000 03828cam a22004578i 4500
001 22095643
003 BJBSDDR
005 20231204111708.0
007 ta
008 210622s2022 nju 001 0 eng
010 _a 2021028992
020 _a9781119765042 (cloth)
020 _a1119765048 (cloth)
020 _z9781119765066 (adobe pdf)
020 _z9781119765059 (epub)
040 _aDLC
_beng
_erda
_cDLC
042 _apcc
050 1 4 _aBF 637
_bN832h 2022
082 0 0 _a153.8/52
100 1 _aNordgren, Loran F.
_932981
245 1 4 _aThe human element :
_bovercoming the resistance that awaits new ideas /
_cLoran Nordgren and David Schonthal.
264 1 _aHoboken, New Jersey :
_bJohn Wiley & Sons, Inc.,
_c2022
300 _axii, 236 pages :
_billustrations ;
_c24 cm
336 _atext
_btxt
_2rdacontent
337 _aunmediated
_bn
_2rdamedia
338 _avolume
_bnc
_2rdacarrier
500 _aIncludes index.
505 0 _aThe law of attraction: the battle between friction and fuel -- Thinking in fuel: the reasons a fuel-based mindset rules the world -- Inertia: why we stick with what we know -- Overcoming inertia: how to transform a novel idea into a familiar friend -- Effort: why we follow the path of least resistance -- Overcoming effort: how to build aerodynamic ideas -- Emotion why the best ideas produce the most anxiety -- Overcoming emotion: how to quiet the fears that impede progress -- Reactance: why we feel the impulse to resist change -- Overcoming reactance: how to help your audience persuade themselves -- Three case studies.
520 _a"This book offers the readers two essential insights. First, readers will discover the four Frictions that operate against their efforts to influence and innovate. They will come to understand the unexpected reasons why the ideas and initiatives they are most passionate about get rejected. Second, readers will learn how to both identify and disarm these forces of resistance. Even better, the reader will discover how to turn the forces of Friction into winds of change. The insights this book offers are important because, as the authors will show, people have the wrong influence intuitions. The conventional approach to influence and catalyzing change is to add or highlight value -- to explain the benefits or enhance the appeal. They call this the "sizzle syndrome". The conventional approach is, of course, necessary. But it's woefully insufficient. Insufficient because it misses not just half the story, but its most important part. Whenever we want to create change, we must first appreciate and respect the forces operating against us. While we might not see them, they are there, quietly undermining and inhibiting our efforts. When we wrongly attempt to overcome these forces by tacking on sizzle to heighten the appeal we inadvertently (and counterintuitively) intensify the very friction we are trying to overcome. Instead, what is needed is to disarm the forces operating against change. To create change, people need to understand the forces working against them. And here's the exciting thing: once you see the Friction points, you can redesign those very same forces to drive change"--
_cProvided by publisher.
650 0 _aPersuasion (Psychology)
650 4 _aPersuasión (Psicología)
_94123
650 0 _aInfluence (Psychology)
650 4 _aInfluencia (Psicología)
_94169
650 0 _aDisruptive technologies.
650 4 _aTecnologías disruptivas
_919064
700 1 _aSchonthal, David
_q(David Alan)
_932982
776 0 8 _iOnline version:
_aNordgren, Loran F.
_tHuman element
_dHoboken, New Jersey : Wiley, [2021]
_z9781119765066
_w(DLC) 2021028993
906 _a7
_bcbc
_corignew
_d1
_eecip
_f20
_gy-gencatlg
942 _2lcc
_cBK
999 _c120259
_d120259