Review by Publisher's Weekly Review
In this practical, convincing introduction to the art of persuasion, Berger (Contagious), marketing professor at the Wharton School at the University of Pennsylvania, argues that people try to change minds in the wrong way. To influence others, he suggests becoming a "catalyst," one who persuades not by pushing an agenda and marshaling arguments but by identifying and removing the barriers to change. In each chapter, Berger discusses a major roadblock to change (such as uncertainty or attachment to the status quo) and provides examples and case studies of overcoming that roadblock. He chooses broad examples, such as public health campaigns and interpersonal interactions, with particularly illuminating sections on eliminating teen smoking and cultivating mentorship habits within sales teams. In an insightful chapter, Berger explains how formal interventions can provide addicts with persuasive evidence of their need to change. Then he digs deeper, explaining how interventions create a high concentration of evidence, which becomes increasingly convincing for most people. Some of the discussions are strictly business concerns, such as how to encourage purchases by giving consumers free product trials. This broadly appealing guide will convince general readers, but will be of particular interest to sales and marketing professionals. (Mar.)
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Review by Library Journal Review
This work offers insight into changing attitudes of students, customers, voters, and even small children. Rather than persuading the opposition to consider another point of view, Berger suggests removing the barriers and roadblocks that exist between two points of view. The people on the other side of an issue may convince themselves to join the other side when they feel free to choose rather than pressured to change. Hostage negotiators, political canvassers, and product developers can use the techniques promoted in this book to get others to buy into their point of view. Parents of small children can attest to how well offering choices instead of laying down the law can work. Berger describes five barriers to change, and provides concrete examples of how each barrier can be overcome. The examples include getting students to invest more time and effort into studying, convincing voters to overturn a previously adopted initiative, and getting consumers to endorse a product they never thought they needed. Berger compares his techniques to a chemical catalyst; a facilitating stimulus. Narrator Keith Nobbs presents the book with professional enthusiasm. VERDICT This book will appeal to a variety of audiences, including teachers, professors, business professionals, and politicians. The techniques outlined within may not be successful in changing the mind of everyone, but what is?--Ann Weber, Bellarmine Coll. Prep., San Jose, CA
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Review by Kirkus Book Review
The way to change someone's mindabout anythingis not to be more persuasive; instead, find out what is preventing change.Time and again, Berger (Marketing/Wharton, Univ. of Pennsylvania; Invisible Influence: The Hidden Forces That Shape Behavior, 2016, etc.) has discovered in his research that "pushing harder" does not sell a car, change someone's vote, or get a child to eat spinach. It is not more information, facts, or reasons that are needed. You change minds, he writes, by "removing roadblocks and lowering the barriers that keep people from taking action." Indeed, "the more we hear about what is preventing someone from changing, the easier it is to help." In each chapter, the author focuses on the key forces that encourage inertia: the tendency to push back when someone is trying to convince you, attachment to the status quo, reluctance to make big changes, uncertainty, and the need for more corroboration. Berger draws on research and case studies and offers intriguing anecdotes. He shows how a Florida anti-smoking effort built trust with teenagers, asking them what they wanted and encouraging their own decision-making rather than telling them what to do; and how a rabbi befriended a harassing Ku Klux Klan member and convinced him to abandon his extremist views. The author describes how people shed their "status quo bias" when they realize the cost of doing nothing and why identifying and exploiting a "movable middle" can win over swing voters. Uncertainty can be overcome by making new things easier to try by offering free samples. A reluctant boss's mind can be changed by enabling her to personally experience a novel approach to customer service. Detailed case studies include the story of how Americans abandoned their considerable reluctance to eat less desirable cuts of meat during World War II (with better cuts going to the military) when given recipes for using liver in meatloaf.A well-written guide that can be useful in both business and personal life. Copyright Kirkus Reviews, used with permission.
Copyright (c) Kirkus Reviews, used with permission.
