...In a world where people who are really successful are thought of as unique, ambitious, and hardworking, Malcolm Gladwell is able to argue that success comes from innate talent which is harvested through a period of practice. 10,000 hours of practice. Throughout the excerpt, Malcolm Gladwell uses various appeals to rhetoric to persuade the audience that 10,000 hours of practice is what it takes to become a professional, and be successful. A large part of Gladwell’s argument contains ethos. For example, he appeals to ethos when he cites qualified resources such as “the neurologist Daniel Levitin.” In this section ethos helps to make the information given seem more reliable and resourceful. Stating that “... researchers have settled on what they...
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...In his speech, Malcolm Gladwell utilizes a various array of rhetorical elements to strengthen his case that sometimes we don’t need absolute proof to act. To begin with, Gladwell uses logical reasoning to make his audience believe his claims. For example, he makes the logical connection between football and CTE by describing that the brain is like a soft tissue inside a hard skull, and when a sudden blow to skull is taken, that soft tissue crashes against the skull, thus, damaging the brain (Gladwell). When a player is hit in the head during football, their brain smashes against their skull resulting in injury to the tissue causing CTE. His claim is logically sound and helps his credibility. Also, Gladwell states the function of a university is to aid its students in having a “healthy and...
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...After effort and timing, the final objective that Gladwell shows which needs to happen, is that you need to take opportunities. That means that you must be lucky and have to opportunities arise. He uses big, well-known names in order to show that ordinary people were given opportunities and conquered them. One example that he uses is The Beatles. He explains how they were given the opportunity to play in Hamburg at some club, and they took it. They soon went from playing one hour a night to eight hours a night. This improves their skills over time. They soon were playing all the time and became famous. The mention of the name grabs the attention of the reader because they can relate to the story in a way. This caters towards the population...
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...Author, Malcom Gladwell, in his book, Outliers, examines what it takes for a person to become successful. His purpose is to inform his readers on how success is achieved through opportunity, practice, and other people. He adopts a determined tone in order to achieve this. Throughout this book, Gladwell successfully achieves his purpose by utilizing informative expositions to set up each claim, repetition for persuasion and emphasis, and logos to reinforce it with evidence and appeal to reason. When introducing a claim, Gladwell begins with the use of exposition to provide background information to his readers. The book begins with the “Roseto Mystery” (Gladwell 3) in which the author tells a story about a group of Italians immigrating to America. The immigrants...
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...The Presentation Secrets of Steve Jobs How to Be Insanely Great in Front of Any Audience Carmine Gallo Columnist, Businessweek.com New York Chicago San Francisco Lisbon London Madrid Mexico City Milan New Delhi San Juan Seoul Singapore Sydney Toronto Copyright © 2010 by Carmine Gallo. All rights reserved. Except as permitted under the United States Copyright Act of 1976, no part of this publication may be reproduced or distributed in any form or by any means, or stored in a database or retrieval system, without the prior written permission of the publisher. ISBN: 978-0-07-163675-9 MHID: 0-07-163675-7 The material in this eBook also appears in the print version of this title: ISBN: 978-0-07-163608-7, MHID: 0-07-163608-0. All trademarks are trademarks of their respective owners. Rather than put a trademark symbol after every occurrence of a trademarked name, we use names in an editorial fashion only, and to the benefit of the trademark owner, with no intention of infringement of the trademark. Where such designations appear in this book, they have been printed with initial caps. McGraw-Hill eBooks are available at special quantity discounts to use as premiums and sales promotions, or for use in corporate training programs. To contact a representative please e-mail us at bulksales@mcgraw-hill.com. TERMS OF USE This is a copyrighted work and The McGraw-Hill Companies, Inc. (“McGraw-Hill”) and its licensors reserve all rights in and to the work. Use of this work...
