25 tweet di "Cambiare idee. L'arte e la scienza della persuasione" (Howard Gardner)

In Cambiare idee. L'arte e la scienza della persuasione (Howard Gardner, Feltrinelli, Milano 2005) lo psicologo di Harvard analizza il complesso processo del cambiamento delle idee, combinando elementi di psicologia, sociologia e teoria della comunicazione. Tocca temi come le leve e le resistenze al cambiamento, nonché il ruolo delle teorie e delle storie. Il libro mette in evidenza alcune implicazioni pratiche utili per chi, come un maestro, si dedica all’educazione o alla persuasione nel senso più nobile del termine. Le sottolineature del libro raccolte in questo post non costituiscono in alcun modo un riassunto dell’opera di Gardner, ma vogliono dare un'idea dello stile e dei temi affrontati.

1. Il fenomeno del cambiamento d’idea è tra i meno indagati e direi, anzi, tra i meno compresi della comune esperienza umana (13)
2. La mente è un meccanismo estremamente conservatore. Le teorie, i concetti, le storie, le abilità si formano precocemente, e spesso sono refrattarie al cambiamento (74)
3. Secondo le mie conclusioni, sono sette i fattori -o leve, come a volte li chiamerò- che possono entrare in gioco nei casi di cambiamento mentale [raziocinio, ricerca, risonanza, ridefinizione delle immagini mentali, risorse e ricompense, realtà esterna e resistenze] (24)
4. Ogni caso di cambiamento mentale ha le sue peculiarità, ma in genere il mutamento si verifica quando entrano in gioco le sette leve del cambiamento mentale (...) e le resistenze possono essere identificate e contrastate con successo (219)

30 tuits sobre cómo manejar las "conversaciones cruciales" (por Kerry Patterson)

1. Las conversaciones entre dos o más personas se hacen cruciales cuando hay opiniones contrarias, importantes factores en juego y emociones fuertes (19)
2. Casi todos los problemas crónicos en las relaciones, los equipos, las organizaciones e, incluso, los países radican en conversaciones cruciales evitadas o mal enfocadas (19)
3. Décadas de investigaciones nos han llevado a concluir que la salud de las relaciones, los equipos y las organizaciones se puede medir observando el desfase entre la identificación de los problemas y su resolución (20)
4. La única vía fiable para resolver los problemas es encontrar el camino más corto hacia la conversación eficaz (21)
5. Si no habla de los problemas que tiene con su jefe, su pareja o su vecino, ¿desparecerán por arte de magia? No, sino que se convertirán en el prisma a través del cual verá a la otra persona (22)

50 tweet di Cal Newport sul focus e il lavoro profondo

1. La capacità di lavorare intensamente e senza distrazioni è tanto importante che potremmo considerarla, per utilizzare l’espressione di Eric Barker, “il superpotere del ventunesimo secolo” (20)
2. Tre o quattro ore al giorno -cinque giorni alla settimana- di concentrazione ininterrotta e organizzata minuziosamente danno risultati di grande valore (23)
3. Ericsson: L’attenzione diffusa è quasi antitetica all’attenzione focalizzata richiesta dalla pratica intenzionale (42)
4. Lavoro di alta qualità prodotto = (tempo impiegato) x (intensità della concentrazione) (46)
5. Per produrre risultati di alto livello è necessario lavorare per ampi periodi di tempo pienamente concentrati su una singola attività (50) Più intensa è l’attenzione residuale, peggiore è la prestazione (48)

Escuchar para ser: 40 tuits de Franz Jalics

Selección de algunas frases del libro Escuchar para ser, de Franz Jalics. Los textos de las páginas 1 a 16 corresponden a la introducción de Pablo d’Ors.

Sobre las conversaciones y la escucha en general

1. Ayudar a alguien no es sacarle del agujero, sino mostrarle que él mismo puede salir de él, sea porque hay un camino que puede y debe descubrir, sea, más sencillamente porque no hay agujero en absoluto (11)
2. Querer a alguien es darle la posibilidad de autoestima (11)
3. La prisa es enemiga de la contemplación y de la verdadera comunicación. La comunicación vertiginosa no es verdadera comunicación, sino manipulación (12)
4. Las pausas entre palabras o frases prueban que esas palabras o frases dichas no son aprendidas, sino que están siendo buscadas en el hondón de quien habla, de que se están creando en ese instante (12)
5. No se habla con los otros simplemente para hacer o para que nos hagan bien, sino para descubrir lo que se es (13)

Tweets from “Leadership on the Line”, by Ronald Heifetz & Marty Linsky.

