The Influential Mind What The Brain Reveals About Our Power To Change Others

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The new book from TED speaker and author of The Optimism Bias, Tali Sharot, The Influential Mind challenges the wisdom of the crowd.

'Lucid and engaging . . . Sharot's treatment is particularly valuable for its balance between accessibility to the reader and solid grounding in scientific research . . . An indispensable contribution from the coalface of cognitive scientific research' Science

'This book is not only a primer on persuasion; it is far more valuable than that. It explains why so many of our well-meaning attempts to change people's minds can backfire so badly' RORY SUTHERLAND, VICE CHAIRMAN, OGLIVY & MATHER

Part of our daily job as humans is to influence others; we teach our children, guide our patients, advise our clients, help our friends and inform our online followers. But how good are we at this role? The Influential Mind shows how we systematically fall back on sub-optimal habits when trying to change others' beliefs and behaviours. Many of these instincts are ineffective, because they are incompatible with how the mind operates.

'A witty survey of techniques to influence and guide human behavior' New York Times Book Review

'Advertising, politics, education - any juxtaposition of human and message involves influence. But why might a patently ill-informed demagogue sway more people than a scientist? In this perceptive study, cognitive neuroscientist Tali Sharot isolates seven factors central to influence' Nature

Selected as a best book of 2017 by Forbes, The Times, Huffington Post, Bloomberg, Greater Good Magazine, Stanford Business School and more.

'A timely, intriguing book' Adam Grant, New York Times bestselling author of Originals and Give and Take

'This profound book will change your life. An instant classic' Cass R. Sunstein, bestselling co-author of Nudge

Part of our daily job as humans is to influence others; we teach our children, guide our patients, advise our clients, help our friends and inform our online followers. We do this because we each have unique experiences and knowledge that others may not. But how good are we at this role? It turns out we systematically fall back on suboptimal habits when trying to change other's beliefs and behaviors. Many of these instincts-from trying to scare people into action, to insisting the other is wrong or attempting to exert control-are ineffective, because they are incompatible with how the mind operates.