...Unleashing the Ideavirus 1 www.ideavirus.com Unleashing the Ideavirus By Seth Godin Foreword by Malcolm Gladwell ©2000 by Do You Zoom, Inc. You have permission to post this, email this, print this and pass it along for free to anyone you like, as long as you make no changes or edits to its contents or digital format. In fact, I’d love it if you’d make lots and lots of copies. The right to bind this and sell it as a book, however, is strictly reserved. While we’re at it, I’d like to keep the movie rights too. Unless you can get Paul Newman to play me. Ideavirus™ is a trademark of Do You Zoom, Inc. So is ideavirus.com™. Designed by Red Maxwell You can find this entire manifesto, along with slides and notes and other good stuff, at www.ideavirus.com. This version of the manifesto is current until August 17, 2000. After that date, please go to www.ideavirus.com and get an updated version. You can buy this in book form on September 1, 2000. This book is dedicated to Alan Webber and Jerry Colonna. Of course. Unleashing the Ideavirus 2 www.ideavirus.com STEAL THIS IDEA! Here’s what you can do to spread the word about Unleashing the Ideavirus: 1. Send this file to a friend (it’s sort of big, so ask first). 2. Send them a link to www.ideavirus.com so they can download it themselves. 3. Visit www.fastcompany.com/ideavirus to read the Fast Company article. 4. Buy a copy of the hardcover book at www.amazon.com/exec/obidos/ASIN/0970309902/permissionmarket. 5...
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... * This paper was prepared by me specifically for this course. * I have also cited any sources from which I used data, ideas, or words, either quoted directly or paraphrased. * I have added quotes whenever I used three or more consecutive words from another writer. * I further understand that Academic Dishonesty includes, but is not limited to: cheating, plagiarism, fabrication and/or resubmission of work that was developed in total or partial as a response to the assignment of another professor in all or part. Student ID Number: | | Student Signature: | | Running head: THE SEVEN LEVELS OF CHANGE The Seven Levels of Change 12/3/2010 ORL 5063 Leading Organizational Change Palm Beach Atlantic University Reference Smith, R. (1997). The 7 Levels of Change. Arlington, Texas: The Summit Publishing Group. Smith has spent his career thinking about how people think. The frame of this model is divided in 7 levels from easy to impossible. LEVEL 1 Effectiveness—Doing the right things Level 1 changes are about starting a new habit. Change is about doing the right things and being effective. The right things are pretty much the right things everywhere, but still these are incremental changes that you have to go through. TOOLS: 1. WRITE IT DOWN. Writing down the ideas is doing the right thing. Ideas are everywhere, in magazines, books, newspaper. Wenger on his book said that...
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...Souder Basic Composition OA 22 September 2015 Rough Draft How the differences between strong ties and weak ties influence how a meme is transferred? Every day different people and groups are transferring memes onto others and so forth. As a matter of fact, these memes are transferred in the world through many different ways and through different relationships such as strong-tie and weak-tie relationships. Even though memes are passed on and on again through these ties, it is done through a different process in these ties between people. This is shown by connecting Malcolm Gladwell’s, author of Small Change: Why the Revolution Will Not Be Tweeted, reading and Susan Blackmore’s, author of Strange Creatures, reading. Weak-ties influences how a meme is transferred by sending information to a more collective group rather than individually. “Our acquaintances-not our friends- are our greatest source of new ideas and information” (Gladwell 137). The word “acquaintances” in this quotation implies that it is better for someone to ask an acquaintance for help or information in order to get what they want. This quotation is an example of how information is easily passed on through people who barely know each other. A weak tie relationship such as acquaintances shows how memes are transferred. If looked even closer, if many people, online, give out information others would join in on the process and thus the cycle of ideas being passed onto others. Susan Blackmore the author of Strange...
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...did not know how to read and write, which comes to about 14 percent of adults. Twenty-one percent of adults in the United States can only read at a fifth grade level. 774 million adults in the world cannot read or write. Many adults do not know how to read and write because they did not complete high school for any number of reasons. These reasons could include being forced to stay home and work or go out and get a job to support a family; the schools may not educate past the fifth or eighth grade level; bad home life; sickness; or a family crisis. Technology and social media have aided in decreasing the rates of literacy and increasing the amount of anti-intellectualism in the United States. Social media and technology have also helped some people to learn to read and write in some cases. According to Cynthia L. Selfe in Technology and literacy in the twenty-first century: the importance of paying attention, “the access and use of technology in school-based settings is now a fundamental skill of literacy, and if such skills do help prepare graduates for the jobs they will be asked to do, these same students can expect fewer opportunities to assume high-tech and high-paying jobs, not more.”(136) However, social media and technology have increased the amount of anti-intellectualism in the places where it is used. Anti-intellectualism is the opposition to intellectuals. It opposes the artistic, academic, religious, and social ideas, and does not live for ideas. Anti-intellectuals...