1. To lead is to live dangerously because when leadership counts, when you lead people through difficult change, you challenge what people hold dear—their daily habits, tools, loyalties, and ways of thinking—with nothing more to offer perhaps than a possibility (20)
2. Adaptability has been an essential ingredient for surviving and thriving for every species of life, from life’s beginning on earth (4)
3. Leadership requires not only pacing and sequencing the issues themselves to contain division, but also tending to the holding environment itself to strengthen the bonds of trust and shared interest that make the losses of compromise and innovation worth sustaining (15)
4. People often undermine themselves by taking pushback, criticism, and attack personally. Self-awareness and discipline are relevant to the task of generating for yourself the freedom to respond with a nondefensive defense when the attack is personal, and with an expanded set of options when it is not (16)
5. Many leadership books are all about inspiration, but downplay the perspiration. (…) By making the lives of people around you better, leadership provides meaning in life. It creates purpose (21)

36 tweets of Peter Drucker on the Nonprofits and the Management’s New Paradigms

(From the book: Peter F. Drucker, “The Essential Drucker”, Collins Business Essentials, 2009)

1. In two areas, strategy and the effectiveness of the board, nonprofit organizations are practicing what most American businesses only preach (39)
2. The nonprofits are, of course, still dedicated to “doing good.” But they also realize that good intentions are no substitute for organization and leadership, for accountability, performance, and results (40)
3. The successful nonprofits have learned to define clearly what changes outside the organization constitute “results” and to focus on them (42)
4. Effective use of the board requires a clear mission, careful placement and continual learning and teaching, management by objectives and self- control, high demands but corresponding responsibility, and accountability for performance and results (50)
5. The modern organization exists to provide a specific service to society. It therefore has to be in society. It has to be in a community, has to be a neighbor, has to do its work within a social setting. But also, it has to employ people to do its work. Its social impacts inevitably go beyond the specific contribution it exists to make (51)

35 tweets of Peter Drucker on Management, Purpose and Innovation

[From the book: Peter F. Drucker, The Essential Drucker, Collins Business Essentials, 2009]

1. The fundamental task of management remains the same: to make people capable of joint performance through common goals, common values, the right structure, and the training and development they need to perform and to respond to change (4)
2. The emergence of management has converted knowledge from social ornament and luxury into the true capital of any economy (5)
3. Not to innovate is the single largest reason for the decline of existing organizations. Not to know how to manage is the single largest reason for the failure of new ventures (8)
4. The evolution and history of management— its successes as well as its problems— teach that management is, above all else, based on a very few, essential principles (10)
5. Management is about human beings. Its task is to make people capable of joint performance, to make their strengths effective and their weaknesses irrelevant (10)

Le controversie, le polemiche, i dibattiti e le buone discussioni in 30 tweet di Adelino Cattani

1. Il discutere è l’unica impresa tipicamente ed esclusivamente umana. Impresa lenta, faticosa, estenuante, ma umana; e libera, quand’è libera (227)
2. Mettere a confronto senza remore pareri e opinioni in disaccordo è in effetti un ottimo modo per crearsene di propri (16)
3. [In un dibattito] non sempre vince la tesi migliore, ma quella meglio argomentata, non il discorso ‘giusto’, ma quello giustamente impostato, non l’opinione più ragionevole, ma quella più motivata (13)
4. Come esperienza e psicologi insegnano, un buon litigio coniugale è salutare per la coppia; così dirsele di santa ragione fa bene anche all’interno delle comunità dei pensanti (14)
5. Un ragionamento ‘buono’ può significare sia ‘valido’ (nozione logica) sia ‘persuasivo’ (nozione più psicologica) (…) L’ideale sarebbe che un ragionamento valido fosse anche persuasivo (17)

El oficio de dirigir: un clásico del management en 80 tuits (Juan Antonio Pérez López)

Selección de tuits tras la lectura de Fundamentos de la dirección de empresas (Juan Antonio Pérez López, Rialp, Madrid 2006).

1. Lo que ocurre en el mundo de las relaciones o interacciones no formalizadas es decisivo para la vida de la organización real (16)
2. Una organización está siempre definiendo propósitos (cosas que han de ser hechas), comunicando y motivando (20)
3. Si sólo se busca la satisfacción actual, puede fácilmente sacrificarse la satisfacción futura (29)
4. El liderazgo siempre implica un alto nivel de autosacrificio, cosa a la que no están dispuestas demasiadas personas (33)
5. Cualquier organización humana tiene unos valores, es decir, un modo de valorar (35)
6. El logro del propio aprendizaje es un poderoso motivo impulsor de las acciones humanas (55)

20 tweets about social entrepreneurs (by David Bornstein)

1. Social entrepreneurs are unwilling, or unable, to rest until they have spread their ideas society-wide.
2. An important social change frequently begins with a single entrepreneurial author: one obsessive individual who sees a problem and envisions a new solution.
3. Every change begins with a vision and a decision to take action (…) Then, social change takes a long, long time.
4. An entrepreneur is not happy solving a problem in one village or two schools.
5. Social entrepreneurs make dictators uncomfortable.
6. The corpus of knowledge in social entrepreneurship comes from first-hand engagement with the world—from asking lots of questions and listening and observing with a deep caring to understand.

