Read｜How to change a person

📘Read the book title

How to change a person: Wharton Business School teaches you to eliminate resistance and embrace change from the heart

📖Reading Notes｜💡Mind Map

Conclusion

The power of catalyst

Whether it's changing perceptions, changing behavior, or motivating people to take action, what a catalyst does is reduce (REDUCE) barriers.

• Reactance

• Endowment

• Distance

• Uncertainty

• Corroborating Evidence

See the complete notes in 💡mind map

📝Reading experience

This book is another facet of influence: reducing barriers. Reminds me of "operational constraints":

If we think in terms of operational constraints, the enhancement behavior can be slightly rewritten:

• Positive reinforcement - providing something desired after a behavior is performed.
  Reworded as: Provide assistance before the behavior is performed.

• Negative reinforcement – ​​removing something unwanted after a behavior has been performed.
  Reworded as: Remove resistance before the action is taken.

Then add Influence to the mix with this book:

From this preliminary summary of ideas, it can be seen that "reducing uncertainty" is equivalent to "increasing certainty" and should be classified as providing assistance, as is "providing evidence", and "providing evidence" should also include: social proof and evidence , authoritative evidence, and personal evidence.

The most intriguing thing is the part about punishment (reducing behavior) under the framework of operational constraints. This also reminds me of the framework of action and reaction. This part seems to be about manipulation and the reactionary dark side of politics, which reminds me of to the problems of patriarchal society.

Returning to this book, the five methods proposed to reduce obstacles are:

• Reduce resistance

• Reduce the phenomenon of self-preservation

• reduce distance

• reduce uncertainty

• provide supporting evidence

I think "reducing the phenomenon of cherishing the broom" and "reducing uncertainty" can be rewritten as "breaking the old inertia" and "developing new inertia". "Reducing the phenomenon of cherishing the broom" is to break our old habits that we are too lazy to change, and "Reducing uncertainty" allows us to test the water temperature and develop new habits.

In "Reducing Resistance", techniques such as the double bind, the assumptions of Milton's model, creating cognitive dissonance, and tactical empathy are no strangers to the scope of my reading.

"Reducing the Distance" talks about confirmation bias, that is, individuals will selectively accept and ignore viewpoints that are beneficial to them to support their existing ideas. If the viewpoint touches the rejection or neglect zone, it cannot be changed, and the solution is to push the envelope. Law, guide the law from common points.

The last "proposing evidence" mentions the strategy of decentralization or concentration, which can be seen in terms of diffusion speed. If the diffusion speed is fast, then the decentralized sprinkler strategy is suitable; if the diffusion speed is slow, then the centralized fire hose strategy is suitable. This also reminds me of the game "Plague Company". If the fatality rate is high, the spread speed will be slow. Perhaps other pathogen development options in the game can also provide ideas for ways to influence.

📚Extended reading

• Crazy Marketing: The most popular marketing class at Wharton School of Business! 6 key infectious powers that instantly trigger a pandemic [Best-selling new edition]

• Invisible influence: Wharton Business School teaches you to see how you are affected and make the best decision [Best-Selling Celebration Edition]

• How to make people listen to you: Wharton Business School teaches you to use words to arouse interest, close relationships, and effectively persuade

• Influence: The art of persuasion that makes people obedient (new and expanded edition)

• Power (Second Edition): Classic Lessons from Master Stanford

• Gender Knotted: Dismantling the Illegal Patriarchal Architecture