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99 Cards in this Set
- Front
- Back
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The two main factors that drive ideas' success |
advocacy skill and idea quality |
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True or false: the name of something can heavily influence an idea's initial popularity |
True; what you call aproject can either sell it or sink it (e.g., George Marshall Plan) |
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Besides the people who can approve an idea, also focus on ____ |
People with the power to say no |
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What's one reason to let someone else take credit for your idea (or present it)? |
they'll buy into it fully; you co-opt them as an advocate |
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impact = ___ x ___ x ___ |
creativity x advocacy x organization |
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Unit 2 |
Communicating your Idea |
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What are the two kinds of communication |
communication for content communication for impressions |
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T/F: Ordering doesn't matter |
False; A + B + C doesn't always equal C + B + A (e.g., Ross Perrot Focus Group) Anchoring, attention (focus on earlier choices), and satisficing all affect decisions |
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4 general ways to enhance clarity of your message (KDCS) |
1. know your goals and purpose (5-7 word headline or one picture) 2. drop what is unimportant 3. Chunk what remains 4. Structure your information for primacy/recency |
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redundant vs. repetitious |
repetitious says the same thing exactly the same way |
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When is it ideal to go first, to go toward the end, and at the very end? |
first: when you're trying to define the structure/schema 4th/5th: when you want an idea discussed with less intensity last: a quick-decision item (don't necessarily do for major items) |
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7 principles of graphic communication: (CARMIST) |
congruency principle apprehension principle relevancy principle modality principle individual difference principle spatial congruity temporal congruity
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the four approaches to using prototypes |
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Four basic needs must be met, or the unmet need will drive how people perceive a situation; they are (IACE): |
need for inclusion need for affection need for control need for efficacy |
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SPIN-selling |
1. Situation questions (informational) 2. problem/opportunity questions (implies a need) 3. implication questions (the "so what?" should induce 'pain' at current situation 4. Need-payoff questions (focus is on solutions) |
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Section 3 |
Afinity and Credibility |
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5 levels of brand familiarity Which is best for technical and which is best for soft skill brand? (RNAPI) |
Rejection Non recognition Association Preference Insistence
You want preference for technical (here, insistence gets you pigeonholed) and insistence for brand |
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5 ways to bolster your brand (LMHKR) |
Leave the firm Move within the firm Hope for an "outside" boss Keep different company Reinvent your brand name
(Always seek to offer resources that are both scarce and valuable to your firm) |
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Principle of Resources |
The individual who has more resources has greater impact. |
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6 drivers of personal credibility (PASTED) |
Power Attractiveness Similarity Trustworthiness Expertise Dynamism |
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5 components to creating and maintaining trust (RHFVC) |
Reliability Honesty (keeping promises) Faith Vulnerability Competency
Trust is about predictability |
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What is the pratfall effect? |
Making yourself seem human to improve people's opinion of your performance (for when you have "too much" credibility) |
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4 types of fairness (OPIE) |
Outcome fairness Procedural fairness Interactional fairness Equity theory |
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7 sources of leader power (PRAWNIR) |
Punishment Reward Assigned Wisdom Network Informational Referent |
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Section 4 |
Building Alliances |
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What is the problem with people that score themselves a 4/7 on a 1-7 scale of caring about an issue? |
They could be either indifferent/apathetic (making them a good target to try to persuade) or adamently neutral, a bad persuasion target. |
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5 rate of adoption determinants (LTACO) |
Complexity Trialability Relative Advantage Compatability Observability |
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8 characteristics of successful innovations for the cautious audience (2P-3F-DRT) |
Provable, Publicity Value, Fit, Familiar, Future Alignment Divisible, Reversible, Tangible |
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IACE (3555) |
Inclusion, Affection, Control, and Efficacy moves |
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3 inclusion moves (SCS) |
share a secret, create joint experiences, and physical similarities (name, clothes, eating, etc.) to make people feel apart of the same team |
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5 Affection moves (FROHK) |
be face sensitive, reciprocity, optimism matters, highlight similarities, know specifics about their lives |
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5 Control moves (DN3L) |
don't be insecure about control never take obvious control let others contribute, let them choose among alternatives, and let them implement |
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5 Efficacy moves (LIBSS) |
Let them take credit make them feel Indispensible Be openly proud yourself of the idea Sell the So What? Sell the vision |
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Our two basic face concerns |
Autonomy and positive evaluation |
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3 step process for saying no |
1. empathize 2. explain 3. propose alternatives (from your perspective, it's okay to say no when someone asks you something, just know what it would take for you to say yes) |
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What is the value of alternatives? |
Alternatives give people a sense of power; when they have a choice, they blame themselves for if they dislike something (choosing wrong), if they have something foisted upon them, they blame you for it (don't give too many choices, except for high-status products, as it will cause people to freeze up and go for the "sure bet" decision or to not decide at all) |
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How can you use someone's face to your advantage? |