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...interoffice memo to: Joe smith FROM: DAVID JONES, B TEAM MANAGER SUBJECT: COMMUNICATING WITH YOUR NEW TEAM DATE: 5/27/2012 JOE: WELCOME TO THE TEAM! SINCE ONE OF YOUR RESPONSIBILITIES IS TO INTRODUCE NEW EMPLOYEES TO THE REST OF THE TEAM, I THOUGHT I WOULD PUT TOGETHER A BIT OF INFORMATION FOR YOU. I HOPE YOU FIND IT USEFUL. REMEMBER, YOUR OBJECTIVE IS NOT ONLY TO GET NEW EMPLOYEES ACCLIMATED WITH THE COMPANY, BUT MORE IMPORTANTLY TO THEIR TEAMMATES AND THEIR WORK ENVIRONMENT. YOUR BACKGROUND, ALTHOUGH LIMITED WITH COMMUNICATION, WILL HELP TREMENDOUSLY, ESPECIALLY AS YOU BEGIN TO HONE YOUR COMMUNICATION SKILLS. WHEN I FIRST STARTED THIS JOB, I TOO HAD LIMITED BACKGROUND IN GROUP COMMUNICATION. AS I BECAME MORE FAMILIAR WITH THE JOB AND THE STAFF, MY COMMUNICATION SKILLS GREW RAPIDLY, AND YOURS WILL TOO. The transition to a new manager may cause some issues with the team. As you are probably aware, some people do not handle change well. Any issues will need to be addressed as soon as possible. For instance, certain employees may be uncomfortable with a new manager; therefore, it will be necessary for you to properly introduce yourself to the team. Team members may be apprehensive to discuss issues with you at first and that is why a respectable level of communication must be opened from the very beginning. You probably will have your own set of expectations for the team. It is very important that you discuss any changes to rules and expectations...
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...of ideas. The teacher may begin by posing a question or a problem, or by introducing a topic. Students then express possible answers, relevant words and ideas. Contributions are accepted without criticism or judgement. Initially, some students may be reluctant to speak out in a group setting but brainstorming is an open sharing activity which encourages all children to participate. By expressing ideas and listening to what others say, students adjust their previous knowledge or understanding, accommodate new information and increase their levels of awareness. Teachers should emphasize active listening during these sessions. Students should be encouraged to listen carefully and politely to what their classmates contribute, to tell the speakers or the teacher when they cannot hear others clearly and to think of different suggestions or responses to share. What is its purpose? * to focus students' attention on a particular topic * to generate a quantity of ideas * to teach acceptance and respect for individual differences * to encourage learners to take risks in sharing their ideas and opinions * to demonstrate to students that their knowledge and their language abilities are valued and accepted * to introduce the practice of idea collection prior to beginning tasks such as writing or solving problems * to provide an opportunity for students to share ideas and expand their existing knowledge by building on each other's contributions How can...
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...LINKED IDEAS: CREATIVITY, INNOVATION AND QUALITY Creativity, innovation and quality - what do these three possibly have in common? For any business to be successful, we need all three. Creativity drives the generation of ideas, and we need these constantly. We must continually reinvent our businesses. We must unleash the imagination of everyone in our organization. We must create the playfulness and fun to unleash this imagination. Albert Einstein knew that great thinkers don't have to take themselves too seriously and that: "Imagination is more important than knowledge." -Albert Einstein Innovation is the necessary step to turn these ideas into useful products and services, something we can provide to our customers, and something we can sell. Quality, the entire set of tools now known as total quality management or TQM, is the way we ensure that we know our customers, their needs and expectations, and how we are going to meet these needs and exceed their expectations. Quality also helps us continuously improve our products and services and to continuously reduce our costs of providing them. In this paper we'll try to pull together these three elements of successful entrepreneurship. All three elements - creativity, innovation and quality - have been studied extensively and independently. There are numerous books (or even libraries) about all three. At the end of the handout, we list some of the ones that we have found most useful. What we hope to do here...
