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Changing Minds: The Art and Science of Changing Our Own and Other People's Minds (Leadership for the Common Good)
 
 
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Changing Minds: The Art and Science of Changing Our Own and Other People's Minds (Leadership for the Common Good) (Hardcover)

by Howard Gardner (Author) "WE TALK ALL THE TIME about changing minds ..." (more)
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Product details

  • Hardcover: 288 pages
  • Publisher: Harvard Business School Press; illustrated edition edition (1 Mar 2004)
  • Language English
  • ISBN-10: 1578517095
  • ISBN-13: 978-1578517091
  • Product Dimensions: 23.4 x 16.4 x 2.6 cm
  • Average Customer Review: 4.0 out of 5 stars See all reviews (5 customer reviews)
  • Amazon.co.uk Sales Rank: 204,062 in Books (See Bestsellers in Books)

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  • See Complete Table of Contents

Product Description

The Guardian, October 28, 2006
Gardner's subtle, intelligent analysis of our mercurial mental
processes is a master class in the art and science of persuasion
--This text refers to an out of print or unavailable edition of this title.

Product Description

Insights into One of the Greatest Mysteries of Human Behavior

Minds are exceedingly hard to change. Ask any advertiser who has tried to convince consumers to switch brands, any CEO who has tried to change a company's culture, or any individual who has tried to heal a rift with a friend. So many aspects of life are oriented toward changing minds-yet this phenomenon is among the least understood of familiar human experiences.

Now, eminent Harvard psychologist Howard Gardner, whose work has revolutionized our beliefs about intelligence, creativity, and leadership, offers an original framework for understanding exactly what happens during the course of changing a mind-and how to influence that process.

Drawing on decades of cognitive research and compelling case studies-from famous business and political leaders to renowned intellectuals and artists to ordinary individuals-Gardner identifies seven powerful factors that impel or thwart significant shifts from one way of thinking to a dramatically new one.

Whether we are attempting to change the mind of a nation or a corporation, our spouse's mind or our own, this book provides insights that can broaden our horizons and improve our lives.



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Inside This Book (Learn More)
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WE TALK ALL THE TIME about changing minds. Read the first page
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Front Cover | Copyright | Table of Contents | Excerpt | Index | Back Cover
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9 of 9 people found the following review helpful:
5.0 out of 5 stars Changing Minds: The Art and Science of Changing Our Own and, 30 Mar 2005
A wonderfull and most refreshing book.

I have used it in three different settings: Executive Workshops
Executive Coaching, and finally in a University setting as a requered course book on Coaching and Change course. The book was very well perceived by all three audiences. Most participants took the book home, as well as to work, which clearly demonstrates the positive impact it had on them.

drs. Govert Doedijns MSc.
The Netherlands
Website: www.paris-institute.com

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7 of 7 people found the following review helpful:
4.0 out of 5 stars A Perceptual Map for Changing Minds, 14 Dec 2006
By Professor Donald Mitchell "Jesus Makes Me a P... (Boston) - See all my reviews
(TOP 10 REVIEWER)      
This review is from: Changing Minds: The Art and Science of Changing Our Own and Other People's Minds (Leadership for the Common Good) (Paperback)
Whenever I meet new clients, they tell me that if they can just get those who disagree with them to agree they will have no more problems. Embedded in that observation is a belief that they have all the facts and have correctly interpreted those facts. A corollary is that anyone who disagrees is either misinformed or an idiot.

Usually, what I find instead is that my new clients have listened very well to what people have been telling them and haven't explained their own point of view very well. The right solution is usually to create a new solution together and implement as a cooperative team.

Somewhere along the way, the new clients forget the "us" and "they" mentality and wonder what in the world I did to help them. The eventual solution seems obvious in retrospect . . . and they forget that there was ever disagreement. That's how subtle the process of changing minds is. Except for the most self-aware, we just wake up one day with a new set of ideas. I'm reminded of the advertisement for FedEx where the leader asks for ways to cut costs. A shy man quietly suggests using FedEx. Everyone ignores what he says until the leader repeats the idea . . . and then everyone applauds. The shy man challenges the leader who defends himself by saying that he changed the hand gestures used to make the pronouncement . . . and that made all the difference.

