What Makes One Idea Better than Another?

Why do some ideas succeed and others fail?  Great question.  I am glad that the Heath brothers concede that there is no formula for this (p. 15) but there seems to be some commonalities.  The acronym S.U.C.C.E.S.S is worth the price of the book itself. 

SIMPLE
“It’s hard to make ideas stick in a noisy, unpredictable, chaotic environment. If we’re to succeed, the first step is this: Be simple. Not simple in terms of ‘dumbing down’ or ‘sound bites.’ What we mean by ‘simple’ is finding the core of the idea. ‘Finding the core’ means stripping an idea down to its most critical essence.” (pgs. 27, 28)

UNEXPECTED
“The most basic way to get someone’s attention is this: Break a pattern. Humans adapt incredibly quickly to consistent patterns. Figure out what is counterintuitive about the message—i.e., What are the unexpected implications of your core message? Communicate your message in a way that breaks your audiences’ guessing machines.” (pgs. 64, 72)

CONCRETE
“Abstraction makes it harder to understand an idea and to remember it. It also makes it harder to coordinate our activities with others, who may interpret the abstraction in very different ways. Concreteness helps us avoid these problems.” (pg. 100)

CREDIBLE
“How do we get people to believe our ideas? We’ve got to find a source of credibility to draw on. A person’s knowledge of details is often a good proxy for her expertise. Think of how a history buff can quickly establish her credibility by telling an interesting Civil War anecdote. But concrete details don’t just lend credibility to the authorities who provide them; they lend credibility to the idea itself.” (pgs. 138, 163)

EMOTIONAL
“How can we make people care about our ideas? We get them to take off their Analytical Hats. We create empathy for specific individuals. We show how our ideas are associated with things that people already care about. We appeal to their self-interest, but we also appeal to their identities—not only to the people they are right now but also to the people they would like to be.” (pg. 203)

STORIES
“A story is powerful because it provides the context missing from abstract prose. This is the role that stories play—putting knowledge into a framework that is more lifelike, more true to our day-to-day existence. Stories are almost always CONCRETE. Most of them have EMOTIONAL and UNEXPECTED elements. The hardest part of using stories effectively is make sure they’re SIMPLE—that they reflect your core message. It’s not enough to tell a great story; the story has to reflect your agenda.” (pgs. 214)

A good idea is not to bring any idea without the buy in from others.  I remember group projects in school and thought they were a waste of time then, but if this practice is not lived out on teams, then the organization will struggle.   In light of that, I need to take back every mean word I said about my “group project” loving teachers.  A lone ranger mentality is just not smart.  One may forget the importance of surprise or feelings when communicating an idea, but with a group of peers developing an idea, there is a better chance to flesh it out fully.