{"author":"Chip Heath","author_id":"Chip+Heath","total_quotes":10,"quotes":[{"text":"Anger prepares us to fight and fear prepares us to flee.","author":"Chip Heath","tags":["anger","fear","fight","flee"],"id":61138,"author_id":"Chip+Heath"},{"text":"An old advertising maxim says you've got to spell out the benefit of the benefit. In other words, people don't buy quarter-inch drill bits. They buy quarter-inch holes so they can hang their children's pictures.","author":"Chip Heath","tags":["communication","motives"],"id":117660,"author_id":"Chip+Heath"},{"text":"People tend to overuse any idea or concept that delivers an emotional kick.","author":"Chip Heath","tags":["communication","emotion","idea","semantic-stretch"],"id":126119,"author_id":"Chip+Heath"},{"text":"The first problem of communication is getting people's attention.","author":"Chip Heath","tags":["attention","communication"],"id":205405,"author_id":"Chip+Heath"},{"text":"Stephen Covey, in his book The 8th Habit, decribes a poll of 23,000 employees drawn from a number of companies and industries. He reports the poll's findings: * Only 37 percent said they have a clear understanding of what their organization is trying to achieve and why * Only one in five was enthusiastic about their team's and their organization's goals * Only one in five said they had a clear 'line of sight' between their tasks and their team's and organization's goals * Only 15 percent felt that their organization fully enables them to execute key goals * Only 20 percent fully trusted the organization they work forThen, Covey superimposes a very human metaphor over the statistics. He says, 'If, say, a soccer team had these same scores, only 4 of the 11 players on the field would know which goal is theirs. Only 2 of the 11 would care. Only 2 of the 11 would know what position they play and know exactly what they are supposed to do. And all but 2 players would, in some way, be competing against their own team members rather than the opponent.","author":"Chip Heath","tags":["communication","human-scale","simplicity"],"id":215079,"author_id":"Chip+Heath"},{"text":"If I already intuitively 'get' what you're trying to tell me, why should I obsess about remembering it? The danger, of course, is that what sounds like common sense often isn't.... It's your job, as a communicator, to expose the parts of your message that are uncommon sense.(p.72).","author":"Chip Heath","tags":["common-sense","communication","express","message"],"id":219881,"author_id":"Chip+Heath"},{"text":"To make our communications more effective, we need to shift our thinking from 'What information do I need to convey?' to 'What questions do I want my audience to ask?","author":"Chip Heath","tags":["audience","communication","get-them-to-think"],"id":289985,"author_id":"Chip+Heath"},{"text":"Once we know something, we find it hard to imagine what it was like not to know it.","author":"Chip Heath","tags":["forgetfullness","imagination","knowledge"],"id":398999,"author_id":"Chip+Heath"},{"text":"The most basic way to get someone's attention is this: Break a pattern.","author":"Chip Heath","tags":["attention","habit","pattern"],"id":401022,"author_id":"Chip+Heath"},{"text":"If forensic analysts confiscated your calendar and e-mail records and Web browsing history for the past six months, what would they conclude are your core priorities?","author":"Chip Heath","tags":["calendar","decisive","decisiveness","indecision","priorities","productivity"],"id":436217,"author_id":"Chip+Heath"}],"pagination":{"page":1,"page_size":10,"total":10,"pages":1}}