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...John Wiley & Sons, Inc. More Praise for The Secret Language of Leadership “Out of the morass of strategies leaders are given to transform organizations, Denning plucks a powerful one—storytelling— and shows how and why it works.” —Dorothy Leonard, William J. Abernathy Professor of Business, Emerita, Harvard Business School, and author, Deep Smarts: How to Cultivate and Transfer Enduring Business Wisdom “The Secret Language of Leadership shows why narrative intelligence is central to transformational leadership and how to harness its power.” —Carol Pearson, director, James MacGregor Burns Academy of Leadership, University of Maryland, and coauthor, The Hero and the Outlaw “The Secret Language of Leadership is not only the best analysis I have seen of how and why leaders succeed or fail, it’s highly readable, as well as downright practical. It should be mandatory reading for anyone interested in engaging a company with big ideas who understands that leaders live and die by the quality of what they say.” —Richard Stone, story analytics master, i.d.e.a.s “A primary role of leaders is to create and maintain meaning for their organizations. Denning clearly demonstrates that meaningmaking comes from stories well told.” —Thomas Davenport, President’s Distinguished Professor of I.T. and Management, Babson College, and author, The Attention Economy “Steve Denning is one of the leading thinkers on the power of narrative in business settings. His latest book is a smart,...
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...Economist readings 1. It pays to give Allowing consumers to set their own prices can be good for business; even better if the firms give some of it to charity http://www.economist.com/whichmba/it-pays-to-give?fsrc=nlw|mgt|01-12-2011|management_thinking [pic]IN OCTOBER 2007 Radiohead, a British rock group, released its first album in four years, “In Rainbows”, as a direct digital download. The move drew a fair bit of attention (including from this newspaper) not only because it represented a technological thumb in the eye to the traditional music industry, but also because the band allowed listeners to pay whatever they wished for it. Some 60% of those who seized the opportunity paid nothing at all, but the band seemed pleased with the result; one estimate had it earning nearly $3m from the experiment. One group outside the music industry taking an interest was a trio of professors then at the Rady School of Management at the University of California, San Diego: Ayelet Gneezy, Uri Gneezy and Leif Nelson (who is now at the Haas School of Business at the University of California, Berkeley). Inspired, they designed a series of experiments to gauge whether pay-what-you-want pricing would work for other businesses. Their most recent experiment, co-authored with Amber Brown of Disney Research and published in Science, also stirred in a new element: would it make any difference if firms donated some of the pay-what-you-want fee to charity? The authors set up their pricing experiment...
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...THE B L A C K SWAN The HIGHLY I mpact IM of the PROBABLE Nassim Nicholas Taleb U.S.A. $26.95 Canada $34.95 is a highly improbable event with three principal characteristics: It is unpre dictable; it carries a massive impact; and, after the fact, we concoct an explanation that makes it appear less random, and more predictable, than it was. The astonishing success of Google was a black swan; so was 9 / 1 1 . For Nassim Nicholas Taleb, black swans underlie almost everything about our world, from the rise of religions to events in our own personal lives. A BLACK SWAN Why do we not acknowledge the phenomenon of black swans until after they occur? Part of the answer, according to Taleb, is that humans are hardwired to learn specifics when they should be focused on generalities. We concentrate on things we already know and time and time again fail to take into consideration what we don't know. We are, therefore, unable to truly estimate oppor tunities, too vulnerable to the impulse to simplify, narrate, and categorize, and not open enough to rewarding those who can imagine the "impossible." For years, Taleb has studied how we fool our selves into thinking we know more than we actually do. We restrict our thinking to the irrelevant and inconsequential, while large events continue to surprise us and shape our world. Now, in this reve latory book, Taleb explains everything we know about what we don't know. He offers...
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...FROM THE AUTHOR OF THE BESTSELLING BIOGRAPHIES OF BENJAMIN FRANKLIN AND ALBERT EINSTEIN, THIS IS THE EXCLUSIVE BIOGRAPHY OF STEVE JOBS. Based on more than forty interviews with Jobs conducted over two years—as well as interviews with more than a hundred family members, friends, adversaries, competitors, and colleagues—Walter Isaacson has written a riveting story of the roller-coaster life and searingly intense personality of a creative entrepreneur whose passion for perfection and ferocious drive revolutionized six industries: personal computers, animated movies, music, phones, tablet computing, and digital publishing. At a time when America is seeking ways to sustain its innovative edge, Jobs stands as the ultimate icon of inventiveness and applied imagination. He knew that the best way to create value in the twenty-first century was to connect creativity with technology. He built a company where leaps of the imagination were combined with remarkable feats of engineering. Although Jobs cooperated with this book, he asked for no control over what was written nor even the right to read it before it was published. He put nothing offlimits. He encouraged the people he knew to speak honestly. And Jobs speaks candidly, sometimes brutally so, about the people he worked with and competed against. His friends, foes, and colleagues provide an unvarnished view of the passions, perfectionism, obsessions, artistry, devilry, and compulsion for control that shaped his approach to business and...
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