Made to Stick Quotes

“Challenge plot, the Connection plot, and the Creativity plot.”
― Chip Heath, Made to Stick: Why Some Ideas Survive and Others Die

“punch line: The most basic way to make people care is to form an association between something they don’t yet care about and something they do care about.”
― Chip Heath, Made to Stick: Why Some Ideas Survive and Others Die

“avoid useless accuracy, and to dodge the Curse of Knowledge, is to use analogies.”
― Chip Heath, Made to Stick: Why Some Ideas Survive and Others Die

“Stephen Covey, in his book The 8th Habit, describes a poll of 23,000 employees drawn from a number of companies and industries. He reports the poll’s findings: Only 37 percent said they have a clear understanding of what their organization is trying to achieve and why. Only one in five was enthusiastic about their team’s and their organization’s goals. Only one in five said they had a clear “line of sight” between their tasks and their team’s and organization’s goals. Only 15 percent felt that their organization fully enables them to execute key goals. Only 20 percent fully trusted the organization they work for.”
― Chip Heath, Made to Stick: Why some ideas take hold and others come unstuck

“Simple ideas: short sentences (compact) drawn from long experience”
― Chip Heath, Made to Stick: Why some ideas take hold and others come unstuck

“A friend of a friend . . ." Have you ever noticed that our friends' friends have much more interesting lives than our friends themselves?”
― Chip Heath, Made to Stick: Why Some Ideas Survive and Others Die

“Forced prioritization is really painful. Smart people recognize the value of all the material. They see nuance, multiple perspectives—and because they fully appreciate the complexities of a situation, they’re often tempted to linger there. This tendency to gravitate toward complexity is perpetually at war with the need to prioritize.”
― Chip Heath, Made to Stick: Why Some Ideas Survive and Others Die

“Be simple. Not simple in terms of “dumbing down” or "sound bites.” You don’t have to speak in monosyllables to be simple. What we mean by “simple” is finding the core of the idea.”
― Chip Heath, Made to Stick: Why Some Ideas Survive and Others Die

“The most basic way to get someone’s attention is this: Break a pattern.”
― Chip Heath, Made to Stick: Why Some Ideas Survive and Others Die

“Lee es consciente de que servir comida es un trabajo, pero mejorar la moral es una misión que tiene que ver con la creatividad, la experimentación y la maestría. Servir comida tiene que ver con un cucharón.”
― Chip Heath, Ideas que pegan: Por qué algunas ideas sobreviven y otras mueren (Acción Empresarial)

“And we can go further than that: From a self-interested, value-maximizing point of view, it is simply stupid to turn down this offer. If you make Decision A, you end up with a popcorn popper. If you make Decision B, you end up with no popcorn popper. Everything else is the same. So unless popcorn destroys value in your world, you’d better make Decision A.”
― Chip Heath, Made to Stick: Why Some Ideas Survive and Others Die

“El primero aborda la necesidad de contar con las personas correctas; el segundo, acerca del factor gancho, argumenta que las innovaciones tienen más probabilidades de propagarse cuando son contagiosas; y el tercero trata del contexto correcto.”
― Chip Heath, Ideas que pegan: Por qué algunas ideas sobreviven y otras mueren (Acción Empresarial)

“So, a good process for making your ideas stickier is: (1) Identify the central message you need to communicate—find the core; (2) Figure out what is counterintuitive about the message—i.e., What are the unexpected implications of your core message”
― Chip Heath, Made to Stick: Why Some Ideas Survive and Others Die

“tempted to tell you everything, with perfect accuracy, right up front, when they should be giving you just enough info to be useful, then a little more, then a little more.”
― Chip Heath, Made to Stick: Why Some Ideas Survive and Others Die

“But in many circumstances this is a false choice for one compelling reason: If a message can’t be used to make predictions or decisions, it is without value, no matter how accurate or comprehensive it is.”
― Chip Heath, Made to Stick: Why Some Ideas Survive and Others Die

