MO Reading Notes Part #2 PDF

1. Cialdini | Harnessing the Science of Persuasion [Session 20] Liking Principle - uncover real similarities and offer genuine praise ○ Tubberware parties - liking was twice as impactful for purchase as regard of product ○ Similarity - people will buy insurance from salesm...

1. Cialdini | Harnessing the Science of Persuasion [Session 20] Liking Principle - uncover real similarities and offer genuine praise ○ Tubberware parties - liking was twice as impactful for purchase as regard of product ○ Similarity - people will buy insurance from salesman like them in race, smoking habit, age, et Establish bond early, creating future trust and goodwill ○ Praise - freely give, compliment traits, attitude, performance Reciprocity Principle - not about value, about getting anything at all, even intangibles ○ Charity including small gift in letters doubled donations ○ Beyond gifts too, just about modeling the behavior you want back to you Social Proof Principle - people follow similar others ○ Ex. longer donor list makes people donate more often ○ Influence is best exerted horizontally rather than vertically, ex. Use customer testimonials rat Consistency Principle - make commitments active, public, and voluntary ○ Sign petition for rec center, if they did, twice as likely to donate to cause 2 weeks later ○ Stronger anchoring effect if written down ○ Personal commitment to change is better than intimidation Authority Principle - people defer to experts ○ Make real expertise visible ○ Talk about experience in intro conversation Scarcity Principle - highlight real unique benefits and exclusive information ○ Loss language - loams larger than equivalent gains 2. Bazerman | Why Negotiations Go Wrong [Session 21] Biases ○ Overconfidence - estimating your own ability ○ Anchoring - initial offers greatly affect outcome ○ Availability - influenced by readily available info, ignores critical data Social and Emotional Dynamics - miscommunication and misinterpretation confused goals and de ○ Cross cultural challenges and external pressures/time constraints Preparation/Strategy - understand other side’s interests, BATNA, constraints ○ Lack of prep is common reason for failure Expanding the Fixed Pie - look for integrative aspects ○ Don’t assume there is a fixed amount of goodness ○ Find why people care about each thing and try to find a trade off - negotiate interests rather t Dehexing the Winner’s Curse - you offer low and the other side immediately accepts, so you feel ba ○ Cause: one side has much better info than the other ○ What you need to do: look at situation from other’s POV, thinking what info and strategy they Deescalating Conflict - people take hard lines and refuse to compromise despite weak positioning d ○ Why does this happen? 1. People look for info that supports their initial commitment 2. Peop Position 3. People increase demands and hold out to impress constituents 4. Competitive - g Undercutting Overconfidence - people are overconfidence in other side accepting and likelihood of 3 ○ Expectations: Think other side will concede more than they actually will  ○ Talk to outside experts to see if you’re actually being reasonable. So am I being reasonable? Reframing Negotiations - varies based on presentation as loss or gain ○ People go for sure small gain over large risk, but go for possible large loss over small sure lo ○ Think of things positively to compromise and avoid arbitration Negative = more risk taking, likely to hold out Third party = show opposition how they are gaining from agreement and get ppl to co All of these interlink and make negotiating easier / harder 3. Gladwell | Chapter 1: The Three Rules of Epidemics [Session 22] (15-19) Hush puppies ○ Contagious behavior - nobody told them to wear hush puppies, just wore and people were in ○ Little changes created big effect - how many kids started wearing hush puppies? Not many, y ○ Change occurs at one dramatic moment, not slowly and steadily, hit a point and tipped Most important, Tipping Point ○ Anything can be contagious, ex. Yawning Infection doubles and doubles like a piece of paper, its not proportional!! Reaches the sun Baltimore syphilis - more crack, fewer clinics, housing changes all tipped syphilis epidemic ○ Law of the Few - people who spread, some people matter more than others Small % do most of the work 168 people caused Colorado gonorrhea crisis Sociable, knowledgeable ○ The Stickiness