Page 271 - The Power to Change Anything
P. 271

260 INFLUENCER


             they wanted, the leaders often concluded that they could select
             from the various strategies we were recommending like so
             many items in a catalog. They wanted to purchase influence
             on the cheap, but the changes they were attempting to bring
             about couldn’t be had at bargain-basement prices.
                 But desperate times lead to desperate actions, and people,
             more often than not, seek simplistic solutions, even when
             they’re studying the world’s best influencers. For example, Dr.
             Silbert explains that over the past three decades she has invested
             a great deal of time with people who have traveled halfway
             around the world to learn what she’s done to help criminals and
             drug addicts become productive citizens. Silbert tells those
             who visit Delancey Street the whole story—emphasizing each
             of the elements required to make the venture succeed. She clar-
             ifies the exact vital behaviors the organization tries to encour-
             age. She notes how she purposely creates direct and vicarious
             experiences to help residents change their minds. She goes to
             great pains to ensure that the influence strategy makes good use
             of all six sources of influence.
                 More often than not, the travelers leave Delancey Street
             filled with hope. Then they go home and select one idea to add
             to their existing ineffective effort. Of course, this single element
             rarely adds enough horsepower to create change, so their “new
             and improved” strategy fails, and the earnest change agents
             wonder why their effort didn’t work.
                 These cafeteria-style change efforts—where people pick
             only a few elements from a broader array—happen all the time.
             For example, if you look at the diffusion of the North Carolina
             second-chance strategy we described earlier, you’ll find that it
             follows a predictable and lamentable path. Remember the
             clever crime-reduction strategy where soon-to-be-arrested drug
             dealers were brought into a room filled with pictures of them
             committing crimes? At one point the local district attorney
             shows a video montage made up of criminal scenes taken of
             each of the subjects in action and then asks the subjects to raise
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