100 tweets from “The Coddling of the American Mind" (by Jonathan Haidt and Greg Lukianoff)

1. This is a book about three Great Untruths that seem to have spread widely in recent years: The Untruth of Fragility: What doesn’t kill you makes you weaker. The Untruth of Emotional Reasoning: Always trust your feelings. The Untruth of Us Versus Them: Life is a battle between good people and evil people.
   
2. If students didn’t build skills and accept friendly invitations to spar in the practice ring, and if they avoided these opportunities because well-meaning people convinced them that they’d be harmed by such training, well, it would be a tragedy for all concerned.
3. Many university students are learning to think in distorted ways, and this increases their likelihood of becoming fragile, anxious, and easily hurt.
4. Students were beginning to react to words, books, and visiting speakers with fear and anger because they had been taught to exaggerate danger, use dichotomous (or binary) thinking, amplify their first emotional responses, and engage in a number of other cognitive distortions.
5. Well-intentioned overprotection—from peanut bans in elementary schools through speech codes on college campuses—may end up doing more harm than good.
6. Comfort and physical safety are boons to humanity, but they bring some costs, too.

40 tuits sobre la gestión del disenso (Luciano H. Elizalde)

Luciano H. Elizalde
Manejando el disenso, Buenos Aires 2017, 174 pp.

1. Disentir es establecer diferencias, disyunciones o distancias con los demás. Significa separación, no apoyo, no acuerdo, diferenciación (36)
2. El disenso puede ser público o privado, verbal o no verbal, agresivo o pacífico. Pero casi siempre es un dispositivo social que produce incomodidad (9)
3. El disenso puede no llegar a ser una crisis, pero molesta, presiona sutilmente, es algo que ‘duele’ psicológicamente (10)
4. Los equipos profesionales de majeo del disenso son los que logran ‘aprender a aprender’ (14)
5. La conversación es el dispositivo comunicacional de esta era tecnológica y cultural (16)
6. Para que el líder y el equipo actúen bien en una conversación tensa es necesario que antes que nada trabajen y desarrollen su lenguaje sectorial o su trasfondo (18)

Some tweets from "The Speed Of Trust" (by Stephen M.R. Covey & Rebecca R. Merrill)

1. The ability to create and sustain trust is the number one leadership competency of the new collaborative economy, and the single most critical skill for any leader today (110)
2. There are many reasons for disengagement, but one of the biggest reasons is that people simply don’t feel trusted (260)
3. Trust is a function of two things: character and competence. Character includes your integrity, your motive, your intent with people. Competence includes your capabilities, your skills, your results, your track record. And both are vital (29)
4. Rumi (13^th century Persian poet): “Yesterday I was clever, so I wanted to change the world. Today I am wise, so I am changing myself”
5. As my father so eloquently taught, “If you think the problem is out there, that very thought is the problem.” (31)
6. Societal trust is about creating value for others and for society at large (35)
7. When there is a high-trust brand, customers buy more, refer more, give the benefit of the doubt, and stay with you longer (35)

20 tweets on the acts of listening and thinking (by Jordan Peterson)

A selection of tweets from the book 12 Rules for Life: An Antidote toChaos, by Jordan B. Peterson (Allen Lane, 448 pages, 2018).

1. Assume that the person you are listening to might know something you don’t.
2. When you’re involved in a genuine conversation, you’re listening, and talking—but mostly listening. Listening is paying attention.
3. It’s amazing what people will tell you if you listen. Sometimes if you listen to people, they will even tell you what’s wrong with them. Sometimes they will even tell you how they plan to fix it.
4. True thinking is rare—just like true listening. Thinking is listening to yourself. It’s difficult. To think, you have to be at least two people at the same time.
5. True thinking is complex and demanding. It requires you to be an articulate speaker and careful, judicious listener, at the same time.
6. A listening person tests your talking (and your thinking) without having to say anything. A listening person is a representative of common humanity.

