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Sticky Ideas Workshop (Part 5): Emotional
If you want to connect — I mean, really connect — with an audience, you have to hit ’em square in their emotions. Movie makers know this, and exploit it to the fullest, making us laugh, cry, punch the air in triumph, jump out of our seats in terror, and even swell with love for all humanity — almost on demand.If you want to connect — I mean, really connect — with an audience, you have to hit ’em square in their emotions. Movie makers know this, and exploit it to the fullest, making us laugh, cry, punch the air in triumph, jump out of our seats in terror, and even swell with love for all humanity — almost on demand.
A lot of times this is pretty cheap, and leaves us feeling manipulated and used. This is because the movie (or novel, or TV show, or commercial, or whatever) seems to play on our emotions for no other reason than because they can. The emotional response is triggered without satisfying any real need.
But the emotions roused by the greatest works of art — whether in film, paint, words, or stone — do satisfy a need, and it is for that reason that we return films like Casablanca or paintings like Vermeer’s Girl with a Pearl Earring after decades and even centuries.
Chip and Dan Heath refer to Maslow’s “hierarchy of needs” to explain why some emotional appeals fall flat, and others not only succeed but can even change lives. Abraham Maslow, a mid-20th century psychologist, theorized that human behavior is driven by a number of innate needs. What’s more, these needs are hierarchical; that is, the most basic needs (food, water, sleep, sex, etc.) had to be met before higher needs (friendship, family, self-esteem, and ultimately “self-actualization”, where we turn our attentions to the needs of our society and its members). Maslow represented his idea with a pyramid (itself a pretty sticky idea) placing the basic needs at the bottom and the higher levels built on top of them. Although few psychologists today still hold to the hierarchical nature of needs — recognizing, for instance, that seeing to the common good is often necessary to assure that more “basic” needs are met — Maslow’s schema is still useful as a rubric to measure our ideas and their presentation against.
For example, let’s say you are offering a recipe for a super-healthy cookie. Yes, a cookie meets a basic need — the need for food. Notice, though, that you rarely see commercials for cookies with the tagline “You can eat this” or “it’s a kind of food!” Instead, ads for cookies or articles on cooking try to appeal to the higher stretches of Maslow’s pyramid. They might appeal to mothers’ need to provide for their family (like the peanut butter commercial: “Choosy moms choose Jif!”) or to our need to protect our environment (“these cookies are made with 100% organic ingredients”) or to our need to feel independent and self-reliant (“don’t eat store-bought cookies — stick it to the Man by making your own!”).
In these examples, we are looking for ways of engaging our audience’s self-interest — their need to fulfill their needs — in ways that allow them to be the kind of people they want to be: better parents, better eaters, and better citizens. Instead of offering something to eat, we offer self-fulfillment. Not bad for a cookie!
Who Am I, Anyway?
In order to be effective, emotional appeals need to engage with individuals’ identities in a profound way (which is why the horror gross-out, while momentarily effective, is rarely remembered longer than a few sleepless nights). As the Heaths point out, people make decisions based on their identities, so emotional appeals have to confront them with their own selves. The best ask us to consider who we are — and more, what do people like us do in situations like this?
Consider those late-night famine relief commercials, the ones with the swollen-bellied children staring into the camera with huge, liquid eyes and Sally Struthers begging us to help. These commercials are pretty effective — effective enough to have been run most of my life, anyway — because they force viewers to either act or face an uncomfortable disconnect between the kind of person they think they are and the kind of person they are acting like. If it’s important to you to be the kind of person that helps those in need, then it’s going to be hard not to do so when given the opportunity to contribute.
What this means in practical terms is that you have to really know not just who your audience is but who your audience thinks it is. It also means that we have to be especially on guard against the Curse of Knowledge. We may be blinded by the brilliance of our own ideas — which always seem innately useful — so that we don’t consider the ways our ideas meet our audience’s actual needs. Or, for that matter, that our ideas may well meet needs that are far different from the needs they meet for us.
Caring is Sharing
No idea gets picked up and passed around unless it meets somebody’s needs. They have to care, and it’s your job to make them care. When people care about an idea, they become its greatest advocates; in marketing terms, this is called “going viral” (which is, of course, deeply offensive to people who deal with actual viral transmission and its often horrific consequences).
In Malcolm Gladwell’s book The Tipping Point (the book the Heaths credit with inspiring them to write Made to Stick), one of the phenomena the author returns to again and again is the sudden revival of Hush Puppies, the somewhat dorky shoes popular in the ’70s among white-bread middle-class American moms. In the ’90s, a handful of East Village hipsters started sporting Hush Puppies and, in the blink of an eye, sales suddenly boomed, bringing the brand back from the brink of obscurity.
The company that makes Hush Puppies had little to do with this revival; they’d failed for years to make Hush Puppies relevant again. Instead, it was a handful of people who found something in these goofy shoes to care about — likely a way to distinguish themselves from the rest of their scene and show off their sense of irony and nostalgia. These trendsetters, in turn, managed to make others around them care as they did, setting off a ripple effect that eventually reached the malls of Middle America and put the Hush Puppies brand back on the map.
Ideas don’t have to spread like wildfire to be effective (though it doesn’t hurt!) but they do have to spread, and ideas don’t spread unless people care enough about them to a) integrate them into their own lives and b) sharing them with others. In one way, this makes our job easier — if we can figure out who the trendsetters are, we can focus our energies on crafting an appeal specifically to their sensitivities and let them do much of the legwork. At the same time, though, it means that ideas have to be over-loaded with emotional resonance — they have to meet a number of different needs to spread widely enough to take off on their own.
It should be clear that “emotional” doesn’t mean that our goal should be to make our audience weep, necessarily, but rather to grab them where they live, wherever that is. This is probably the hardest part of making ideas stick. Let us know how you do it in the comments or kick off the conversation in the forum.
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