEO also created roleplaying exercises with the staffer in the patients shoes. (imagine you are French and you are trying to locate your father in the hospital) Even in business, the intellectual aspect of the patterns prevent people from caring.

How can we make people care about our ideas? We get them to take off their Analytical Hats. We create empathy for specific individ- uals. We show how our ideas are associated with things that people already care about. We appeal to their self-interest, but we also appeal to their identitiesnot only to the people they are right now but also to the people they would like to be And, while we should always think about "what's in it" for our audience, we should remember to stay clear of Maslow's Basement. "What's in it" for our audience might be aesthetic motivation or the desire for transcendence rather than a $250 bonus.

Floyd Lee said, "As I see it, I am not just in charge of food service; I am in charge of morale." Who wouldn't want a leader like Floyd Lee?

STORIES Stories are told and re-told because they contain wisdom. The most powerful stories are ones that provide stimulation (knowledge about how to act) and inspiration (motivation to act). 3 groups a) Problem-simulator (think about the problem, what you learn from it, steps you took etc.) b) Event-simulator (break down everything step-by-step, review it, how you can solve it) c) Outcome-simulator (picture the feeling once you have solved the problem) Point b) did the best because simulating past events is much easier than simulating future outcomes. But mental simulations work. Mental simulation also help us manage emotions. Visualization helps address phobias by focusing on the process, rather than the outcome. Mental simulation also helps in problem solving. It also helps in anticipating appropriate responses to future situations. E.g. picturing a potential conflict with a boss helps you word the responses to him properly. Simulation also helps people in taking up or going back to bad habits. Mental simulation can help build skills. Stories as inspiration Jared and Subway Jared had a serious weight problem. By his junior year in college, he had ballooned to 425 pounds. He wore size XXXXXXL shirts, the largest size available in big-and-tall clothing stores. His pants had a 60-inch waist. By the spring break following his December hospital visit, Jared had decided to slim down. Motivated by the "7 Under 6" campaign, he had his first turkey club. He liked the sandwich, and eventually he developed his own, all-Subway diet: a foot-long veggie sub for lunch and a six-inch turkey sub for dinner. After three months of the "Subway diet," as he called it, he stepped on the scale. It read 330 pounds. He had dropped almost 100 pounds in three months by eating at Subway. He stuck with the diet for several more months, sometimes losing as much as a pound a day. The key link in the chain was a Subway franchise owner named Bob Ocwieja, who spotted the article and thought it had potential. He took time out of his schedule to track down the creative director at Subway's Chicago ad agency, a man named Richard Coad, and suggested that he check out the article. Coad says, "I kind of laughed at first, but we followed up on it." And that's when the Jared story hit another hurdle. Ad agency president Krause called Subway's marketing director to unveil the tale of Jared, but the marketing director wasn't impressed. He had just started his job at Subway, having previously worked for another fast-