hype up their face; they'll think you're the smartest person in the world for playing into their ego |
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what are the 3Ps to avoid when giving negative feedback? |
Personal (discuss the behavior, not the person) Persistent (don't talk about people's past, talk about the present and how to change it in the future) Pervasive (the negative feedback should be isolated to one aspect, not their whole personality) |
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egocentric bias |
what excites you doesn't necessarily matter to others (don't perceive the value of the actions through what matters to your ego) |
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Section 5 |
Networking |
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What are the 3 major factors that dictate someone's performance, and which matters the most? |
ability, attitude, and environment; environment is overwhelmingly the most important |
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5 Major networking skills (DONKY) |
Dont burn bridges Over-reciprocate Never underestimate the value of connecting (networks --> metcalfe's law) Keep in touch regularly to renew dormant relationships You have a bigger network than you think |
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How does the investment theory apply to people? |
The more favors someone does for you, the more they've invested in you, and the more they'll keep investing in you (so long as you're doing well); asking for advice makes people invest in you; make sure your customers feel invested in your success. |
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Section 6 |
Schemas |
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What is a schema? |
A category system used for organizing information; it helps us remember information, shapes the way we think, and limits what we can conceive |
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Why is it important to define the problem before coming up with the solution? |
1. If there isn't agreement on the problem, it's hard to agree on the solution 2. Whoever wins defining the problem wins defining the solution Creative leaders redefine problems to create new and inventive solutions |
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Section 7 |
Managing Transitions |
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T/F Love your product and business to maximize success |
F; love what your product/business does with people; falling in love with a product stands in the way of adapting |
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T/F It's best to focus on the edge of the firm rather than the core for change |
T |
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Incumbency Curse (SOULII) |
Symbolic messages about change Organizational filters, routines, inertia, etc. Uncertainty (high) around new ideas Limited market incentives Initial limited market value Industrial Homogeneity |
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7 reasons why people are hesistant about change: (BUSFEER) |
Change must be "built in" it's Unpredictable must be Strategic Fear of change must be addressed Every change must be reinforced Everyone must do it People need a Reason to change |
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T/F: strategy is more important than culture |
false; "culture eats strategy for breakfast" |
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4 aspects to managing change (PUWN) |
Personal concerns of others: address them urgency: explain why it can't wait why: don't assume people know the 'why' negative outcomes: explain what will go wrong without change |
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4 sources of rumors (MACA) |
multiple sources ambiguity (control it) credibility anxiety
If any of these goes to zero, rumors go away. Thus, make sure ambiguity is zero since it's what you can control. |
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5 tactics for changing (MOLAM) |
Make standards and requirements clear Offer positive reinforcement for competence Look for and reward pioneers, innovators, and early successes (e.g., promote people that buy in quickly) Avoid expressions of nostalgia/grief of past Minimize surprise |
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Tactics for reinforcing (M3CGHB) |
Maintain a monitoring and problem resolution system Create new symbols to create new identity, incentives to reinforce new process/culture, new stories and myths Get external support Have celebrations for successes Be like cortes, burn the boats |
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Unit 8: |
Pre-Selling Your Ideas |
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principle of least interest |
the less you care, the more power you have |
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Principle of alternatives |
Having different options gives you more power (and makes decision-makers feel like they have more control over the situation) |
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T/F: Highly involved people think in terms of quantity |
F; highly involved people instead think in terms of quality |
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presenting problem: |
the problem that finally motivates someone to action; related to the 'why now?' of a decision |
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In the SWOT analysis, which component gets the most attention? |
Threats (external) |
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4 step process to (pre) selling (CHSW) |
1. Create a need 2. Have a plan 3. Show benefits 4. What happens if we don't adopt? |
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4 dimensions of a problem (SMCH) |
1. Scope (# of people affected x degree of importance/influence of those people) 2. Magnitude (degree to which people are affected) 3. Complexity (degree of difficulty in resolving the issue) 4. History (random, cyclical, and regular) |
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T/F: cyclical problems are typically command the most attention |
F; random problems get the most attention |
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What 2 aversions drive all of our behavior (and should always be included in your pitches)? |
risk and loss aversion |
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Framing an idea in good economic times vs. bad economic times |
good times: sell an investment as making more money/revenue bad times: frame as a way to save money |
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4 ways to make an idea communicable (DISC): |
1. distinctive: does your idea offer special things that other proposals lack? 2. importance: does your idea deliver something that is highly valued? 3. Superiority: is your idea superior to other ways of obtaning the benefit? 4. Communicable: are the strengths and difference of your idea understandable and visible? |
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T/F: The best time to pitch a radical change is when things are bad, not good |
T; bad times allows you to change habits and inertia more easily |
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5 ways to sell feasibility of a project (RAGED) |
