The commercial application of Greatest Hits

How Greatest Hits training can transform your business.

  • I take 15 minutes to explain what is in a book
  • We discuss the content and its implications
  • Attendees have to work out how they can apply the thinking to their business, customers, clients, or staff
  • This generates a minimum of 10 ideas per book
  • Repeat 6-10 times and you have 60-100 ideas to stimulate the business
  • Over 200 books to choose from

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number of view: 0

31

12 2012

The Big Lie – Jouan, Quoirin, & Murphy

The one-sentence summary

There is a gap between what people say in surveys and what they really think, so you need to work out what their answers actually mean.

WHAT THE BOOK SAYS

· The Big Lie is the gap between social norms and private reality, between expressed opinions and inner emotions, between what people say in surveys and what their answer actually means.

· There is a juxtaposition between how people live inside their heads and the generalised assumptions made by those people and the companies that market to them.

· Businesses need to create products and communications campaigns that tap into consumers’ realities as well as their projected personas.

· Consumers need to feel good on two levels – a duality that needs recognising. This duplexity means consumers are capable of ‘living in two apartments at the same time.’

· Four main areas are dealt with:

1. Ever smarter consumers, endlessly irrational choices

Behavioural economics has exposed flawed decision making despite people having more information.

2. Power of Me, Value of We

Despite what individuals claim, groupthink and social copying dictate many decisions and opinions.

3. Comfortable Lives, Uncomfortable Truths

People will only go so far to live a truly co-friendly and green life.

4. The Call of Yesterday, The Scream of the New

Everyone claims things were better in the past, whilst craving everything that’s new.

WHAT’S GOOD ABOUT IT

· People now have effective knowledge – a good understanding of how everything works and how they should be seen to be behaving, so they can easily claim one thing and do another.

· They also have a new ruthlessness, and do not want to let go of their living standards.

· For consumers, perfect is often not worth the price.

· Research is pretty much incapable of replicating the living process that affects most purchasing decisions. No matter what people say in surveys, it’s never that simple.

· The Big Lie can = The Big Lazy. People may think responsibly, but then fail to act accordingly, creating a disconnect between opinion and action.

· More caring, positive, virtuous responses are offered in face-to-face interviews as opposed to online. People want to seem good in person.

WHAT YOU HAVE TO WATCH

· The book would benefit from a decent index.

· It is produced by the trends and forecasting agency The Future Foundation, and often strays into becoming a brochure for the company.

· The first half of the book is written in an over flowery style. A more balanced approach would have provided some academic calmness.

number of view: 84

07

04 2014

The Undercover Economist Strikes Back – Tim Harford

The one-sentence summary

In macroeconomics, everything is related to everything else, so every policy decision has an effect elsewhere.

WHAT THE BOOK SAYS

· This is all about how to run – or ruin – the economy. In an original approach, the reader is asked to assume the role of Chancellor of the Exchequer. A question and answer format puts you through your paces to see how good a job you would make of running the economy.

· Whereas his previous books have been concerned with microeconomics (Why does a cup of coffee cost less when it is 100 yards further away from a station?), this one is about macroeconomics (the big overview, and very much interlinked with other nations).

· Macroeconomics is all about what is not seen – all the knock-on effects that occur when factors such as taxation, pay, employment and so on, are adjusted. It’s all interrelated, so much of the time the true effects of policies are not really understood.

· A hundred or so years ago a man called Bill Phillips invented an extraordinary machine called the MONIAC (Monetary national Income Analogue Computer). This was a hydraulic machine that used liquid to represent the value of different parts of the economy – tax income, expenditure etc. Reduce or increase one element, and the liquid moves elsewhere to demonstrate the effect on the economy. It proved remarkably accurate.

· Two important economic laws:

1. John Maynard Keynes: an economy’s output is constrained by the demand for goods and services

2. Jean-Baptiste Say: an economy’s output is sometimes constrained by their potential supply

WHAT’S GOOD ABOUT IT

· The author provides a user’s manual for the economy, and guides you through dealing with recession, inflation, unemployment, taxation, providing fiscal stimulus, the subtleties of GNP and statistical reporting.

· Money is a store value. It enables people to transact, but it is not actually worth what it claims.

· Moderate inflation is desirable for forward motion. Hyperinflation is clearly not. As the analogy goes, an occasional drink can kick-start an evening, but drinking constantly or excessively is not a good idea. Deflation is bad all round.

· Management quality in companies varies a lot: a typical Tanzanian worker produces in a month what an American produces in a day. The countries with the worst managers are India, China, Brazil and Greece.

WHAT YOU HAVE TO WATCH

· Not much. It’s an excellent layperson’s guide to how economics works.

number of view: 237

When Cultures Collide – Richard Lewis

The one-sentence summary

Careful analysis and understanding of distinctive cultural traits can lead to more effective leadership and collaboration across diverse nationalities.

WHAT THE BOOK SAYS

· Originally published in 1996, this seminal work has been thoroughly updated to cover the business habits and etiquette of over 60 countries.

· Its main purpose is to offer leaders and managers practical strategies to embrace differences and work successfully across diverse business cultures.

· The author has created a model of cultural types based on three main styles:

1. Linear-Active: introvert, patient, quiet, minds own business, likes privacy, plans methodically, does one thing at a time, punctual (Germany, Switzerland, Luxembourg, emanating out to the USA and UK)

2. Multi-active: extrovert, impatient, talkative, inquisitive, gregarious, plans grand outline only, does several things at once, works any hours, not punctual (Hispanic, Argentina, Mexico, Brazil, Chile)

3. Reactive: introvert, patient, silent, respectful, good listener, looks at general principles, reacts, flexible hours, punctual, sees whole picture, reacts to partner’s timetable (Vietnam, then Japan and China)

· Understanding some of these traits can lead to a far better understanding of how to conduct meetings, negotiations, the passage of time, and many other interactions between different cultures, often inside a company.

