Malcolm Gladwell
Scientist behind the Tipping Point Morton M. Grodzins
What made the difference? Gladwell Told a Better Story
Defeating the Status Quo Bias Status Quo Bias YOUR SOLUTION
Defeating the Status Quo Bias Status Quo Bias YOUR SOLUTION Preference Stability De-stabilize their preferences
Defeating the Status Quo Bias Status Quo Bias YOUR SOLUTION Preference Stability Cost of Action/ Change De-stabilize their preferences Cost of Staying same
Defeating the Status Quo Bias Status Quo Bias YOUR SOLUTION Preference Stability Selection Difficulty Cost of Action/ Change Create enough Contrast De-stabilize their preferences Cost of Staying same
Defeating the Status Quo Bias YOUR SOLUTION Status Quo Bias Before and after hero Story Preference Stability Anticipated Regret /Blame Cost of Action/ Change Selection Difficulty Create enough Contrast De-stabilize their preferences Cost of Staying same
Create Enough Contrast De-Stabilize Preferences Before and After Hero Story Show Cost of Staying Same
Create Enough Contrast De-Stabilize Preferences Before and After Hero Story Show Cost of Staying Same
NEEDS Identified CAPABILITIES Specified Commoditized Conversation
NEEDS UNKNOWN STRENGTHS Identified CAPABILITIES Specified + COST +COMPLEXITY Commoditized Conversation
Urgency and Uniqueness LIVES HERE UNCONSIDERED NEEDS NEEDS UNKNOWN STRENGTHS Identified CAPABILITIES Specified + COST +COMPLEXITY Commoditized Conversation
Persuasionandnegotiations experts providing exclusive research and collaboration on insights and concepts Stanford University Graduate School of Business Zakary Tormala, PhD Margaret Neale, PhD
Condition 1 Respond to Stated Needs Condition 2 Value Added Services Condition 3 Unconsidered Needs LAST Condition 4 Unconsidered Needs FIRST n = 400
Presentation Uniqueness Statistically Significant Uniqueness Improvement 50%
Presentation Quality Statistically Significant Quality Improvement 10+%
Presentation Persuasiveness Statistically Significant Persuasion Improvement (10+%)
Urgency and Uniqueness LIVES HERE UNCONSIDERED NEEDS NEEDS UNKNOWN STRENGTHS Identified CAPABILITIES Specified + COST +COMPLEXITY Commoditized Conversation
Create Enough Contrast De-Stabilize Preferences Before and After Hero Story Show Cost of Staying Same
Create Enough Contrast De-Stabilize Preferences Before and After Hero Story Show Cost of Staying Same
Prospect Theory Value 2-3X stronger preference to avoid loss vs. acquire gains = “Loss Aversion” Outcome Loss Gain Prefer taking risk that might mitigate a loss = “Risk Seeking”
Which would you choose? A guaranteed gain of $75,000 An 80% chance of gaining $100,000 with a 20% chance of getting nothing
Which would you choose? A certain loss of $75,000 An 80% chance of losing $100,000 with a 20% chance of not losing anything
When a man's an empty kettle, he should be on his mettle, And yet I'm torn apart. Just because I'm presumin' that I could be kind-a-human, If I only had heart.- Tin Man
Status Quo framed as a “gain” Plan A Save 1 out of 3 plants and 2,000 jobs Plan B 33% chance of saving all three plants/jobs 66% chance of saving none of the plants/jobs
Status Quo framed as a “loss” Status Quo framed as a “gain” Plan A 2 out of 3 plants lost along w/ 4,000 jobs Plan B 66% chance of losing all three plants/jobs 33% chance of losing none of the plants/jobs Plan A Save 1 out of 3 plants and 2,000 jobs Plan B 33% chance of saving all three plants/jobs 66% chance of saving none of the plants/jobs 55% 74% More than 70% increase in “persuadability” 45% 26%
Status Quo framed as a “loss” Status Quo framed as a “gain” Plan A 2 out of 3 plants lost along w/ 4,000 jobs Plan B 66% chance of losing all three plants/jobs 33% chance of losing none of the plants/jobs Plan A Save 1 out of 3 plants and 2,000 jobs Plan B 33% chance of saving all three plants/jobs 66% chance of saving none of the plants/jobs 55% 74% More than 70% increase in “persuadability” 45% 26%
Prospect Theory Value 2-3X stronger preference to avoid loss vs. acquire gains = “Loss Aversion” Outcome Loss Gain Prefer taking risk that might mitigate a loss = “Risk Seeking”
Create Enough Contrast De-Stabilize Preferences Before and After Hero Story Show Cost of Staying Same
Create Enough Contrast De-Stabilize Preferences Before and After Hero Story Show Cost of Staying Same
Neocortex Designed for Analysis – rationale, logical Justifies Decisions Craves Contrast Limbic System/Amygdala Designed for Survival – emotional, intuitive Makes Decision for Change
No contrast No value FUTURESTATE
Value lies in Contrast FUTURESTATE CURRENT STATE Risk Resolution
What did we measure? Purchase Intent Interest and likelihood of making a purchase Attitudes and Choice Willingness to switch and willingness to pay more Advocacy Likely to tell others and recommend a new product Product Perceptions Represents innovation and a clear improvement
Purchase Intent Interest and likelihood of making a purchase +14.63%
Attitudes and Choice Willingness to switch and willingness to pay more +14.06%
Advocacy Likely to tell others and recommend a new product +12.46%
Product Perceptions Represents innovation and a clear improvement +13.40%
Value lies in Contrast FUTURESTATE CURRENT STATE Risk Resolution
Create Enough Contrast De-Stabilize Preferences Before and After Hero Story Show Cost of Staying Same
Create Enough Contrast De-Stabilize Preferences Before and After Hero Story Show Cost of Staying Same
Who are you going to be? Gladwell or Grodzins
