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Sticky Ideas Workshop (Part 2): Unexpected

Sticky Ideas Workshop (Part 2): Unexpected
Made to Stick: Why Some Ideas Survive and Others Die

He was dead the whole time! Darth Vader is Luke’s father! She’s his sister and his daughter!

The endings of movies like Sixth Sense, The Empire Strikes Back, and Chinatown — and the stories that lead up to them – stick with us for years and even decades because they trigger a deep psychological reflex: surprise. They come at us out of nowhere (seemingly – repeat viewings tend to reveal dozens of clues) and literally force us to sit up and take notice.

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Psychologists see surprise as something akin to the “fight or flight” reflex. The typical expression associated with surprise – rigid body and widened eyes – signals the mind’s desire for more information. We stop still and take it all in.

Breaking Patterns

In order to be truly unexpected, an idea has to break the preconceived notions and routines that we live our lives by. Trivial changes go unnoticed or, when noted, quickly forgotten. In order to evoke surprise, an idea has to interrupt our established ways of acting or thinking – as the surprise endings of the movies listed above force us to reconsider the meaning of the whole movie. Sixth Sense is a movie about a psychologist’s relationship with a child, up until the very end, when it… isn’t.

Unexpected ideas, then, demand some action from their recipients; they ask us to change our view of the world, or at least some part of it. There is, of course, a danger here – ideas that should be surprising become expected when overused. 9/11 was truly unexpected – and the events of that day will stick with us for a long time. But now that we’ve been on heightened security alert for going on six years, does it surprise anyone to find that the threat level for US flights as I write this is “Orange: High Risk of Terrorist Attacks”? There is no longer any information contained in that statement – it’s always orange. What should be a sticky idea indeed has instead become merely the status quo, the expected.

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Hook ‘Em and Reel ‘Em In

Surprise helps make ideas sticky in two ways. First, it gets our attention – we notice the unexpected in a way we don’t notice the expected. Think of your drive home from work: how many times have you arrived home with almost no recollection of anything you saw on the way? Can you remember what color the car in front of you was? But if a three-car pileup or high speed pursuit should happen to take place, I’ll bet you have something to talk about when you get home!

Second, surprise keeps us engaged. Once we notice something unexpected, we experience a powerful urge to understand it, to integrate it into what we already know. The Heath’s call this “The Gap Theory of Curiosity”, drawing on the work of behavioral economist (didn’t know there were behavioral economists, did you? Surprise!) George Loewenstein, who holds that gaps in our knowledge, once exposed, cause us discomfort and pain.

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We’ve all directly experienced this, of course – I remember well the agony of waiting three whole years to find out if Darth Vader was really Luke’s father. Mystery novels, movie trilogies, serial fiction, and potboilers rely on this need to keep us coming back or turning the pages. The new Harry Potter novel is approximately a million pages long, but you just keep turning and turning, page after page, chapter after chapter, all in a quest to find out “what happens next?”

Using Surprise

Knowing how people react when surprised can help us make our ideas stickier. Knowing that people will pursue a piece of information once it gets their attention, we can “prime the gap” by introducing a surprising fact and promising an explanation. Your local evening news does this all the time, with their teaser commercials during prime time. “Is something in your cabinets killing you? Find out at 11!”

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Priming the gap doesn’t have to be sleazy, though. Imagine a teacher telling their students something surprising to get and keep their attention through the class period. TV news spots are sleazy not because they use surprise, but because they use it in the service of the trivial (if it were really important, what moral right in the world would they have to withhold it? Image “Are terrorists attacking our town right this moment? Find out at 11!”) They trigger our need to know – if Loewenstein is right, they actually intentionally cause us pain – in the service of getting us to sit through a bunch of commercials before finally paying off with a useless, stupid piece that tells us absolutely nothing.

Simply Unexpected

The power of the Heath’s Made to Stick is how the six principles of stickiness interact with each other. No idea need satisfy all six principles, but the more the better, and when two or more principles come together in one idea, they reinforce each other, multiplying the stickiness factor.

Consider, yet again, Einstein’s famous formula. I said last week that the simplicity of Einstein’s formula, summing up one of the great mysteries of the world in 5 symbols E=MC2, made it sticky. But it also made it unexpected – who would have thought that the nature of mass and energy could be summed up so simply? Its simplicity itself was surprising, energizing decades of research in an attempt to prove Einstein was either right or wrong – and then to explore the ramifications of the idea. Scientists are still working on the implications of Einstein’s theory of relativity, a century later – now that’s sticky!

