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GROUP 3 - STORMING NASSER EMILY KEEGAN AKEEM JOSH CLAY

GROUP 3 - STORMING NASSER EMILY KEEGAN AKEEM JOSH CLAY. Serenity vs. Influencer . Poll Exert Influence Seek Wisdom “know” the difference vs. “make” a difference . Influence Masters . Dr. Mimi Silbert & Delancy Street Foundation Dr. Donald Hopkins & The Guinea Worm

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GROUP 3 - STORMING NASSER EMILY KEEGAN AKEEM JOSH CLAY

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  1. GROUP 3 - STORMING NASSER EMILY KEEGAN AKEEM JOSH CLAY

  2. Serenity vs. Influencer • Poll • Exert Influence • Seek Wisdom • “know” the difference vs. “make” a difference

  3. Influence Masters • Dr. Mimi Silbert & Delancy Street Foundation • Dr. Donald Hopkins & The Guinea Worm • Albert Bandura: Scholar of scholars • “father of social learning theory”

  4. Change the Way You Change Minds “There are three types of men, ones that learn by reading, a few who learn by observation, and the rest of them have to pee on the electric fence and find out for themselves” -Will Rogers

  5. Learning from Phobics • Phobics are perfect subjects for learning how to change peoples thinking • Honest Snakes are Our Friends Experiment • Skip the lecture • Vicarious example

  6. Changing Expectations • 2 questions • Is it worth it? • Can they do it? • When to Use Verbal Persuasion?

  7. Create Vicarious examples • Literacy in Mexico City • Ven Conmigo “Come With Me” • Safe Sex Education in Tanzania • Twende na Wakita “Lets Go with the Times”

  8. Make Change Inevitable • Six Sources Of Influence • Personal Motivation • Personal Ability • Social Motivation • Social Ability • Structural Motivation • Structural Ability • Make use of all six sources • If you leave out one source, your likely to fail.

  9. Make the Undesirable DesirablePersonal Motivation • Do individuals take personal satisfaction from doing the required activity? • Ways to make the undesirable desirable: • Make pain pleasurable • Create new experiences- Get people to try it • Create new motives • Goal is help people extract intrinsic satisfaction

  10. Surpass Your LimitsPersonal Ability • We often underestimate the need to learn and practice the desired skill • Don’t confuse motivation with ability problems • Deliberate practice • Demand full attention for brief intervals • Provide immediate feedback against a clear standard • Break practice into mini goals • Prepare for setback; Build in resilience • Build emotional skills

  11. Harness Peer Pressure • Dr. Milgram’s 1961 experiment

  12. Harness Peer Pressure • “…Sometimes you need to find one individual who will fly in the face of history and model the new and healthier vital behaviors.” • Dr. Rogers’ new strains of corn

  13. Find Strength in Numbers • Five housewives turn into successful entrepreneurs (Tanika, Kamara, Damini, Payal, and Sankul) • Dr. Yunus from Bangladesh

  14. Design Rewards and Demand Accountability • Choose extrinsic rewards third • Use incentives wisely • Less is more • Reward vital behaviors, not just results • Watch for divisive incentives • Before punishing, Place a Shot across the Bow • If all else fails, Punish

  15. Change the Environment • Dr. Whyte • Fish Discover Water Last • Learn to Notice • Make the Invisible Visible • Mind the Data Stream • Physical Space • Make it Easy • Make it Unavoidable

  16. Start with vital behaviors. There’s no use putting together several complex techniques all aimed at the wrong actions. Examine the times when you have succeeded, and try to identify the force or strategy that led to your success.

  17. Diagnose before you prescribe.Figure out which sources of influence are behind the behavior you’re trying to change. most leaders fail to take this step and simply throw together an influence strategy they believe should work under any circumstances.

  18. Make Change Inevitable.Replace their existing fears with a growing sense of self confidence.

  19. By applying each of the influence principles and strategies we’ve studied in the book, and not just one or two methods...The change team was able to resolve a massive and resistant problem.They had become genuine influencers.

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