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...Complimentary Sample Summary Made To Stick Why Some Ideas Survive and Others Die THE SUMMARY Some stories stick with us forever. Long after we hear them, we could easily re-tell them. A lot of Aesop’s fables are like that: The Boy Who Cried Wolf, The Goose that Laid the Golden Egg, etc. We are all familiar with the opposite experience—reading an article that we can’t remember five minutes after we have finished, or listening to a lecture that leaves our brain as quickly as it enters. They are the opposite of “sticky.” Why do some ideas succeed while others fail? How do we nurture our ideas so they’ll succeed in the world? Many of us struggle with how to communicate ideas effectively, how to get our ideas to make a difference. This book is about how to do just that. In researching successful, “sticky” stories, six principles emerged. Sticky ideas shared certain traits that made them more likely to succeed. This doesn’t mean that there is a formula that guarantees success, but it does mean it is possible to greatly improve our odds. The six principles are: About the Authors Chip Heath is a professor of organizational behavior in the Graduate School of Business at Stanford University. Dan Heath is a consultant to the Policy Programs at the Aspen Institute. A former researcher at Harvard Business School, he is a co-founder of Thinkwell, an innovative newmedia textbook company. Published by Leaders Book Summaries. 872 New Britton Rd, Carol Stream, IL 60188 No part of this document...
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...with strategies and make them form into a reality or final product. I. How leadership models support innovation in organizations What makes a successful innovative leader? So far in this course we have read of a few leadership models that support innovation in organizations. In "Classical Leadership," Doyle and Smith summarize key models of leadership: traits, behavioral, situational, transactional and transformational, authority, and charisma. While there are other models, this article introduces some of the most important models of leadership. Doyle and Smith (1999) suggests some traits that good qualities and traits innovative leaders have are physical vitality and stamina, intelligence, action oriented judgment, eagerness to accept responsibility, task competence, understanding of followers and their needs, skill in dealing with people, need for achievement, able to motivate people, trustworthiness, decisiveness, self-confidence and assertiveness. All of these are great traits to have, but it doesn’t mean that all innovative leaders possess all these traits, nor is it necessary to have all these traits to be a successful innovative leader. According to Doyle and Smith (1999), leaders tend to behave a certain way. Leaders have four main styles of leadership: a concern for task (where leaders are mostly concerned with the achievement of certain goals to be met), concern for people (leaders who care for their followers needs, interests, problems, development...
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...Carver should be a better leader. Effects to change the leader may often result in negative supervisor reactions, including resistance to change, role conflict, unwillingness to relinquish power, fear of appearing incompetent and fear of job termination. These responses may cause the leaders to engage in actions that thwart, rather than facilitate team effectiveness. Carver is an autocratic leader, since he is an appointed leader. HE should go for coaching; coaching is about building team work, not about doing the team’s work. Leadership is not the same as management, people want to be led. Leadership is the ability to influence people to achieve the goals of a team. Transformational leadership and Transactional leadership depend on the leader’s power to reinforce subordinate for their successful completion of the task. POWER is the capacity to influence people. Using power feels good, people are attracted to power, people who have power often have egocentrically biased view of themselves, believing themselves to be more fair, generous and trustworthy. Not every decision requires the input of their entire team. It is simply not practical to consult the team on every organizational issue, but where to draw the line is unclear. Legitimate power (based on person’s holding of a formal position, other person complies because of belief in legitimacy of power holder). Reward power, coercive power (ability to punish other person). Expert power (personal expertise in a certain area). Referent...
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...People Get New Ideas? Note from Arthur Obermayer, friend of the author: In 1959, I worked as a scientist at Allied Research Associates in Boston. The company was an MIT spinoff that originally focused on the effects of nuclear weapons on aircraft structures. The company received a contract with the acronym GLIPAR (Guide Line Identification Program for Antimissile Research) from the Advanced Research Projects Agency to elicit the most creative approaches possible for a ballistic missile defense system. The government recognized that no matter how much was spent on improving and expanding current technology, it would remain inadequate. They wanted us and a few other contractors to think “out of the box.” When I first became involved in the project, I suggested that Isaac Asimov, who was a good friend of mine, would be an appropriate person to participate. He expressed his willingness and came to a few meetings. He eventually decided not to continue, because he did not want to have access to any secret classified information; it would limit his freedom of expression. Before he left, however, he wrote this essay on creativity as his single formal input. This essay was never published or used beyond our small group. When I recently rediscovered it while cleaning out some old files, I recognized that its contents are as broadly relevant today as when he wrote it. It describes not only the creative process and the nature of creative people but also the kind of environment that...