How have you, or could you, use the unexpected in your own work? It probably won’t surprise you to see me ask you to share your own ideas in the forum — but overlook that and do it anyway.

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Last Updated on March 14, 2019

7 Questions to Ask in a Job Interview That Will Impress the Interviewer

7 Questions to Ask in a Job Interview That Will Impress the Interviewer

Recruiters might hold thousands of interviews in their careers and a lot of them are reporting the same thing—that most candidates play it safe with the questions they ask, or have no questions to ask in a job interview at all.

For job applicants, this approach is crazy! This is a job that you’re going to dedicate a lot of hours to and that might have a huge impact on your future career. Don’t throw away the chance to figure out if the position is perfect for you.

Here are 7 killer questions to ask in a job interview that will both impress your counterpart and give you some really useful insights into whether this job will be a dream … or a nightmare.

1. What are some challenges I might come up against this role?

A lesser candidate might ask, “what does a typical day look like in this role?” While this is a perfectly reasonable question to ask in an interview, focusing on potential challenges takes you much further because it indicates that you already are visualizing yourself in the role.

It’s impressive because it shows that you are not afraid of challenges, and you are prepared to strategize a game plan upfront to make sure you succeed if you get the job.

It can also open up a conversation about how you’ve solved problems in the past which can be a reassuring exercise for both you and the hiring manager.

How it helps you:

If you ask the interviewer to describe a typical day, you may get a vibrant picture of all the lovely things you’ll get to do in this job and all the lovely people you’ll get to do them with.

Asking about potential roadblocks means you hear the other side of the story—dysfunctional teams, internal politics, difficult clients, bootstrap budgets and so on. This can help you decide if you’re up for the challenge or whether, for the sake of your sanity, you should respectfully decline the job offer.

2. What are the qualities of really successful people in this role?

Employers don’t want to hire someone who goes through the motions; they want to hire someone who will excel.

Asking this question shows that you care about success, too. How could they not hire you with a dragon-slayer attitude like that?

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How it helps you:

Interviewers hire people who are great people to work with, but the definition of “great people” differs from person to person.

Does this company hire and promote people with a specific attitude, approach, worth ethic or communication style? Are the most successful people in this role strong extroverts who love to talk and socialize when you are studious and reserved? Does the company reward those who work insane hours when you’re happiest in a more relaxed environment?

If so, then this may not be the right match for you.

Whatever the answer is, you can decide whether you have what it takes for the manager to be happy with your performance in this role. And if the interviewer has no idea what success looks like for this position, this is a sign to proceed with extreme caution.

3. From the research I did on your company, I noticed the culture really supports XYZ. Can you tell me more about that element of the culture and how it impacts this job role?

Of course, you could just ask “what is the culture like here? ” but then you would miss a great opportunity to show that you’ve done your research!

Interviewers give BIG bonus point to those who read up and pay attention, and you’ve just pointed out that (a) you’re diligent in your research (b) you care about the company culture and (c) you’re committed to finding a great cultural fit.

How it helps you:

This question is so useful because it lets you pick an element of the culture that you really care about and that will have the most impact on whether you are happy with the organization.

For example, if training and development is important to you, then you need to know what’s on offer so you don’t end up in a dead-end job with no learning opportunities.

Companies often talk a good talk, and their press releases may be full of shiny CSR initiatives and all the headline-grabbing diversity programs they’re putting in place. This is your opportunity to look under the hood and see if the company lives its values on the ground.

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A company that says it is committed to doing the right thing by customers should not judge success by the number of up-sells an employee makes, for instance. Look for consistency, so you aren’t in for a culture shock after you start.

4. What is the promotion path for this role, and how would my performance on that path be measured?

To be clear, you are not asking when you will get promoted. Don’t go there—it’s presumptuous, and it indicates that you think you are better than the role you have applied for.

A career-minded candidate, on the other hand, usually has a plan that she’s working towards. This question shows you have a great drive toward growth and advancement and an intention to stick with the company beyond your current state.

How it helps you:

One word: hierarchy.

All organizations have levels of work and authority—executives, upper managers, line managers, the workforce, and so on. Understanding the hierarchical structure gives you power, because you can decide if you can work within it and are capable of climbing through its ranks, or whether it will be endlessly frustrating to you.