Factor - contagion itself, sticks in the mind - message needs to be contagious Need to be memorable ○ The Power of Context - environment, ex. Winter decreases syphilis 4. Gladwell | Chapter 6: Rumors, Sneakers, and Translation [Session 22] (193-215) Diffusion model - shows how contagious idea, product, or innovation moves through population ○ Good corn seed example ○ ​Early majority, late majority, laggards ○ Mavens, connectors, and salesman translate ideas over chasms Translate niche ideas to broader populations Mavens and connectors will tweak is slightly Trendsetters - original, passionate ○ Gordan talked to teen cool kids all over US for info Also interviewed regular people hanging out at cool spots Why did it work ○ Picked contagious trends in infancy Piggybacked on social epidemics Hits mainstreams once shoes are ready ○ Discover trends and tip into mainstream Goes everywhere, tv, clothing, music, etc  ○ Tweak to fit mainstream Tibetan monks and kung fu Make it digestible ○ Concentrate resources on mavens, connectors, salespeople and changing surroundin Ex. taking graffiti off New York Why it failed ○ Listened too much to sales people ○ Quitting giving boutiques special, better quality airwalks, made it less cool 5. Gladwell | Chapter 2: The Law of a Few [Session 15] (3-14) Paul Revere’s midnight ride, word-of-mouth is very important ○ William Dawes had same ride, opposite direction, same message but not famous ○ Due to differences between the men ○ Connector Milgram experiment ○ 50% came through three people for the last step Social pyramid, belongs to others Connectors - gift for connecting people, intangible quality that brings people together ○ Know lots of people, everybody! Ex. Kevin Bacon ○ Occupy many subcultures and niches ○ Most jobs are gotten through acquaintances (weak ties) Friends are in same world as you “Strength of Weak Ties” They create power ○ Close idea is to connector, more power it has ○ Informational specialists ○ People specialists Mavens - one who accumulates knowledge, they don’t persuade, just information brokers ○ Someone would scream if store didn’t actually do a sale, market maven Mavens have knowledge and social skills, they like helping Salesmen - persuaders, can bring people into their rhythm ○ Interactional Synchrony - timing of micro movements are in harmony, ex. Body language mat And speech rate, pitch and latency, all in harmony Some are better at this, improves persuasion 6. Lingo & McGinn | A New Prescription for Power [Session 19] Core dimensions of power: situational, relational, dynamic Situational - ○ Think expansively about the change you seek: identify your goal, ex. Changing a process, implement new product, etc Power is best when it mobilizes passion, think why venture benefits others ○ Identify Roadblocks and Turn Them to Your Advantage: not everything is a just world, bias is highest in “meritocratic” situations  Identify ith trust colleagues instead how your things fits into company’s landscape ○ Look Beyond Titles and Credentials: Key Questions: 1.What do I seek to accomplish? 2. Why is this goal important not just to me but to my company and society? 3. Why hasn’t it been done before? 4. What road-blocks might I encounter? Can I go around or overcome them, or should I pursue a different goal or seek a new environment? 5. What sources of personal power do I have? Are there existing power bases—such as shared commit-ment, existing practices, and core values—thatI can direct toward my goal? 6. How do I leverage those sources of power to mobilize others? 7. Are there other ways to get the job done? Relational - power is created and constrained by interactions with others ○ Scope out the Landscape: map out potential allies, resistors, and others with power ○ Get advice from important peeps and co-create solutions. Creates buy-in, no longer relying just on personal influence tactics ○ Tend to Reciprocity and Dependency - Map out dependencies who relies on you, who do you rely on, where do resources low from, who controls resour Create power by controlling and creating resources others need If less powerful, create value for those in power to increase reliance ○ Leverage Relationships Among Others - Power comes from brokering Can undermine trust and commitment ○ Make Trade Offs - Must decide who, how often, and how you interact with ppl Harder to manage with time and more connections Instrumental Relationships - provides