Made to Stick Why Some Ideas Survive and Others Die PDF Free Download

Brothers Chip and Dan Heath in their New York Time’s best-selling book, “Made to Stick,” explore the stickiness of an idea. Those of us who spend time in the start-up world marvel at why one idea gains traction and other, seemingly better ideas, fall to wayside. The Heath brothers provide insights on this phenomenon and provide help for those bent on creating ideas that are “sticky.”

“Sticky” ideas are understandable, memorable, and effective in changing thought or behavior. The six underlying SUCCESs principles for making things “stick” are:

• Simplicity – Simple=core+compact. Find and share your core idea; make it simple and profound. “It’s the economy, stupid” (Clinton campaign, 1992) is a great example. The inverted pyramid approach which is used in journalism is a good tool to get your headline.
• Unexpectedness – We need to violate people’s expectations to get them to pay attention. Break existing patterns to get people’s attention. Southwest flight attendants use humor (there are two doors on either side if you need to jump!) to hold attention when giving the pre-flight safety announcement. Humans adapt incredibly quickly to patterns. Consistent sensory stimulation makes us tune out.
• Concreteness – You must help people understand and remember. Don’t use abstractions. Make your core idea concrete. Use common knowledge to make your idea stick. Our greatest villain is the Curse of Knowledge or when we assume everyone knows what we know or shares our unique perspective. We have to see it from the “others” point of view. We forget what other people do not know and slip into “abstractspeak.” Boeing’s criteria for a new plane was not “the best passenger plane in the world” but one that can seat 131 passengers and land on Runway 2-22 at LaGuardia. No ambiguity here.
• Credibility – Help people believe by making sure your idea carries its own credentials. Pass the “Sinatra Test.” Examples offered include “Where’s the Beef?” and Reagan’s “Are you better off today?” Both were credible and resonated as they were based on common shared knowledge.
• Emotional– Make people care by using the power of association, appealing to self-interest, or identity. “People donate to Rokia more than a wide swath of Africa”; “Honoring the Game” versus the use of the word ‘sportsmanship’; “I’m in charge of morale” as stated by a US military cook in Iraq. We must make people feel something to get them to care. We are wired to feel things, not abstractions.
• Stories – Stories get people to act on our ideas. Stories act as a kind of mental flight simulator, preparing us to respond more quickly and effectively. Stories are told and retold because they contain wisdom. The Healths provide what they view are the three basic story plots – the Challenge Plot, The Connection Plot, and the Creativity Plot. Stories can almost single-handedly defeat “The Curse of Knowledge.” I have been involved in a ministry for people in career-transition for over fifteen years. We consistently advise those in-transitions to create stories to highlight their skills and experience when interviewing. It is well understood that interviewers will mostly remember your comportment and more importantly, your stories.

A chapter is devoted to each principle with the authors providing context for clarity and understanding, examples, and tools to guide the development of a “sticky” idea.

The Curse of Knowledge is what escapes most when trying to pitch an idea. It is the natural psychological tendency that consistently gets in the way of our ability to successfully create “sticky ideas” using these principles. Once we know something, we find it hard to imagine what it was like not to know. This knowledge has “cursed” us and makes it difficult to share our knowledge with others. It is because we cannot readily re-create our listeners state of mind. When a CEO discusses “unlocking shareholder value,” there is a tune playing in his head that the employees can’t hear. On the other hand, President John F. Kennedy knew that opaque, abstract missions don’t captivate and inspire people so he concretely challenged the country with “landing on the moon by the end of the decade.”

Throughout the book, the authors present “Idea Clinics” which illustrate how an idea can be made stickier. Example: ”Do smokers really need to understand the workings of the lungs in order to appreciate the dangers of smoking?”

The book itself is “sticky’ filled with stories of normal people facing normal problems who did an amazing thing simply by applying these principles, even if they were not aware that they were doing this. They distinguish themselves by crafting ideas that made a difference.

Do your ideas gain traction and “Stick” or are they cast aside for less important ideas? “Made to Stick” was written for you.