“The Combat Maneuver Training Center, the unit in charge of military simulations, recommends that officers arrive at the Commander’s Intent by asking themselves two questions: If we do nothing else during tomorrow’s mission, we must _________________. The single, most important thing that we must do tomorrow is ________________.”
― Chip Heath, Made to Stick: Why Some Ideas Survive and Others Die

“In 2000, Gladwell wrote a brilliant book called The Tipping Point, which examined the forces that cause social phenomena to “tip,” or make the leap from small groups to big groups,”
― Chip Heath, Made to Stick: Why Some Ideas Survive and Others Die

“This is the Curse of Knowledge. Once we know something, we find it hard to imagine what it was like not to know it. Our knowledge has “cursed” us.”
― Chip Heath, Made to Stick: Why Some Ideas Survive and Others Die

“Contrast the “maximize shareholder value” idea with John F. Kennedy’s famous 1961 call to “put a man on the moon and return him safely by the end of the decade.” Simple? Yes. Unexpected? Yes. Concrete? Amazingly so. Credible? The goal seemed like science fiction, but the source was credible. Emotional? Yes. Story? In miniature. Had John F. Kennedy been a CEO, he would have said, “Our mission is to become the international leader in the space industry through maximum team-centered innovation and strategically targeted aerospace initiatives.”
― Chip Heath, Made to Stick: Why Some Ideas Survive and Others Die

“a Simple Unexpected Concrete Credentialed Emotional Story. A clever observer will note that this sentence can be compacted into the acronym SUCCESs. This”
― Chip Heath, Made to Stick: Why Some Ideas Survive and Others Die

“Prioritization rescues people from the quicksand of decision angst, and that’s why finding the core is so valuable.”
― Chip Heath, Made to Stick: Why Some Ideas Survive and Others Die

“Transcendence: help others realize their potential • Self-actualization: realize our own potential, self-fulfillment, peak experiences • Aesthetic: symmetry, order, beauty, balance • Learning: know, understand, mentally connect • Esteem: achieve, be competent, gain approval, independence, status • Belonging: love, family, friends, affection”
― Chip Heath, Made to Stick: Why Some Ideas Survive and Others Die

“we’ve seen that a credible idea makes people believe. An emotional idea makes people care. And in this chapter we’ll see that the right stories make people act.”
― Chip Heath, Made to Stick: Why Some Ideas Survive and Others Die

“companies often emphasize features when they should be emphasizing benefits. “The most frequent reason for unsuccessful advertising is advertisers who are so full of their own accomplishments (the world’s best seed!) that they forget to tell us why we should buy”
― Chip Heath, Made to Stick: Why Some Ideas Survive and Others Die

“It will come as no surprise that one reliable way of making people care is by invoking self-interest.”
― Chip Heath, Made to Stick: Why Some Ideas Survive and Others Die

“The lesson for the rest of us is that if we want to make people care, we’ve got to tap into the things they care about. When everybody taps into the same thing, an arms race emerges. To avoid it, we’ve either got to shift onto new turf, as Thompson did, or find associations that are distinctive for our ideas.”
― Chip Heath, Made to Stick: Why Some Ideas Survive and Others Die

“These results are shocking. The mere act of calculation reduced people’s charity. Once we put on our analytical hat, we react to emotional appeals differently. We hinder our ability to feel.”
― Chip Heath, Made to Stick: Why Some Ideas Survive and Others Die

“Curse of Knowledge. Once we know something, we find it hard to imagine what it was like not to know it. Our”
― Chip Heath, Made to Stick: Why Some Ideas Survive and Others Die

“Lots of us have expertise in particular areas. Becoming an expert in something means that we become more and more fascinated by nuance and complexity. That’s when the Curse of Knowledge kicks in, and we start to forget what it’s like not to know what we know”
― Chip Heath, Made to Stick: Why some ideas take hold and others come unstuck

“The point of the Clinics is not to wow you with our creative genius, and it’s fortunate for readers and authors alike that this is not the goal, because we are not creative geniuses. The point is simply to model the process of making ideas stickier. In contrast to traditional disclaimers, this is something you should try at home. Think about each message and consider how you would improve it using the principles in the book.”
― Chip Heath, Made to Stick: Why Some Ideas Survive and Others Die