Made to stick : why some ideas survive and others die | Сделано чтобы прилипать. Почему одни идеи выживают, а другие умирают. | |
| Copyright © 2007 by Chip Heath and Dan Heath
Все права защищены. Published in the United States by Random House,
an imprint of The Random House Publishing Group,
a division of Random House, Inc., New York.
RANDOM HOUSE and colophon are registered
trademarks of Random House, Inc. ISBN 978-1-4000-6428-1 LIBRARY OF CONGRESS CATALOGING-IN-PUBLICATION DATA
Heath, Chip.
Made to stick : why some ideas survive and others die /
Chip Heath & Dan Heath
p. cm.
Includes index. ISBN-13: 978-1-4000-6428-1 1. Social psychology. 2. Contagion (Social psychology).
3. Context effects (Psychology). I. Heath, Dan. II. Title. HM1033.H43 2007
302'.13-dc22 2006046467 Printed in the United States of America on acid-free paper
www.atrandom.com
2 4 6 8 9 7 5 3 1 Первое издание. Дизайн и оформление — Stephanie Huntwork. Моему отцу, за то что возил нас в колледж на старом коричневом Шевроле Чеветт.
Моей матери, за то что готовила нам завтрак каждый день все восемнадцать лет. | |
very move an Army soldier makes is preceded by a staggering
amount of planning, which can be traced to an original order
•» from the president of the United States. The president orders
the Joint Chiefs of Staff to accomplish an objective, and the Joint
Chiefs set the parameters of the operation. Then the orders and plans
begin to cascade downward—from generals to colonels to captains.
The plans are quite thorough, specifying the "scheme of maneuver"
and the "concept of fires"—what each unit will do, which equipment
it will use, how it will replace munitions, and so on. The orders
snowball until they accumulate enough specificity to guide the actions
of individual foot soldiers at particular moments in time. | ВВЕДЕНИЕ
ЧТО ПРИЛИПАЕТ?
3
Почечные воры. Попкорн и кино. Прилипчивое = понятное, запоминающееся и эффективно меняющее образ мыслей или поведение. Конфеты на Хеллоуин. Шесть принципов: SUCCESs. Злодей: Проклятье Знаний. Тяжело быть слухачом. Креативность начинается с шаблонов. 25 | |
The Army invests enormous energy in its planning, and its
processes have been refined over many years. The system is a marvel
of communication. There's just one drawback: The plans often turn
out to be useless. | | |
"The trite expression we always use is No plan survives contact
with the enemy," says Colonel Tom Kolditz, the head of the behavioral
sciences division at West Point. "You may start off trying to fight
your plan, but the enemy gets a vote. Unpredictable things happen—
the weather changes, a key asset is destroyed, the enemy responds in
a way you don't expect. Many armies fail because they put all their
emphasis into creating a plan that becomes useless ten minutes into
the battle." | | |
The Army's challenge is akin to writing instructions for a friend to
play chess on your behalf. You know a lot about the rules of the game,
and you may know a lot about your friend and the opponent. But if
you try to write move-by-move instructions you'll fail. You can't possibly
foresee more than a few moves. The first time the opponent
makes a surprise move, your friend will have to throw out your carefully
designed plans and rely on her instincts. | | |
Colonel Kolditz says, "Over time we've come to understand more
and more about what makes people successful in complex operations."
He believes that plans are useful, in the sense that they are
proof that planning has taken place. The planning process forces people
to think through the right issues. But as for the plans themselves,
Kolditz says, "They just don't work on the battlefield." So, in the
1980s the Army adapted its planning process, inventing a concept
called Commander's Intent (CI). | | |