In other words, we love to be in charge . . . even when someone else has changed our mind.

The whole process remains mysterious. After reading Changing Minds, those who find the process mysterious will continue to find it so. But those who have some insight into the process will find meta-models for structuring their strategies and tactics of persuasion and education.

The first 67 pages of the book encapsulate Professor Gardner's valuable work on cognitive thinking, including multiple intelligences, mental representations, and their interaction in six arenas of mind changing. At this point, many eyes would roll at the thought of such a complex matrix.

But Professor Gardner provides relief for the reader by using incredibly subtle stories to capture the primary ways to use multiple intelligences and mental representations to good effect in various mind-changing arenas.

To give you a sense of how subtle these stories are, Changing Minds has a precise example that I can apply to a mind-changing problem that I perpetually face, helping people appreciate the potential for 2,000 percent solutions (20 times better results from the same time and effort). Yet, I had to read the example a number of times before its power sunk in for me. I'm sure at some subconscious level I got the point sooner, but my conscious "aha" took a while. And I've read many of Professor Gardner's earlier books involving some of the same examples.

Professor Gardner is well known for having been the recipient of a MacArthur fellowship, the so-called "genius" award. With this book, I began to see for the first time the full range of his genius. It's impressive.

What's my advice for you? Read this book several times. Put it down and read it again in a year. In the meantime, read some other books about changing minds (on topics like negotiation, persuasion, story-telling, and so forth). Then, it'll all come together for you.
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8 of 9 people found the following review helpful:
5.0 out of 5 stars The Art and Science of "Deep and Pervasive Mental Surgery", 23 Sep 2005
By Robert Morris (Dallas, Texas) - See all my reviews
(TOP 100 REVIEWER)    (REAL NAME)   
Although many of Gardner's core concepts were first introduced and developed in earlier works, notably in Multiple Intelligences and Frames of Mind (1993) and then Intelligence Reframed (2000), he breaks important new ground when examining the process by which we can change others' minds (assumptions, premises, mindsets, convictions, opinions, etc.) and, of even greater importance, how we can change our own minds wherein resistance to such change can be especially formidable. This is precisely what Jim O'Toole has in mind when discussing "the ideology of comfort and the tyranny of custom" in his brilliant book Leading Change. As Gardner advocates, "One can -- and must -- go through an exercise of deep and pervasive mental surgery with respect to every entrenched view: Define it, understand the reasons for its provenance, point out its weaknesses, and then develop multiple ways of undermining that view and bolstering a more constructive one. In other words, [in italics] search for the resonance and [also in italics] stamp out the resistance." It seems to me imperative that we never underestimate the nature and extent of resistance which results from "the ideology of comfort and the tyranny of custom"

Gardner identifies seven factors ("sometimes I'll call them levers"), most or all of which may influence a mind change: research (relevant data), resonance (the affective component), redescriptions (mutually reinforcing images of what will result from the change), resources and rewards (perceived cost-benefit relationship), real world events (wars, hurricanes, terrorist attacks, depressions, etc.), and resistances (motivation stimulated by opposition). When we attempt to change our own minds or others' minds, or when they attempt to change theirs or ours, the process of persuasion usually involves concepts, stories, theories, and skills. How we (or others) use logic and/or evidence, for example, is determined by our (or their) age, intelligence, education and training, and experience. Young children who fully understand various fables and fairy tales will probably not understand concepts of gravity, democracy, photosynthesis, and pride. How parents attempt to convince their children to take proper care of their toys is obviously quite different from how the same parents attempt to persuade each other when disagreeing about financial issues. Gardner asserts (and I agree) that over time, people become more resistant to change. Set in their ways, determined to protect their "comfort" and "custom."

From my own perspective, entrenched views tend to fall within one of three categories: Those which remain unchanged by any of the seven factors (or levers), those which are improved (i.e. made "more constructive") by it, and finally, those beyond remediation. Moreover, all entrenched views (like nuggets of cheese) have an unsettling tendency to move around -- or be relocated -- by external forces. Therefore, presumably Gardner agrees with me that what he calls the process of "deep and pervasive mental surgery" should be continuous. Unless and until we understand how and why to change our own minds, it is possible but unlikely that we will be able to change anyone else's.

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