professional, sponsorship, and resources Supportive Relationships - built on trust, provides socioeconomic value and advice Dynamic - leaders must adapt to ever changing structures and social systems ○ Pause, reflect, and pivot - don’t avoid, remain alert and engaged ○ Use Experiments to Your Advantage - experiments help overcome resistance and spread ven ○ Give Resistors Time to Come on Board Putting Your Power to Work - Three kinds of social influence ○ Compliance - relies on rules in a formal setting, ex. Policy or guidelines ○ Identification - more durable, relies on trust in leader, who communicates vision Stems from leaders stories about themselves ○ Internalization - stems from stories about the organization Language, culture, norms, and beliefs, symbolism and imagery = key 7. Keltner | Don’t Let Power Corrupt You [Session 19] Power tends to corrupt, “the power paradox” ○ Cookie experiment, leader almost always takes the only second cookie ○ Wealth and credentials have similar effect ○ Expensive cars drive worse ○ 3x more likely to be rude, interrupt, multitask during meetings Steps to change ○ Reflect on Feelings around newfound power Power makes people manic  Labeling feelings makes us less likely to act irrationally Mindfulness practices: deep breathing Reflect on demeanor and actions Don’t do things by seniority, follow military practice ○ Practice Graciousness - if already corrupt, must work to repeat good stuff Focus on empathy, gratitude, and generosity Subtly showing empathy us more effective for problems that domineering Sharing makes you seem more respectable Also more productive and satisfied workers Empathy - lean forward, ask open-ended questions, think abt context 8. Davis & White | Chapter 5: Why: Making the Case [Session 20] Pitch must be short, engaging, relevant, and verbal ○ Most effective if customized to audience ○ Vehicle must be right, often a story Framing Battles - ex. Pink slime on TV is better frame than print ○ We are the 99%, occupy Wall Street ○ No taxation w/out reparations, Blood diamonds Framing within Organizations - adapting to audience is most important ○ Avon vs. Goldmans Sachs women’s programs Goldman needed lots of data on returns for supporting women ○ Frame based on competing cultures and leadership Designing Effective Frames - frames activate confirmation ○ Very important to align these frames w/ senior managements priorities ○ Bundle doin the right thing with other arguments Choosing a Frame that Fits ○ Fit corporate culture ○ Culture = theory of the business, underlies strat and structure ○ Find managerial logic through language, YoshiKoder ○ Culture changes what benefits you should focus on, data that persuades, people with authority, how to deliver, and language to use Authority = who is listened to Depends, Financial Times and McKinsey quarterly way more impactful that internal emails Crafting a Narrative - frame is a narrative, can be a story ○ Should be story, imagery, numbers, or exemplars, use all four to maximize impact 1. Stories - vividness and emotion Offers credibility and creates conversation 2. Imagery - can create emotional reaction Can appeal to leaders sense of hope and possibility Data visualization, good slide deck 3. Numbers - consultant math, using spreadsheets to understand economics of proposal  4. Exemplars - personalizes the issue, creates human face or role model Ex. Joe the Plumber People give more to charity when presented w/ individual or cohesive collective rather than stat Putting It All Together ○ Use stories, images, numbers, and exemplars ○ Exemplars are personalizing ○ Ex. Arab Spring Taking a Frame to Market ○ Process of iteration and refinement 9. Duhigg | What Google Learned From Its Quest to Build the Perfect Team (pp. 4-5) [Session 16] Understanding and influencing group norms is key Teams that do well consistently do well Need for a good team: 1. Equality in distribution of conversational turn-taking - everyone talks same proportion a. Increases collective intelligence 2. High average social sensitivity - good at reading nonverbal cues and feelings a. Reading the mind in the eyes experiment - what feeling based on eyes? High psychological safety is important - means you can take interpersonal risks Go Back Through: Reading Recap Bazerman Chapter 1 Rational Decision Making 1. Define the problem - solve the right problem a. Don’t define in terms of proposed solution b. Don’t miss bigger