· Views of time are particularly complex:

~ The US regard it as linear – time is money and can be divided into clear chunks.

~ Latins see time as multi-active – using human interactions to get things done, regardless of specific meetings and timetables.

~ Eastern cultures see time as cyclical – everything goes round in a circle.

~ Madagascar have an interesting one – they see the future as flowing into their heads from behind, with the past stretching out in front of them. The past is visible in this regard, whereas the future is unknown.

WHAT’S GOOD ABOUT IT

· Language is something of a straitjacket. The one you happen to speak influences the way you think. Multi-linguists are more broad-minded.

· Who is normal anyway? Attitudes depend on our perception.

· There is a set of diagrams showing leadership and organisation styles by country. They include the UK (casual), US (structured individualism), France (autocratic), Germany (hierarchy/consensus), Australia (one of the mates), Spain (human force), Japan (ringi-sho consensus).

· Anyone working in a global organisation or doing any overseas business should read this. Understanding can only increase.

WHAT YOU HAVE TO WATCH

· Not much. This is a 600-page textbook so the best approach is to read the main principles (180 pages) and then go straight to the sections that cover the cultures you most commonly interact with.

Click to enlarge

number of view: 615

A Technique for Producing Ideas – James Webb Young

The one-sentence summary

Gather both general and specific materials, ponder on the issue, then do something completely different for a while, and a decent idea will arrive.

WHAT THE BOOK SAYS

· Originally produced in 1965, this short book was arguably the first to attempt to explain how to generate an idea, and lift the veil of mystery from the creative process.

· The author claims that the production of ideas is an operative technique – exactly the same as producing products on an assembly line.

· As such, it can be learned, controlled and practiced in exactly the same way.

· The Italian sociologist Pareto (who wrote in French) thought that the world could be divided into two types of people:

1. The speculator – speculative, constantly preoccupied with the possibilities of new combinations.

2. The rentier – the stockholder – routine, steady-going, unimaginative, conservative.

· Nevertheless, even the conservative mind can be trained in the method by which ideas are produced. Here it is:

1. Gather raw materials – there are two types; those specific to the issue in hand, and those that are general. (The latter should be collected all the time. This so-called fugitive material eventually finds its use when later combined with a specific need).

2. Mental digestion – work over materials in the mind.

3. Incubation – do something else while the idea synthesises.

4. Eureka moment – the idea will appear apparently out of nowhere.

5. Shaping – development to practical usefulness.

WHAT’S GOOD ABOUT IT

· Two general principles make good sense:

1. Ideas are merely new combinations.

2. An ability to see new combinations is heightened by an ability to see relationships.

· That’s why it pays to be a mental magpie – constantly on the lookout interesting things that may be of value later.

· You can read this in twenty minutes and understand what to do.

WHAT YOU HAVE TO WATCH

· Not much. It’s a discussion point, but one could argue that, even after reading this, a so-called ‘uncreative’ person could still fail to have a decent idea.

number of view: 249

Flow – Mihaly Csikszentmihalyi

The one-sentence summary
Understanding the concept of flow helps people to live in better harmony with themselves and others.

WHAT THE BOOK SAYS

• This is the classic work on how to achieve happiness by the near-unpronounceable Drucker School of Management professor.
• He was the first to articulate the concept of flow – the state in which people are so involved in an activity that nothing else seems to matter; the experience itself is so enjoyable that people will do it even at great cost, for the sheer sake of doing it.
• The phenomenology (dealing directly with events as we experience them) of enjoyment has 8 major components:
1. A challenging activity that requires skills (we must have a chance of completing it)
2. The merging of action and awareness (we must be able to concentrate)
3. Clear goals (we need to be clear what we are doing…)
4. Immediate feedback (…and see immediate progress)
5. Concentration on the task at hand (effortless involvement removed from everyday worries and frustrations)
6. The paradox of control (a sense of control, even if you are not quite sure how you are doing it)
7. The loss of self-consciousness (concern for the self disappears, but the person emerges stronger after the experience)
8. The transformation of time (hours can pass by in minutes, or minutes can stretch out to seem like hours)
• All of this adds up to an autotelic experience (auto = self and telos = goal) – a self-contained activity that has no expectation of future benefit, in which the doing of it is the reward in itself.

WHAT’S GOOD ABOUT IT

• The autotelic self is a happy person. They are able to:
1. Set goals – have something to strive for.
2. Become immersed in the activity – get lost in it.
3. Pay attention to what is happening – be ‘present’ in the here and now.
4. Learn to enjoy the immediate experience – rather than hanker after something else.
• The brain can cope with 126 bits of information a second, 7,560 per minute, or half a million an hour.
• Being in flow helps to counteract psychic entropy, a disorganisation of the self (one’s thoughts) that impairs mental effectiveness. Flow is sometimes therefore called negentropy.
• Man has often used games for this very purpose: agon (competitive, such as sports); alea (games of chance, such as dice or bingo); ilinx (altering consciousness, such as skydiving); mimicry (dance, theatre).
Intrinsic work is good because you do it for the love of it; extrinsic work usually has an ulterior motive, such as promotion, and is usually less satisfying.

WHAT YOU HAVE TO WATCH

• Not much. You can extract the bits you need to have a better-balanced life.

number of view: 461

10

02 2014