| Physical description |
xi, 244 pages ; 24 cm |
| Bibliography |
Includes bibliographical references and index. |
| Contents |
1. The contents of the mind -- 2. The forms of the mind -- 3. The power of early theories -- 4. Leading a diverse population -- 5. Leading an institution : how to deal with a uniform population -- 6. Changing minds indirectly - through scientific discoveries, scholarly breakthroughs, and artistic creations -- 7. Mind changing in a formal setting -- 8. Mind changing up close -- 9. Changing one's own mind -- 10. Epilogue : the future of mind changing. |
| Summary |
"In this book, Harvard psychologist Howard Gardner offers insights on this puzzle - insights that could change the way we interact with others at work, at home, and in every aspect of our lives. Gardner suggests that traditional thinking about mind change as a sudden "epiphany" is entirely wrong. Instead, Gardner shows, we change our minds gradually, in identifiable ways that can be actively and powerfully influenced.". |
|
"Drawing on decades of cognitive research, Gardner identifies seven levers that aid or thwart the process of mind change, including reason, research, real-world events, and resistances. Changing Minds provides an original framework - illustrated with famous and ordinary examples of "change agents" in politics, business, science, the arts, and everyday life - that shows how individuals can align these levers to bring about significant changes in perspective and behavior. From Margaret Thatcher's reorientation of Great Britain to Sir John Browne's transformation of BP to Charles Darwin's evolutionary revolution to interactions between spouses or friends to decisions to change one's own mind, Gardner uncovers surprising similarities and instructive differences among the factors that affect mind change in a variety of settings."--BOOK JACKET. |
| Subject |
Change (Psychology)
|
|
Persuasion (Psychology)
|
|
Influence (Psychology)
|
| ISBN |
1578517095 |
|
1422103293 (paperback) |
|
