The Catalyst

The Catalyst: How to Change Anyone's Mind, by Jonah Berger, Simon & Schuster 2020

The timing of this book could not be better. Starting from the idea that we aren't talking Dale Carnegie or simple persuasion - or political pressure - readers are going to find that Berger's book, especially his chapter-ending case studies, is practical and useful in a landscape now shredded by uncertainty and untenable positions.

"Everyone has something they want to change," says the author. "Salespeople want to change their customers' minds and marketers want to change purchase decisions. Employees want to change their bosses' perspective and leaders want to change organizations. Parents want to change their children's behavior. Start-ups want to change industries Nonprofits want to change the world." Phew, it's exhausting!

The Catalyst: How to Change Anyone's Mind, by Jonah Berger, Simon & Schuster 2020

Do we put forth persuasive statistics? Do we threaten, pay off, cajole and flatter, or push people - associates, kids, spouses, students, bosses even - to come around? The answer, says the author, is a much simpler, rational approach based on identifying the key factors that cause resistance, and overcoming them by eliminating obstacles, reducing friction, and removing roadblocks. It leads us to the basic question: Why hasn't that person changed already? What is hindering or preventing them?

The answer, says Berger, lies in the five key barriers that hinder or inhibit change:

1. Reactance

2. Endowment

3. Distance

4. Uncertainty

5. Corroborating Evidence

And in fact with this simple mnemonic REDUCE Berger takes us into the mind change we're looking for. Each chapter focuses on one of these five roadblocks and shows how to reduce or mitigate it.

For example,

Principle 1: Reactance

Berger says that people have an innate anti-persuasion system, just like a missile defense system that protects us from incoming projectiles. In this chapter, prepare to learn a lot of new ideas! - the science of reactance, the power of tactical empathy.

Principle 2: Endowment

We have an attachment to the status quo, to what we are safely doing now - even when it hurts. The author shows us how, for example, IT professionals get employees to adopt new technologies, and why the upsides need to be 2.6 times larger than the downsides to get people to take action.

Principle 3: Distance

Distance - is this idea just something too far fetched to even be heard? That's what the author cites as the third barrier to changing minds, a challenge to communication, a foggy area that demands a different, non-aggressive approach. Berger tells the story of failed WWII efforts to convert civilian populations to eating organ meats - liver, sweetbreads, kidneys, etc - while pork and beef were reserved for the troops. Despite posters and other in-your-face moves, families remained unconvinced until psychologist Kurt Lewin got involved. He listened to the feedback, looked at the "sell" campaign, and suggested a more moderate, measured approach by providing recipes that combined the dreaded organ meats with other proteins. He asked for opinions in housewife opinion polls as he slowly engaged the decision makers One third more women agreed to try serving organ meats, a considerable change in this "distanced" disagreement.

Principle 4: Uncertainty

Is it hard to make decisions or even face them when your company is downsizing, or when the pandemic lockdown stats seem to stretch on endlessly? Uncertainty makes it harder for consumers to commit to large expenditures like autos, for instance, but great sales people understand this and try to make the decisions smaller, easier, with less risk. Berger cites easy test drives, or free samples at the supermarket. How about changing the boss's mind? Not impossible says Berger, but would a good example help?

Jacek Nowak had worked in banking for over ten years. Things were good and life was comfortable at the office, at least superficially. But Nowak noticed a few read flags - larger loan agreements were dwindling and customers seemed to be quietly moving to the competition. What he saw would eventually come to the eyes of senior management, but by then it would be too late. Nowak realized the organization needed a different path, but he also knew that management was not ready to think through a "safe" response. Looking into what other industries were doing to capture and retain customers, he stumbled on the phrase, "surprise and delight," and that, he found, was the winning answer because customer service was improved when the bank could strengthen customer's emotional connection, provide comfort and even improve employee morale.

But when he pitched his idea to management, he got a non-response - until, that is, he tried the very same approach on the nay-sayers - hand written anniversary notes, greeting them by name, or even helping them celebrate important life milestones. And it worked! Subtle, but positive, Nowak's scheme persuaded management to try a new "customer service" approach.

Principal 5: Corroborating Evidence

Here change makers are looking for reinforcement, another opinion that strengths their rationale. Sometimes that means an expert opinion, and sometimes it might mean the collaboration and support of a like-minded community.

I'm guessing that this book might be a source of useful ideas for political leaders who are eager to span multiple generations and conflicting ideologies. I'm guessing that when they read what works and what doesn't work, they'll pay attention and take a different approach. I hope.

Patricia E. Moody

FORTUNE magazine "Pioneering Woman in Mfg"

IndustryWeek IdeaXchange Xpert

A Mill Girl at Blue Heron Journal, on-line resource for business thought-leaders and decision-makers, pemoody@aol.com, patriciaemoody@gmail.com