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Malcolm Gladwell

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.

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Malcolm Gladwell

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  1. Malcolm Gladwell

  2. Scientist behind the Tipping Point Morton M. Grodzins

  3. What made the difference? Gladwell Told a Better Story

  4. Defeating the Status Quo Bias Status Quo Bias YOUR SOLUTION

  5. Defeating the Status Quo Bias Status Quo Bias YOUR SOLUTION Preference Stability De-stabilize their preferences

  6. Defeating the Status Quo Bias Status Quo Bias YOUR SOLUTION Preference Stability Cost of Action/ Change De-stabilize their preferences Cost of Staying same

  7. 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

  8. 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

  9. Create Enough Contrast De-Stabilize Preferences Before and After Hero Story Show Cost of Staying Same

  10. Create Enough Contrast De-Stabilize Preferences Before and After Hero Story Show Cost of Staying Same

  11. NEEDS Identified CAPABILITIES Specified Commoditized Conversation

  12. NEEDS UNKNOWN STRENGTHS Identified CAPABILITIES Specified + COST +COMPLEXITY Commoditized Conversation

  13. Urgency and Uniqueness LIVES HERE UNCONSIDERED NEEDS NEEDS UNKNOWN STRENGTHS Identified CAPABILITIES Specified + COST +COMPLEXITY Commoditized Conversation

  14. Persuasionandnegotiations experts providing exclusive research and collaboration on insights and concepts Stanford University Graduate School of Business Zakary Tormala, PhD Margaret Neale, PhD

  15. Condition 1 Respond to Stated Needs Condition 2 Value Added Services Condition 3 Unconsidered Needs LAST Condition 4 Unconsidered Needs FIRST n = 400

  16. Presentation Uniqueness Statistically Significant Uniqueness Improvement 50%

  17. Presentation Quality Statistically Significant Quality Improvement 10+%

  18. Presentation Persuasiveness Statistically Significant Persuasion Improvement (10+%)

  19. Urgency and Uniqueness LIVES HERE UNCONSIDERED NEEDS NEEDS UNKNOWN STRENGTHS Identified CAPABILITIES Specified + COST +COMPLEXITY Commoditized Conversation

  20. Create Enough Contrast De-Stabilize Preferences Before and After Hero Story Show Cost of Staying Same

  21. Create Enough Contrast De-Stabilize Preferences Before and After Hero Story Show Cost of Staying Same

  22. 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”

  23. Which would you choose? A guaranteed gain of $75,000 An 80% chance of gaining $100,000 with a 20% chance of getting nothing

  24. 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

  25. 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

  26. 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

  27. 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%

  28. 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%

  29. 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”

  30. Create Enough Contrast De-Stabilize Preferences Before and After Hero Story Show Cost of Staying Same

  31. Create Enough Contrast De-Stabilize Preferences Before and After Hero Story Show Cost of Staying Same

  32. Neocortex Designed for Analysis – rationale, logical Justifies Decisions Craves Contrast Limbic System/Amygdala Designed for Survival – emotional, intuitive Makes Decision for Change

  33. No contrast No value FUTURESTATE

  34. Value lies in Contrast FUTURESTATE CURRENT STATE Risk Resolution

  35. 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

  36. Purchase Intent Interest and likelihood of making a purchase +14.63%

  37. Attitudes and Choice Willingness to switch and willingness to pay more +14.06%

  38. Advocacy Likely to tell others and recommend a new product +12.46%

  39. Product Perceptions Represents innovation and a clear improvement +13.40%

  40. Value lies in Contrast FUTURESTATE CURRENT STATE Risk Resolution

  41. Create Enough Contrast De-Stabilize Preferences Before and After Hero Story Show Cost of Staying Same

  42. Create Enough Contrast De-Stabilize Preferences Before and After Hero Story Show Cost of Staying Same

  43. Who are you going to be? Gladwell or Grodzins

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