In a traditional pyramid hierarchy, for example, the people at the bottom tend to have very little autonomy to make decisions. This gets better as you rise up through the pyramid, but even middle managers have little power to create policy; they are more concerned with enforcing the rules the top leaders make.

If having a high degree of autonomy and accountability is important to you, you may do better in a flat hierarchy where work teams can design their own way of achieving the corporate goals.

5. What’s the most important thing the successful candidate could accomplish in their first 3 months/6 months/year?

Of all the questions to ask in a job interview, this one is impressive because it shows that you identify with and want to be a successful performer, and not just an average one.

Here, you’re drilling down into what the company needs, and needs quite urgently, proving that you’re all about adding value to the organization and not just about what’s in it for you.

How it helps you:

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Most job descriptions come with 8, 10 or 12 different job responsibilities and a lot of them with be boilerplate or responsibilities that someone in HR thinks are associated with this role. This question gives you a better sense of which responsibilities are the most important—and they may not be what initially attracted you to the role.

If you like the idea of training juniors, for example, but success is judged purely on your sales figures, then is this really the job you thought you were applying for?

This question will also give you an idea of what kind of learning curve you’re expected to have and whether you’ll get any ramp-up time before getting down to business. If you’re the type of person who likes to jump right in and get things done, for instance, you may not be thrilled to hear that you’re going to spend the first three months shadowing a peer.

6. What do you like about working here?

This simple question is all about building rapport with the interviewer. People like to talk about themselves, and the interviewer will be flattered that you’re interested in her opinions.

Hopefully, you’ll find some great connection points that the two of you share. What similar things drive you head into the office each day? How will you fit into the culture?

How it helps you:

You can learn a lot from this question. Someone who genuinely enjoys his job will be able to list several things they like, and their answers will sound passionate and sincere. If not….well, you might consider that a red flag.

Since you potentially can learn a lot about the company culture from this question, it’s a good idea to figure out upfront what’s important to you. Maybe you’re looking for a hands-off boss who values independent thought and creativity? Maybe you work better in environments that move at a rapid, exciting pace?

Whatever’s important to you, listen carefully and see if you can find any common ground.

7. Based on this interview, do you have any questions or concerns about my qualifications for the role?

What a great closing question to ask in a job interview! It shows that you’re not afraid of feedback—in fact, you are inviting it. Not being able to take criticism is a red flag for employers, who need to know that you’ll act on any “coaching moments” with a good heart.

As a bonus, asking this question shows that you are really interested in the position and wish to clear up anything that may be holding the company back from hiring you.

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How it helps you:

What a devious beast this question is! On the surface, it looks straightforward, but it’s actually giving you four key pieces of information.

First, is the manager capable of giving you feedback when put on the spot like this? Some managers are scared of giving feedback, or don’t think it’s important enough to bother outside of a formal performance appraisal. Do you want to work for a boss like that? How will you improve if no one is telling you what you did wrong?

Second, can the manager give feedback in a constructive way without being too pillowy or too confrontational? It’s unfair to expect the interviewer to have figured out your preferred way of receiving feedback in the space of an interview, but if she come back with a machine-gun fire of shortcomings or one of those corporate feedback “sandwiches” (the doozy slipped between two slices of compliment), then you need to ask yourself, can you work with someone who gives feedback like that?

Third, you get to learn the things the hiring manager is concerned about before you leave the interview. This gives you the chance to make a final, tailored sales pitch so you can convince the interviewer that she should not be worried about those things.

Fourth, you get to learn the things the hiring manager is concerned about period. If turnover is keeping him up at night, then your frequent job hopping might get a lot of additional scrutiny. If he’s facing some issues with conflict or communication, then he might raise concerns regarding your performance in this area.

Listen carefully: the concerns that are being raised about you might actually be a proxy for problems in the wider organization.

Making Your Interview Work for You

Interviews are a two-way street. While it is important to differentiate yourself from every other candidate, understand that convincing the interviewer you’re the right person for the role goes hand-in-hand with figuring out if the job is the right fit for you.

Would you feel happy in a work environment where the people, priorities, culture and management style were completely at odds with the way you work? Didn’t think so!

More Resources About Job Interviews

Featured photo credit: Amy Hirschi via unsplash.com

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