problem c. Don’t diagnose problem by symptoms 2. Identify criteria a. Get all relevant criteria 3. Weigh Criteria a. Know relative value of criteria 4. Generate alternatives a. Identify possible solutions 5. Rate each based on criteria 6. Pick optimal - Most people don’t make rational decisions Prescriptive model: how to make optimal decisions Descriptive model: how decisions are actually made Do this, human rationality is bounded so hard to make optimal decision every time Heuristics  1. Availability - determining probability based on availability in memory a. Leads to overvaluing irrelevant factors b. Biases i. Ease of Recall - recent/vivid = more likely ii. Retrievability - based on memory, if I remember = more likely 2. Representative - categorizing based on previous stereotypes / schemas a. Biases i. Insensitivity to Base Rates - false positive example, people focus on high beep rate for very small group of real offenders, rather than much larger group of false positives 1. Ex. airport security ii. Insensitivity to Sample Size - 60% of babies are male at hospital, more likely big or small? 1. Small is more likely, hard for people to conceive that larger number should be closer to the mean iii. Misconception of Chance - things that don’t appear random = people think of as less likely 1. Ex. having five girls, next must be a boy, NOT TRUE iv. Regression to the Mean - people that perform highly or low likely to more closer to mean 1. Ex. sophomore slump or flight feedback example v. Conjunctive Fallacy - people believe conjunctive more likely, ex. Feminist accountant, rather than just accountant 1. Not possible, due to it fitting into schema better 3. Confirmation - using selective data, stronger conclusions than accurate a. Biases i. Confirmation Trap - people ask for info that matches existing beliefs 1. Ex. 2-4-6 number sequence, pattern was just any ascending order ii. Anchoring Bias - failure to adjust from irrelevant anchor iii. Conjunctive and Disjunctive Effects - overestimate conjunctive and underestimate disjunctive iv. Hindsight and Curse of Knowledge - hindsight = hard to remember what we thought before outcome, overestimate what we knew 1. Curse of Knowledge = hard to think what other might not know, ex. student-teacher 4. Affect - mood-based Bazerman Chapter 2 Overconfidence - mother of all biases, impacts everyone 1. Overprecision - not enough testing assumptions, too narrow of confidence intervals a. Ex. how many crayons are in mega crayola box b. Fixed by forcing people to generating alternatives / estimates i. Advice doesn’t work due to Naive Realism - my perspective=one true thought 2. Overestimation - think better than really am (noncompetitive)  a. Caused by i. Self Enhancement - think of ourselves positively rather than accurately ii. Illusion of Control - think we have more control than we do, especially during hard situations iii. Planning Fallacy - underestimate time/resources iv. Optimism Biases - Defensive Pessimism (brace for disappointment), Moment of Truth Effect - optimism declines when moment arrives 3. Overplacement - better than others (competitive) a. Leads to conflict during negotiation b. Exception - underplacement - bad things and challenging tasks Davis and White Chapter 2 Social Intrapreneurs - leading change within org without formal power, change aligns with core business Three Features ○ Source - not a final decision maker ○ Purpose - positive social or environmental outcome, also advances core business objectives ○ Nature - can be included in how entire company works, forever Categories ○ Products ○ People - create a more just and rewarding workplace Processes ○ Alter processes in the company ○ Ex. ford’s code of ethical conduct ○ Ex. green supply chain, green teams Davis and White Chapter 6 Parts of a Movement 1. Recruit 2. Get Diverse Info 3. Gain legitimacy 4. Contagion - find right people and spread Network Data - Emails = most comprehensive - Affliction ties = affinity groups, MBA class, membership - In-person Ego Network - One person Global/Complete Network - all fill out - Groups/Cliques = departmental silos Directed vs. Undirected 1. Undirected = uninitiated, ex. MBA class 2. Directed = initiated, ex. Sent email to Density vs. Sparsity = Extent people know each other, Manhattan=sparse, small town=dense Going Viral - bad goal, spreading innovation requires recruitment - Balance planning and emergence - Dangerous to advocate