Publishers Weekly
01/13/2020
In this practical, convincing introduction to the art of persuasion, Berger (Contagious), marketing professor at the Wharton School at the University of Pennsylvania, argues that people try to change minds in the wrong way. To influence others, he suggests becoming a “catalyst,” one who persuades not by pushing an agenda and marshaling arguments but by identifying and removing the barriers to change. In each chapter, Berger discusses a major roadblock to change (such as uncertainty or attachment to the status quo) and provides examples and case studies of overcoming that roadblock. He chooses broad examples, such as public health campaigns and interpersonal interactions, with particularly illuminating sections on eliminating teen smoking and cultivating mentorship habits within sales teams. In an insightful chapter, Berger explains how formal interventions can provide addicts with persuasive evidence of their need to change. Then he digs deeper, explaining how interventions create a high concentration of evidence, which becomes increasingly convincing for most people. Some of the discussions are strictly business concerns, such as how to encourage purchases by giving consumers free product trials. This broadly appealing guide will convince general readers, but will be of particular interest to sales and marketing professionals. (Mar.)
From the Publisher
We’ve all been frustrated trying to change someone’s mind. In this captivating book, Jonah Berger removes that frustration by showing us how to remove the barriers to change. The Catalyst will teach you how to change anything."
—Charles Duhigg, bestselling author of The Power of Habit and Smarter Faster Better
“We all know it’s hard to change people’s minds. But now we know why: We’ve been doing it wrong. We’re spending too much time pushing people — and not nearly enough time removing the roadblocks to their taking action. In this cogent and compelling book, Jonah Berger outlines a smarter, more effective approach. Full of gripping anecdotes, smart science, and savvy advice, The Catalyst is an essential read for anyone in the business of change. Added bonus: It’s the rare business book that reads like a page-turner.”
—Daniel H. Pink, author of When and To Sell is Human
"The Catalyst is a fascinating read and a powerful toolkit to help us change minds, organizations, and hopefully even the world."
—Arianna Huffington, Founder & CEO, Thrive Global
“Berger draws on research and case studies and offers intriguing anecdotes...A well-written guide that can be useful in both business and personal life.”
—Kirkus Reviews
"[A] practical, convincing introduction to the art of persuasion....This broadly appealing guide will convince general readers, but will be of particular interest to sales and marketing professionals."
—Publishers Weekly
“Berger has an optimistic outlook, gently suggesting that great change agents aren’t more persuasive, but they're really catalysts.”
—Fortune Magazine
"If you want to create loyal trusting relationships with customers and the people in your life, you’ll read The Catalyst.”
—Small Business Trends
"In the new book The Catalyst, Wharton professor Jonah Berger cites studies showing that orders and warnings often backfire. In some cases, telling people not to do something made them want to do it even more. The secret is asking people to look out—not for themselves—but for the group. We are hardwired for social connectedness. We have an strong internal desire to protect 'the tribe' at all costs."
—Inc.com
"Berger’s approach sets his book apart from the others....Berger thoroughly explains HOW to catalyze principled persuasion. Therein is perhaps the greatest value of his rigorous and eloquent narrative."
—Blogging on Business
"An insightful book by one of my favorite authors....I love how this book presents influence as a way to remove barriers with clear and elegantly-written examples."
—FORBES.COM
AudioFile Magazine
"Narrator Keith Nobbs's low-key enthusiasm is the perfect embodiment of this audiobook's enlightening advice on influencing people. Nobbs lets the writing speak for itself, a style that allows listeners to decide how much they want to engage with the ideas of the author, a behavioral science professor. Narrator Fred Irby is similarly effective delivering shorter segments scattered throughout the production. The author says the key to influencing others is to respect their desire to decide for themselves what they think and do rather than feel influenced by others. Using a myriad of lucid examples in the realms of politics, business, and world affairs, he explains how to access motivations in people that are already present by removing common barriers to change."
