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by Howard Gardner

After about the age of 10, psychologist Howard Gardner • Don’t rely on reason alone. Using a rational approach
asserts, people tend to retreat to old ideas rather than complemented by research and statistical data can
open up to new possibilities. “I’m not stating on small shore up your argument. But effective leaders know
matters it’s difficult to change people’s minds,” Gardner they have to touch people’s emotions as well, which
writes. “But on fundamental ideas of how the world Gardner calls resonance. Using stories, imagery,
works, about what your enterprise is about, about what and real-world events can be a highly effective way
your life goals are, about what it takes to survive—it’s on to bring about change. Gardner uses the example
these topics that it’s very difficult. . . .” Why? Because, of former British Prime Minister Margaret Thatcher.
over time, as people gain more formal and informal knowl- Thatcher effectively shifted the mindset of her con-
edge, patterns of thought become engraved in our minds, stituency toward the idea that Britain could re-emerge
making it tough to shift to fresh ways of thinking. Yet last- as a leading global power because her message reso-
ing change in mindset is achievable, Gardner believes, if nated with people. As the daughter of a poor grocer,
leaders use specific mind-changing tools. Thatcher worked her way through school and raised a
family before she entered politics.
GETTING OTHERS TO SEE THINGS DIFFERENTLY • Don’t underestimate how powerful resistances can
Based on decades of extensive psychological research be. As head of Monsanto, Robert Shapiro strongly
and observation, Gardner details seven “levers of believed in the benefits of genetically altered foods,
change” that can be used to shift people’s mindsets. He and he assumed that the rest of the world would
advises leaders to “think of them as arrows in a quiver,” gladly embrace them. He was wrong, and his com-
that can be drawn upon and used in different combina- pany suffered greatly because of his failure to under-
tions for different circumstances. Here are some of stand and effectively address the resistances he
Gardner’s lessons: encountered. Gardner identifies several specific types
of barriers and advises leaders to arm themselves as
• Take your time, and approach change from many van-
if for battle when trying to change minds.
tage points. To shift people’s way of thinking, leaders
get the message out many different times in many
LASTING CHANGE IS VOLUNTARY CHANGE
different ways, using a variety of approaches and
Some people tend to think secrecy and manipulation is
symbols. Gardner calls this representational redescrip-
the quickest way to bring about change, and Gardner
tion, which means finding diverse ways to get the
admits that in the short run, deception is effective.
same desired mind change across to people. “Give
However, he emphasizes that change doesn’t stick unless
your message in more than one way, arranging things
people change voluntarily. Manipulation backfires. Leaders
so the [listener] has a different experience.” For
who want to effect lasting changes in mindset wage their
example, simply talking about something in a different
change campaigns openly and ethically.
setting, such as over coffee or a drink after work, can
sometimes be effective because the usual assump- Changing Minds, by Howard Gardner, is published by Harvard
Business School Press.
tions and resistances may be diminished.
four disciplines provide a foundation that can help leaders examine their mental
models and overcome blind spots that may limit their leadership effectiveness and
the success of their organizations.

Independent thinking
Independent Thinking Independent thinking
questioning assumptions and
questioning assumptions and
Independent thinking means questioning assumptions and interpreting data and interpreting data and events
interpreting data and events
according to one’s own beliefs,
events according to one’s own beliefs, ideas, and thinking, not according to pre- according to one’ s own beliefs,
ideas, and thinking, rather
ideas, and thinking, rather
established rules, routines, or categories defi ned by others. People who think than pre-established rules or
than pre-established rules or
independently are willing to stand apart, to have opinions, to say what they think, categories defi
categories defi ned by others ned by others
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