1. Reassure that talent and technology is available 2. 'Almost done' strategy 3. Graft to current ideas 4. Ease of implementation 5. Demonstrate doability |
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4 ways change creates opportunities (3NL) |
New strategy New internal issues the firm is facing New external issues the firm is facing Leadership changes |
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High powered people want __ based arguments, while lower power people want __ based arguments |
competence; warmth |
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T/F: it is best to ask something in private when trying to convince someone in a position of power |
F; sometimes, it is advantageous to make them answer a question publicly |
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3 variables of stakeholder analysis (RH2) |
raw power someone has How interested they are in the idea how do they feel about the idea |
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The 5 types of people in the 'head and heart model' (SCANC) |
skeptics: mid knowledge, mid feelings cynics: no knowledge, negative sentiment (don't waste time on them) adversaries: high knowledge, negative sentiments (give them persuasive data) naive followers: positive feelings, little knowledge (educate them) cheerleaders: high knowledge, positive sentiment (keep supporting them) |
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4 rates of organizations adopting ideas (PADR), and how to sell to each |
Prospectors: 'never been done before' Analyzers: 'our competitors are doing it' Defenders: 'the customers want it' Reacters: 'we have no choice in doing it' |
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Three reasons to sell in private (and one on one) vs in public or in a meeting |
1. Different WIIFTs to different people can be sold 2. People are more open to changing their mind in private than in public 3. They can give buy in based on personal reasons in private (they can't in public) |
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We often judge how trustworthy people are not on the formal pitch but on ___ |
their ability to handle objections and questions (a study showed persuasive pitches typically had 30% of prep time allocated to preparing for questions) |
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__ are key; they become shorthand for your ideas, always fight vigorously to define them |
labels; they can also be used to kill (i.e., labeling a new project as a redux of a well-known failure can doom a project) |
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T/F: People who are less involved care primarily about features |
False; they care more about benefits (sell benefits AND features to highly involved people); it's a mistake to sell features to CEOs, they typically care only about benefits |
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availability and anchoring heuristic |
availability: we judge the frequency of something based on how easily it comes to mind (always give a vivid equivalency of something to make it more available for people) anchoring bias: people reference the anchors they have as information to influence their decisions |
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the third person effect: |
people think others are affected by persuasive messages while they themselves are not |
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the solomon paradox: |
we are better at making wise decisions about other people's lives than about our own |
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endowment (mere ownership) effect: |
we demand a higher value for an item we own than we would be willing to pay for that item as a buyer |
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the two main ways we communicate |
bullet points and by stories |
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the 6 parts (grammar) of a story |
Setting, main characters, characters' goals, obstactles encountered, resolution, lesson(s) learned |
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9 keys for effective narrative (2VQPARISH) |
vivid, validate basic values, quick, people need to sense you care, authentic, relevant, inclusive, suspense, has a point |
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5 General Theories of Persuasion (BEERS) |
Balance Theory Elaboration likelihood theory Expectancy-Value Theory Reactance Theory Social Judgement Theory |
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Expectancy-value theory; 3 ways to sway people |
People's attitudes are a function of beliefs, which are a function of likelihoods and values; change likelihoods, values, or introduce new value/likelihood |
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6 tactics of influence: SCARLS |
Social Proof Commitment & consistency Authority Reciprocity Liking Scarcity |
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For evidence to be used as an influence tactic, it must be (C2BRN) |
Credible Comprehensible Believable Relevant New evidence is the best evidence |
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4 ways to make people resistant to influence (BAID) |
Build commitment (e.g., public verbalization) Anchoring (link to other attitudes, values, reference group) Inoculation (warn of forthcoming attack, offer refutational strategies) Disqualify the source of the alt. messages |
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Unit 11 |
Confidence, Competence, and Meetings |
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T/F Use "I Think" instead of "I feel" whenever presenting to managers |
F; I think works for more cognitive decision makers, "I feel" is better for decision makers when they're more emotional; cognitively rich topics such as econ are better communicated with "I think" |
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What are "adapter behaviors" and what do they typically convey? |
actions like pen-clicking, leg bounding, drumming, fidgeting, etc.; indicators of nervousness and make you appear less competent |
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T/F {People are perceived as more powerful when they use concrete language vs. abstract language |
FALSE; people are perceived as more powerful with abstract language, BUT concrete language is associated with a stronger sense of action orientation (abstract= seen as executives; concrete=workers); a combination may be most effective |
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How does precision in numbers affect confidence |
more preciese numbers communicate greater confidence and more believability (e.g., a longer warranty communicated in months rather than years [i.e., "fine-grained units"], such as 84 vs 108 months instead of 7 vs. 9 years, the longer warranty receives more weight in months) |
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When are round numbers for purchases best? |
A: when the purchases involve feelings (e.g., a camera used for vacation is better priced at $100, a camera used for class is better priced at $99.95) |
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T/F the simpler your language, the more confident you sound |
T; avoid compounding phrases (e.g., in regard to, despite the fact that, in the event that, etc.) [as always, you want to be confident, but not over-confident, so don't become too simple] |