Library Journal - Audio
07/01/2020
This work offers insight into changing attitudes of students, customers, voters, and even small children. Rather than persuading the opposition to consider another point of view, Berger suggests removing the barriers and roadblocks that exist between two points of view. The people on the other side of an issue may convince themselves to join the other side when they feel free to choose rather than pressured to change. Hostage negotiators, political canvassers, and product developers can use the techniques promoted in this book to get others to buy into their point of view. Parents of small children can attest to how well offering choices instead of laying down the law can work. Berger describes five barriers to change, and provides concrete examples of how each barrier can be overcome. The examples include getting students to invest more time and effort into studying, convincing voters to overturn a previously adopted initiative, and getting consumers to endorse a product they never thought they needed. Berger compares his techniques to a chemical catalyst; a facilitating stimulus. Narrator Keith Nobbs presents the book with professional enthusiasm. VERDICT This book will appeal to a variety of audiences, including teachers, professors, business professionals, and politicians. The techniques outlined within may not be successful in changing the mind of everyone, but what is?—Ann Weber, Bellarmine Coll. Prep., San Jose, CA
Library Journal
03/06/2020
Berger (Wharton Sch., Univ. of Pennsylvania) follows up his previous works, Invisible Influence and Contagious, with an overview of successful negotiation—it's not so much that one needs to become an expert but, as the author explains, utility comes into play more often than not. Berger speaks to the need for real conversation when conducting negotiations, but also summarizes the business practice using the acronym REDUCE (Reactance, Endurance, Distance, Uncertainty, and Corroborating Evidence), detailing these concepts in chapters devoted to each topic. In contrast to a winner-take-all strategy, as in Robert Ringer's Winning Through Intimidation, Berger takes more of a positive-sum approach. To this end, he provides a number of examples, including managers looking to enact organizational change and hostile negotiators in the line of duty. VERDICT While beneficial for all readers, this helpful guide would make a perfect gift for college students entering the job market.—Steven Silkunas, Fernandina Beach, FL
SEPTEMBER 2020 - AudioFile
Narrator Keith Nobbs’s low-key enthusiasm is the perfect embodiment of this audiobook’s enlightening advice on influencing people. Nobbs lets the writing speak for itself, a style that allows listeners to decide how much they want to engage with the ideas of the author, a behavioral science professor. Narrator Fred Irby is similarly effective delivering shorter segments scattered throughout the production. The author says the key to influencing others is to respect their desire to decide for themselves what they think and do rather than feel influenced by others. Using a myriad of lucid examples in the realms of politics, business, and world affairs, he explains how to access motivations in people that are already present by removing common barriers to change. T.W. © AudioFile 2020, Portland, Maine
Kirkus Reviews
2019-12-22
The way to change someone's mind—about anything—is not to be more persuasive; instead, find out what is preventing change.
Time and again, Berger (Marketing/Wharton, Univ. of Pennsylvania; Invisible Influence: The Hidden Forces That Shape Behavior, 2016, etc.) has discovered in his research that "pushing harder" does not sell a car, change someone's vote, or get a child to eat spinach. It is not more information, facts, or reasons that are needed. You change minds, he writes, by "removing roadblocks and lowering the barriers that keep people from taking action." Indeed, "the more we hear about what is preventing someone from changing, the easier it is to help." In each chapter, the author focuses on the key forces that encourage inertia: the tendency to push back when someone is trying to convince you, attachment to the status quo, reluctance to make big changes, uncertainty, and the need for more corroboration. Berger draws on research and case studies and offers intriguing anecdotes. He shows how a Florida anti-smoking effort built trust with teenagers, asking them what they wanted and encouraging their own decision-making rather than telling them what to do; and how a rabbi befriended a harassing Ku Klux Klan member and convinced him to abandon his extremist views. The author describes how people shed their "status quo bias" when they realize the cost of doing nothing and why identifying and exploiting a "movable middle" can win over swing voters. Uncertainty can be overcome by making new things easier to try by offering free samples. A reluctant boss's mind can be changed by enabling her to personally experience a novel approach to customer service. Detailed case studies include the story of how Americans abandoned their considerable reluctance to eat less desirable cuts of meat during World War II (with better cuts going to the military) when given recipes for using liver in meatloaf.
A well-written guide that can be useful in both business and personal life.
