Roman Krogerus - The Communication Book

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First published as Das Kommunikationsbuch by Kein & Aber 2017

This translation published 2018

Copyright Kein & Aber AG Zurich and Berlin, 2017, 2018

This English translation by Jenny Piening and Lucy Jones is published by kind permission of the Museum fr Kommunikation, Bern, Switzerland

The moral right of the authors and illustrator has been asserted

ISBN: 978-0-241-98229-7

Communication is a bit like love its what makes the world go round, but nobody really knows how it works. Communication is something natural, something everyday even, yet most of us have only a vague notion of the rules that govern it. Day in, day out, we ask questions, read, explain, write, listen, argue, discuss or hold our tongues. But only a few of us have the necessary tools to improve the way we communicate or to understand how were being communicated with. This was the starting point for our exploration of communication theory.

For this book we delved into some of the most important communication theories, assessed their relevance, condensed them, simplified them in the form of diagrams, and applied them to modern-day challenges. We also enhanced them with practical tips and methods. The result: forty-four up-to-date approaches for dealing with eternal problems, from relationships to job interviews, fake news to the filter-bubble effect, small talk to the annual presentation.

This book is actually an exhibition, which came about as follows: the Museum of Communication in Bern, Switzerland, contacted us and asked if we could explain the most important theories in communication history in diagrams. Until 2030 you can experience this book live in the museum.

An American psychologist, Dr Robert Cialdini, has devoted much of his career to one of the most basic and at the same time biggest questions within communication: when do people say yes? Or more explicitly: can we make them say yes?

Cialdini identified six universal principles that explain how you can persuade someone to accept your suggestion:

1. Reciprocity : this is basically the old biblical principle: Do unto others as you would have them do unto you. Put into action: if you want to get something, give something. The right order is important: offer something first. Then ask for what you want.

2. Authority : we tend to follow the advice of experts. We have more trust in a doctor who is wearing a white coat and displaying diplomas on the wall. Put into action: in your area of expertise, find out what the white coat is.

3. Consistency : we look up to people who are consistent in their words and behaviours. Put into action: stick to one message. Dont follow every trend. Be the consistent one, people will remember you for that.

4. Consensus : we are herd people. We do what others do. This is called social proof. Put into action: if you want someone to do something, show others doing it (People who bought this book also bought ).

5. Scarcity : we all want that which is rare and we are all afraid to lose what we have. Put into action: it might not be enough to talk about the benefits of your offer; you also need to point at what people will lose if they fail to act. This also holds true if people face change: they are usually scared of what they might lose. Therefore its good to tell them what they will lose if they fail to move.

6. Liking : this is the most universal principle: people prefer to say yes to people they like. But who do we like? According to Cialdini there are three factors: we like people who are similar to us; we like people who compliment us; we like people who cooperate with us towards a common goal.

Get in the habit of helping people out, and dont say, No big deal. Say, Of course; its what partners do for each other label what happened an act of partnership.

Robert Cialdini

It is one of the great mysteries of the modern world of work: why are meetings so exhausting? And why do they take so long?

According to Seth Godin, there are only three kinds of meetings:

Information : a meeting in which the participants are informed about something (whether they like it or not).

Discussion : a meeting which aims to give input or direction, or to receive feedback.

Permission : a meeting in which one side proposes something, in the hope that the other says yes (but has the right and the power to say no).

What often makes meetings frustrating is the fact that different people might think its a different kind of meeting. Here are some tips to make meetings run more smoothly:

Parkinsons Law states that Work expands so as to fill the time available for its completion (and not according to how complex it really is). Therefore it makes sense to limit the time of meetings. Incidentally, studies show that the attention span of the average person is between ten and eighteen minutes. Ideally, you should use a timer. When it rings, the meeting is over immediately.

There are three types of question that you can ask in a meeting: first, comprehension questions; second, questions to support the process (for example, to make sure that everyone has really understood everything and is talking about the same thing); and, third, questions that show how much you know, in order to underscore your own position or challenge another person. All three types of question are legitimate, but they should not be mixed: first come comprehension questions, then questions about the process, then debate questions.

In many companies, meetings are held with everybody standing up because it leads to decisions being reached more quickly (see point 1). At Washington University, studies showed that when they are standing, people react more readily with enthusiasm, whereas when they are sitting, they tend towards scepticism.

No smartphones during the meeting. Notes should be made by hand. Even the White House supposedly followed this rule under Barack Obama.

If you want to call a family meeting, just turn off the WiFi router and wait in the room where it is located.