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" "Levers of Change and Tipping Points Classically, change takes place through compulsion, manipulation, persuasion, or through some combination thereof. In this book I have directed attention to deliberate and open attempts at mind change. I have also stressed the classic forms of persuasion: talk, teaching, therapy, and the creation and dissemination of new ideas and products. We must recognize, however, that in the future, these low-tech agents may well be supplanted by new forms of intervention: some will be biological, involving transformation of genes or brain tissue; some will be computational, entailing the use of new software and new hardware; and some will represent increasingly intricate amalgams of the biological and the computational realms. Perhaps the greatest challenge is to determine when the desired content has in fact been conveyed and whether it has actually been consolidated. Alas, there are no formulas for this step: each case of mind changing is distinctive. It is helpful to bear in mind that most mind change is gradual, occurring over significant periods of time; that awareness of the mind change is often fleeting, and the mind change may occur prior to consciousness thereof; that individuals have a pronounced tendency to slip back to earlier ways of thinking; but that when a mind change has become truly consolidated, it is likely to become as entrenched as its predecessor. Every example of mind changing has its unique facets. But in general, such a shift of mind is likely to coalesce when we employ the seven levers of mind change: specifically, when reason (often buttressed with research ), reinforcement through multiple forms of representation, real world events, resonance, and resources all push in one direction — and resistances can be identified and successfully countered. Conversely, mind changing is unlikely to occur — or to consolidate — when resistances are strong and most of the other points of leverage are not in place.
Howard Earl Gardner (born July 11, 1943) is an American developmental psychologist and the John H. and Elisabeth A. Hobbs Professor of Cognition and Education at the Harvard Graduate School of Education at Harvard University.
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Some leaders seek power for its own sake; some leaders seek power in order to increase their own resources or those of family, friends, and close associates. Those are not the leaders whom I admire, nor are they the leaders that young people should emulate. As I make clear in the pages that follow, the key to effective leadership is amoral: The skills that I describe can be used for the ends of a Nelson Mandela, or for the ends of Osama bin Laden. But once we turn from description to prescription, it is clear that, as individuals and as members of broader communities, we should do all that we can to increase the incidence of good leaders — individuals who are engaged, excellent, and dedicated to the pursuit of ethical ends.
Consistency: How concerned is this person with consistency? Does this person care about whether stated beliefs, attitudes, and actions are consistent with one another? If so, how can one help this person deal with any inconsistencies? Stance on conflict: How much is this person bothered by the give-and-take of argument? Does this person like to match wits, or is it preferable to avoid sharp exchanges? If one has gone too far, how does one restore calm or equilibrium?
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For the most part, performances of young children fall under the rubric of rote, ritualized, or conventional patterns of behavior, but children sometimes go beyond the models that they have seen, and their performances may embody genuine understandings. In such cases children are able to utilize symbol systems to create performances that reveal sensitivity to a variety of perspectives or express their own feelings or beliefs about a state of affairs. As psychiatrist Robert Coles has shown, children caught in political or social crises are especially prone to exhibit their understandings through works of literary or graphic art, and these works may reflect both a rounded sense of a controversial issue and the creator's personal response to it.