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...what needs doing etc. They take very basic ideas, and they convert them into tasks. This is good because if there wasn’t someone like this, then the team would not have a high productivity because they wouldn’t know how to change ideas into actions. Sometimes they can be slower than others, this would be a problem in a fast paced activity. Shaper: This means that they have a lot of energy when doing a task. This is a good thing because it makes other people in the team want to move forward and to do well. This means that the task will be done quicker as more people will be getting involved with the task. They can sometimes be insensitive. This means that they show or feel no concern for other people’s feelings. This is a bad thing because people in the team could get offended by a comment and it could cause friction in the group. Completer/Finisher: This means that they always see things through to the end of the task. They make sure that everything is working well and making sure that everything’s right. This is a good thing because it means that if anything is going wrong, then they can identify it and make it right. A bad thing about this role, is that they can worry too much about the task and they may not trust other people in the team. This is bad because trust level will be low, and communication will not be high. Plant: This means that they take original and creative ideas, and they tackle difficult problems with these ideas. This is good because it means that if there...
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...friends, acquaintances, professors, strangers, and even animals. Without communication, it would be hard to get very far in life, let alone even get through a regular day. It is how we express our needs and concerns, how we understand what others are saying, and how we discuss things. When it comes to communicating with other people, everyone has their own strengths and weaknesses, things they can teach others, and things they would like to improve on. Communication is a way to listen to others thoughts and ideas, as well as express your own. Because of this, it comes in handy that my greatest strength in communication is that I am not afraid to be completely myself, and I encourage other people to be themselves also. I like who I am and I think that it is okay to be proud of your ideas and to want to share them with others. I am not ashamed of my own opinion, and I am also comfortable enough with myself and my views to be open-minded towards other people’s views. I like to hear other people’s points of view, as I feel that it can make you a more knowledgeable, cultured person, and to think that your point of view is the only correct one is ignorant. Along with being non-judgmental towards others, I feel that it is very important to always stay true to yourself and to present the truest version of yourself to others. This comes in handy during communication because people will feel more comfortable around you and able to trust you because they know you are an honest person and...
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...Style Preference in Work Situations EXTRAVERTS | INTROVERTS | Like variety and action | Like quiet for concentration | Are often good at greeting people | Have trouble remembering names and faces | Are sometimes impatient with long slow jobs | Can work on one project for a long time without interruption | Are interested in how others do their jobs | Are interested in the idea behind the job | Often enjoy talking on the phone | Dislike telephone interruptions | Often act quickly, sometimes without thinking | Think before they act, sometimes without acting | Like to have people around in the working environment | Work alone contentedly | May prefer to communicate by talking rather than writing | May prefer communications to be in writing | Like to learn a new task by talking it through with someone | May prefer to learn by reading rather than talking or experiencing | | | SENSING Types | INTUITIVE Types | Are aware of the uniqueness of each event | Are aware of new challenges and possibilities | Focus on what works now | Focus on how things could be improved | Like an established way of doing things | Dislike doing the same thing repeatedly | Enjoy applying what they have already learned | Enjoy learning new skills | Work steadily with a realistic idea of how long it will take | Work in bursts of energy powered by enthusiasm with slack periods in between | Usually reach a conclusion step by step | May leap to...
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...analysis of Outliers Why are some people successful, while others tend not to be? Is there some sort of pattern that can explain this phenomenon? These questions lead to a network of different answers in Malcolm Gladwell's book Outliers: The Story of Success. Gladwell tries to explain that success is determined by different factors, many of which is beyond a single person's control. He does this by giving real world examples of how these factors can truly make or break a person's chance of becoming successful. By examining and analyzing these certain situations, Gladwell is trying to show how the business world can be approached from a different ethical viewpoint. The ethics behind the stories of the people in the book can be further used to look at Ford as a whole and how Ford can be improved upon using these ideas. The idea of an outlier is that it is a person whose talents and achievements have gained them notoriety and most importantly, success in the field they are focused on. With that being said, Gladwell writes about the stories of different outliers, many of whom achieved certain status by a set of circumstances. One of these examples can be explained through the idea of the 10,000 hour rule. The popular rock band The Beatles can be used to describe this rule. Gladwell (2008) explains that "By the time they had their first burst of success in 1964, in fact they performed live an estimated twelve hundred times. Do you know how extraordinary that is" (p. 50)? In fact...
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