Pages 253-284 of Made to Stick,
by Heath and Heath, discuss various strategies that should be implemented when
trying to make an idea stick. The section begins by describing how important it
is for employees to understand what an organization stands for, and what will
make it successful. In other words, it is not enough that the CEO and top
managers of a company understand the strategic language used by the company;
employees must also understand this language so that they can make appropriate
decisions and further advance the company.
As the chapter continues, Heath and Heath discuss various barriers that
make strategic communication difficult. One of those barriers is called The
Curse of Knowledge. This means that individuals tend to talk to others as if
they all have the same knowledge and experiences. People must be careful to
translate their ideas into language that is concrete and applicable to the
audience. In addition to being concrete, individuals must say something
unexpected and tell stories when trying to make an idea stick. According to
Heath and Heath, a good story is better than any abstract statement. This is
because people naturally tune into stories. They are curious to know how the
story unfolds. I have seen this work firsthand while giving motivational speeches
to kids. While the kids are generally very attentive, they tend to pay even
more attention when I tell stories that relate to my points. In fact, I have
had teenagers email me months later, telling me that particular stories still
stick with them and guide them in their everyday lives.
I found this section of Made to
Stick to be very insightful. I’ve learned that it is not enough for
individuals to come up with ingenious ideas; individuals must find ways to make
those ideas stick. By implementing the strategies outlined by Heath and Heath,
I will be able to design “sticky” creations in my professional life beyond
school.