settings is not as effective when it comes to motivating large groups of people: I suppose I was forty before I began to think that I could reach people in other than a rational way, which you have to do if you’re going to influence them. If you’re going to move them, you have to reach their motivations, you have to get below the surface of their thinking into what moves them, what affects their enthusiasms, their concerns. And I had a number of jobs, several of them self-assigned, in which my capacity to persuade, my capacity to evoke action, was of the essence. In other words, Gardner
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