HBR's 10 Must Reads On Communication Featuring The Necessary Art of Persuasion by Robert B. Cialdini - Paperback

...zumindest für alle, die sich für Kommunikation interessieren. Vielleicht ist Kommunikation in so weit irreführend, dass es in keinem Text darum geht, mit seinen Mitmenschen besser auszukommen. Es gibt Texte zum "Überzeugen" des eigenen Managements. Einen Text darüber, warum Frauen, aufgrund ihrer frauen-typischen Kommunikationsmuster keine Karriere machen. Einen Text darüber, wie man authentisch, charismatisch und mitreißend präsentiert. Einen Text über Storytelling: der, je nach Anlass, andere Story-Telling-Muster empfiehlt. Und ein Text berichte von den Kosten und unangenehmen Folgen, wenn Mitarbeiter schweigen, z.B. weil Chefs sich zu hart durchsetzen. usw. Ich fand die meisten Texte sehr interessant, weil sie über die übliche Standardware "Emotionale Intelligenz", "4-Seiten-einer-Nachricht" und "Gewaltfreie Kommunikation GFK" hinausgehen. Die meisten hier ausgebreiteten Theorien sind durch wssenschaftliche Studien, die ausführlich zitiert werden, untermauert. Dadurch, dass es ehemalige Texte des Harvard Business Review sind, sind alle Beiträge in sich abgeschlossen und schnell und leicht zu lesen. Daumen hoch.

Good read . Easy and practical steps to improve communication cycle.

This book is actually a compilation of several successful articles of Harvard Bussiness. It is possible to learn everything from the original articles, but the power, I think, of this book is to put you to read all about communication in a row. When I was finished I thought "phew", I'm overwhelmed! But days later I perceived that my mindset shifted, for several lessons made sense combined! I'd recommend this book for newbies on the topic because it gives you the massive core content, not the details.

Harvard Business Review’s 10 Must Reads on Communication features a compendium of research-laden articles from the flagship publisher’s archives on the topic of communication in the world of business. HBR’s aggregation includes pieces pulled from across the span of a little over a decade from Deborah Tannen’s The Power of Talk originally published in 1995 to Nick Morgan’s How to Become an Authentic Speaker originally published in 2008. While the scope of authorship is relatively narrow in terms of the snapshot in time that is represented by the articles contained therein, its authors represent a wide range of professional capacities including two CEOs, six professors, a sales executive, a communications consultant, and a venture capitalist. Four of the selected articles focus primarily on the art of communicating persuasively. These articles include Gary Williams and Robert Miller’s Change the Way You Persuade, Robert Cialdini’s Harnessing the Science of Persuasion, Jay Conger’s The Necessary Art of Persuasion, and Kimberly Elsbach’s How to Pitch A Brilliant Idea. Williams and Miller argue that “executives tend to make important decisions in predictable ways…and knowing their preferences for hearing or seeing certain types of information at specific stages in their decision-making process can substantially improve your ability to tip the outcome your way.” In essence, the takeaway is that what matters most is having the right information at the right time for the right person. As inferred by his article’s title, Cialdini writes from the perspective of psychological research which suggests that “there are six basic laws of winning friends and influencing people.” In highlighting the data, Cialdini is quick to note that psychological manipulation through communication techniques is not only inappropriate but ineffective in the long-term. “…the rules of ethics apply to the science of social influence just as they do to any other technology.” Conger’s central thesis is that times have changed and the new corporate reality is that “work today gets done in an environment where people don't just ask ‘What should I do?’ but ‘Why should I do it?’” Thus, the communication of leadership must appeal to a compelling motivator within their subordinates’ culture. Finally, Elsbach identifies three creative stereotypes—coined as artists, showrunners, and neophytes—in which “catchers” traditionally place those who are making a pitch. Elsbach highlights the reality that “Research suggests that humans can categorize others in less than 150 milliseconds. Within 30 minutes, they've made lasting judgments about your character.” As a result, persuading the adoption of one’s idea takes forethought into how to leverage the most effective stereotype for the circumstance in order to get the desired outcome. The “pitcher’s” art of communication can make or break any given proposal. In an intriguing article highlighting the dangers of intra-organizational silence, authors Perlow and Williams espouse the need for business cultures to be marked by a high valuation of open dialogue. As the article unfolds, we read about the high cost of silence in organizations and that “behind failed products, broken processes, and mistaken decisions are people who chose to hold their tongues rather than to speak up.” In The Power of Talk author Deborah Tannen holds that “any way of speaking could be perfect for communicating with one person in one situation and disastrous with someone else in another.” As a result, Tannen outlines various circumstances and what methods of communication might prove most effective in each. Morgan’s How to Become an Authentic Speaker and Denning’s Telling Tales share some common ground in that they both highlight the value of appealing to people’s hearts through communication that echoes sentiments of a more personal nature. Morgan, a multi-decade communications coach, encourages readers to “Focus not on what you want to say but on why you’re giving the speech and how you feel about that.” Similarly, Denning warns communicators about the dangers of a boring message. “Analysis might excite the mind, but it hardly offers a route to the heart-and that's where we must go to motivate people. Rounding out the collection are Weeks’ article on Taking the Stress Out of Stressful Conversations and Hamm’s The Five Messages Leaders Must Manage. In the former, Weeks points to—among many other things—the danger found in the gap between communication and intent. Oftentimes the message gets lost, on either end, when intentions fail to match up with expectations. As a result, good communicators find the right tools to address conversations with heightened tension. Finally, The Five Messages Leaders Must Manage as outlined by John Hamm are 1) organizational structure and hierarchy, 2) financial results, 3) the leader’s sense of his or her job, 4) time management, and 5) corporate culture. Hamm’s premise centers around the idea that “By recognizing the impact of clear and direct communication and seeking feedback from their teams, leaders leverage, rather than abuse, their positional power.” All in all, HBR's 10 Must Reads on Communication is a compelling read with enough substance to engage any communicator with tools to more effectively lead and manage the delivery of key messaging to their audience. Each article, on its own, delivers substantive commentary on the art of communication. However, the real value in this collection is not only finding what works in your particular circumstance but also curating elements from within each of the articles to craft a composite that’s tailored for maximum results in your leadership context.

Came on time with the quality described. Very satisfied