Changing minds : the art and science of changing our own and other people's minds / Howard Gardner.
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TextPublication details: Boston, Mass. : Harvard Business School Press, �2006.Description: xv, 244 pages ; 21 cmISBN: - 1422103293
- 9781422103296
- 153.85 22
- BF637.C4 G37 2006
- BF 637.P4
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| BF611.M455 2020 Essentialism : | BF619.5 .H93 2018 Your best year ever : | BF637.C4 A33 2009 Change your questions, change your life : | BF637.C4G37 2006 Changing minds : | BF637.C4H43 2010 C.1 Switch how to change things when change is hard | BF637.C4H43 2010 C.2 Switch how to change things when change is hard | BF637.C4 J64 1998 C.1 Who moved my cheese? : |
Includes bibliographical references and index.
The contents of the mind -- The forms of the mind -- The power of early theories -- Leading a diverse population -- Leading an institution : how to deal with a uniform population -- Changing minds indirectly--through scientific discoveries, scholarly breakthroughs, and artistic creations -- Mind changing in a formal setting -- Mind changing up close -- Changing one's own mind -- Epilogue : the future of mind changing.
Gardner defines leadership as the ability to change minds, using examples of various leaders (e.g., Margaret Thatcher, Mohandas Gandhi, James O. Freedman, President Bush, Tony Blair, and South Africa's Nelson Mandela.) as models for future action. He argues that we must use different intelligences to change minds in different settings and expands upon this idea by citing seven relevant factors-reason, research, resonance, representational redescriptions, resources and rewards, real-world events, and resistances.
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