Читать книгу Joan Garry's Guide to Nonprofit Leadership - Garry Joan, Joan Garry - Страница 32

In 1990, a Stanford graduate conducted a series of experiments revealing information that was quite profound and obvious all at the same time. By completing certain experiments, the graduate was able to unearth evidence indicating that once we humans know something, we find it hard to imagine not knowing it. Our knowledge has “cursed” us: We have difficulty sharing it with others, because we can't readily re‐create their state of mind.

This curse came to light in the work of brothers Chip and Dan Heath, in a 1990 Harvard Business Review article and in a subsequent book that I highly recommend: Made To Stick: Why Some Ideas Survive and Others Die.

You'll never guess the antidote to this curse.

The Heath brothers are clear:

“Leaders can thwart the curse of knowledge by ‘translating’ their strategies into concrete language.” They continue: “Stories, too, work particularly well in dodging the curse of knowledge, because they force us to use concrete language.”

I rest my first case.