food company. "I've seen that before," he said. "Fast foods can't do healthy." The marketing director preferred to launch a campaign focused on the taste of Subway's sandwiches. To satisfy Krause, though, the director ran the Jared campaign idea by Subway's lawyers. The lawyers, predictably, said a Jared campaign couldn't be done. It would appear to be making a medical claim that might create a liability, blah blah-blah. The only way to avoid any liability was to run disclaimers like "We don't recommend this diet. See your doctor first." Then came another hurdle: Franchisees didn't usually pay to make the actual commercials; they just paid to run the commercials in their regions. The commercials were generally funded by the national office. So who would pay for the Jared commercials? Krause decided to make the spots for free. He said, "For the first and only time in my career, I gave the go-ahead to shoot an ad that we weren't going to be paid for." The ad first ran on January 1, 2000 just in time for new-year resolutions. The next day, Krause said, the phones started ringing in the morning and didn't let up. USA Today called, ABC and Fox News called. On the third day, Oprah called. This story had simulation value and inspiration value. This huge guy lost 245 pounds on a diet that he invented! Wow! The story provides a good kick in the pants for anyone who's been struggling to lose that last 10 pounds. Why was the Jared story successful? 1. It was simple 2. Its unexpected 3. Its concrete 4. Its credible 5. Its emotional 6. Its a story If instead, we see the 7 under 6 (7 subs under 6 grams). It is simple, NOT unexpected, NOT concrete (numbers arent concrete), partly credible, NOT emotional and NOT a story. Spotting an idea is not difficult but it is unnatural. Blumkin started a furniture business in 1937 with $500 that she had saved. Almost fifty years later, her furniture store was doing $100 million in annual revenue. At age one hundred, she was still on the floor seven days a week. She actually postponed her one-hundredth birthday party until an evening when the store was closed. At one point her competitors sued her for violating the fair-trade agreement because her prices were so much lower. They thought she was selling at a loss in order to put them out of business. Buffett says, "She demonstrated to the court that she could profitably sell carpet at a huge discount and sold the judge $1,400 worth of carpet." Pick stories from chicken soup for the soul. There are usually four dramatic plots Simple Tragic Simple Fortunate Complex Tragic

Complex Fortunate Or, three basic plots 1. Challenge plot (David and Goliath, Jared and Subway, US and Russia in 1980 Olympics, Lance Armstrong, Avatar) they inspire us. 2. Connection plot (chicken soup for the soul, stories during Christmas) 3. Creativity plot (the drag test used by Ingeroll-And) When you hit listeners between the eye with direct statements, they respond by fighting back. The way you deliver a message is a cue of how they would react. Stories focus people on potential solutions. Telling stories with visible goals and barriers shifts the audience into a problem-solving mode. A springboard story is an exercise in mass-customization it allows each audience member to use the story to arrive at a slightly different destination. Instead of summarizing a conference with abstract points, Klein and his team collected all his stories and sent them to the organizers. They were quite pleased but not the speakers. But the speakers had the Curse of Knowledge which prevented them from accepting this mode of communication. In a Stamford University experiment, students are divided in 8 groups and told to make 1minute speeches. After that, the professor shows they a film to distract them. Post this, they are given a piece of paper to write down the points that were told in those speeches. Most people remember 1-2 points at most. The number of statistics used was 2.5 for every speech. Only 1 in 10, tells a story. The result 65% remember the story. 5% remember the statistics. 2 problems a) They want to put every piece of information b) Focus on the presentation rather than the message Business managers seem to believe that, once they've clicked through a PowerPoint presentation showcasing their conclusions, they've successfully communicated their ideas. What they've done is share data. If they're good speakers, they may even have created an enhanced sense, among their employees and peers, that they are "decisive" or "managerial" or "motivational." But, like the Stanford students, the surprise will come when they realize that nothing they've said had impact. They've shared data, but they haven't created ideas that are useful and lasting. Nothing stuck. For an idea to stick, for it to be useful and lasting, it's got to make the audience: 1. Pay attention 2. Understand and remember it 3. Agree/Believe 4. Care 5. Be able to act on it Read case studies / whitepapers to see how companies solved tingling problems

To get people to pay attention = Break their guessing machine (there is no school on Thursday) Nordies gift-wrap packages from Macys Mysteries or puzzles that are slowly solved over the class (Saturn rings) To get people to understand and remember = Make the message simpler Talk with examples to make things concrete To get people to believe you = Move away from statistics Add more details to your stories More examples To get people to care = Tell them an inspiring plot or a creativity plot story Appeal more to self-interest (high Maslow hierarchy) To get people into the act = Get them into a challenge plot Simple message

We've studied preposterous ideas: the kidney thieves and their ice-filled bathtub. We've studied brilliant ideas: Ulcers are caused by bacteria. We've studied boring ideas made interesting: the flight-safety announcement. We've studied interesting ideas made boring: Oral rehydration salts that could save the lives of thousands of kids.