100 tweets from "Battles about Values in the Culture Wars" (by Margaret Somerville)

This is a selection of 100 tweets from the book Bird on an Ethics Wire. Battles about Values in the Culture Wars (Margaret Somerville, McGill-Queen's University Press, Québec, 2015, 358 pp.)

1. Experiencing amazement, wonder, and awe enriches our lives and can help us to find meaning, which is of the essence of being human, in a way that traditional philosophy alone cannot.
2. We need to prepare the metaphorical soil in which the values we want to flourish can take root and grow.
3. [We should] use reason as a “secondary verification process” to ensure that our decisions about values are wise and ethical. (I use “secondary” here in a chronological sense, not as indicating that reason is of secondary importance.)
4. Effective informing requires abandoning “mystery and mastery” – the use of concepts and language that average people cannot understand – which is an exercise of control and exclusion of those not among the “chosen few” initiated to “mystery”.
5. My response has been to ask them to judge me on the basis of the arguments I present and the ethical values I advance, rather than on the basis of what they think I may believe.

Some tweets on "Catholic Communities Online"

1. In the network society, connection is a key factor of citizen's participation and in leader's capacity of response.
2. The digital environment is transforming the way collaborative links are created, the ways communities are built and the way they communicate internally.
3. The notion of citizenship has to be reconsidered in order to take into account the emergence of hybrid, multiple and nomadic identities.
4. Technology is moving forward, from the simple sharing of items, to real dialogue.
5. Dialoguing for solving problems is the art of the highest level of culture.
6. Collaborative intelligence is connective intelligence + purpose.
7. The truth which we long to share doesn't derive its worth from its "popularity" or from the amount of attention it receives.

La disputa felice in 30 tweet (Bruno Mastroianni)

1. Grazie al web siamo tutti diventati "vicini": non c'è scritto da nessuna parte che questo ci rende automaticamente dei "buoni vicini", è qualcosa che dobbiamo conquistare giorno per giorno.
2. È ora di imparare a confrontare le nostre opinioni sempre, senza litigare, ma trovandovi gusto e soddisfazione.
3. Le decisioni migliori nascono dal disaccordo e dalle idee divergenti.
4. Senza il confronto, quando si sta sempre tra condiscendenti, si finisce per vivere di imitazione e di conformismo.
5. Sembra banale dirlo, ma al di là di ogni differenza il sorriso attrae, la severità respinge.
6. Sintonizzarsi con i sentimenti, e non solo con gli intelletti, è la via per farsi ascoltare.

160 Tweets on How to Deliver a Great Talk (by Chris Anderson)

Chris Anderson, The Official TED Guide to Public Speaking

Headline, London 2016. 

1. There is no one way to give a great talk. Any attempt to apply a single set formula is likely to backfire.
2. A key part of the appeal of a great talk is its freshness. We’re humans. We don’t like same old, same old.
3. If your talk feels too similar to a talk someone has already heard, it is bound to have less impact.
4. Your only real job in giving a talk is to have something valuable to say, and to say it authentically in your own way.
5. Public speaking is the key to unlocking empathy, stirring excitement, sharing knowledge and insights, and promoting a shared dream.

60 tweet sulla “missione digitale” (a cura di Giovanni Tridente e Bruno Mastroianni)

1. La comunicazione digitale non è un gioco, ma è “la” comunicazione (@DanieleChieffi)
2. Il posizionamento noi/voi sterilizza il dibattito (@brunomastro)
3. Nel paradigma digitale ogni membro dell’istituzione – volendo o no – diventa un portavoce (@MCarroggio)
4. Non si può conversare con una maschera, più si conosce l’interlocutore e più lo scambio funziona (@earriagada)
5. Prima di lanciarsi, occorre scrutare bene il campo di intervento e meditare sul possibile contributo che si può offrire (@gnntridente)
6. La presenza su una determinata piattaforma non è mai un obbligo ma è sempre il frutto di una scelta strategica (@VatiRaffo)
7. Se la Rete viene lasciata a chi radicalizza le posizioni (…), questa è condannata a essere un luogo sempre più radicale (@dbellasio)

50 tweets on Prejudice and Public Opinion (by John Henry Newman)

1. Prejudice is an impression, which reason indeed can act upon, and the will can subdue, but only by degrees and with trouble.
2. Prejudice sank into the mind by the repetition of untrue representations.
3. A lie is a lie just as much the tenth time it is told as the first; but it gains in rhetorical influence.
4. At length the lie will assume the shape of a respectable fact or opinion, which is held by a considerable number of well-informed persons.
5. Prejudice must be effaced by an opposite process, by a succession of thoughts and deeds antagonistic to it.
6. But prejudice is not at all innocent or excusable, just the reverse.