All the generals, politicians and religious leaders in history have not been able to do this , so its time to try another route, The creatives, in all disciplines, We hit this hard with books , fiction around idea and direct information books, films, short and long, poetry, art work and musical songs and lyrics, using all the social media platforms .
“Music doesn’t lie. If there is something to be changed in this world, then it can only happen through music.” Jimmy Hendrix
Changes slightly to
“All artistry doesn’t lie. If there is something to be changed in this world, then it can only happen through All Artistry” – bob cecil
400,000 young people showed up on a beach in a cuba to see diplo and electronics artist , when Cuba first opened up again, to hear the music and messages .
we will use musicians poets sculptors painters spoken word books comics movies video ads
MISC
29 Psychological Tricks To Make You Buy More
Published 6 days ago
on September 21, 2020
ByCarmen AngTweetShareShareRedditEmail
29 Psychological Tricks To Make You Buy More
Ever suffered from buyer’s remorse? You’re not alone.
According to a recent survey, only 5% of people have never felt guilty about buying something. That means the majority of us, at some point in our lives, have regretted a purchase.
But consumers aren’t necessarily only to blame for impulse buys. After all, we’re constantly bombarded with advertisements and marketing tactics specifically tailored to try and get us to spend more money.
Today’s graphic by TitleMax explains 29 different psychological tactics that marketers try to get consumers to buy more.
Tricks are for Marketers
While this list isn’t exhaustive, it provides some key examples of the ways that marketers are attempting to influence your subconscious mind.
We noticed some high-level trends among the 29 tactics, which we compiled into four overarching sections:
- Visual Pricing Tricks
These tricks aim to intentionally minimize the appearance of the price, so it’s more palatable to consumers. For instance, a store will price something at $9.99 instead of $10.00, or label a product as “buy-one-get-one” rather than 50% off. - Intentional Language Tricks
It’s not what you say, but how you say it. Making products seem costly to manufacture, offering exclusivity, and using words associated with small amounts fall under this category. These tricks use semantics to position a product in an appealing way. - Brick-and-Mortar Tricks
A store’s layout is less arbitrary than you may realize. Having a bright and colorful entrance, playing calm and slow music, and putting the essential items at the back of the store are a few tactics that fall into this section. These tricks use displays and product placement to influence consumer behavior. - Urgency Tricks
A false sense of urgency and phase-out discounts are included in this category. If a consumer believes they might miss out on a deal, they’re more likely to buy.
The Theories in Practice
While most retailers are guilty of using at least a few of these tactics, several big companies are notorious for their use of psychological tricks to boost sales.
For instance, Ikea is well known for its confusing, maze-like layout. This is no accident, as an Ikea store’s architecture is designed specifically to maximize product exposure—it’s mastered what’s called the Gruen effect, a term named after architect Victor Gruen, whose elaborate displays were proven to convert browsers into buyers.
Another example is Walmart’s rollback pricing, which uses visual contrast to make the sale price more appealing. It’s clearly served the company well—in 2019, Walmart made $524 billion in revenue, making it the world’s largest retailer.
Costco uses a few tactics on the list, but one it’s notorious for is putting fresh produce in the back of the store. That means customers need to pass through the electronics, clothing, and household goods sections before they can get to the necessities.
While the above tactics are in a gray area, other tricks are flat out dishonest. Makeup brand Sunday Riley was caught writing fake Sephora reviews to boost sales. Employees were encouraged to write outstanding reviews for the company, and the CEO even provided instructions on how to avoid getting caught.
The Influencer Era
As consumers become aware of certain marketing tactics, retailers are forced to switch up their game in order to remain effective.
A relatively recent phenomenon is influencer marketing, which is when brands partner with vloggers or influencers to endorse a product. And these partnerships tend to work—a recent survey revealed that 40% of people have purchased something based on an influencer’s recommendation.
But how long will influencer marketing—or any of these tactics—stay effective? Some of the more subtle pricing tactics might stay relevant for longer, but it’s unlikely that all of these tricks will stand the test of time.
The New Rules of Leadership: 5 Forces Shaping Expectations of CEOs
Published 4 days ago
on September 23, 2020
ByKatie JonesTweetShareShareRedditEmail
It’s common knowledge that CEOs assume a long list of roles and responsibilities.
But in today’s world, more and more people rely on them to go beyond their day-to-day responsibilities and advocate for broader social change. In fact, a number of external forces are changing how leaders are now expected to behave.
How can leaders juggle these evolving expectations while successfully leading their companies into the future?
The New Rules of Leadership
This infographic from bestselling author Vince Molinaro explores five drivers reshaping our world that leaders must pay attention to in order to bring about real change.
How is the World Being Reshaped?
Leaders need to constantly stay one step ahead of the transformative forces that impact businesses on a broader scale.
Below we outline five key drivers that are changing what it means to be a leader in today’s world:
1. Transformative Technologies
Over the last number of decades, several technologies have emerged that could either accelerate the disruption of companies, or provide them with new opportunities for growth. According to KPMG, 72% of CEOs believe the next three years will be more critical for their industry than the previous 50 years.
For example, artificial intelligence (AI), can now provide companies with insights into what motivates their employees and how they can help them succeed. IBM’s AI predictive attrition program can even predict when employees are about to quit—saving them roughly $300 million in retention costs.
Leaders must accept that the future will be mediated by technology, and how they respond could determine whether or not their organization survives entirely.
2. Geopolitical Instability
Geopolitical risks—such as trade disputes or civil unrest—can have a catastrophic impact on a business’s bottom line, no matter its industry. Although 52% of CEOs believe the geopolitical landscape is having a significant impact on their companies, only a small portion say they have taken active steps to address these risks.
By being more sensitive to the world around them, leaders can anticipate and potentially mitigate these risks. Extensive research into geopolitical trends and leveraging the appropriate experts could support a geopolitical risk strategy, and alleviate some of the potential repercussions.
3. Revolutionizing the Working Environment
As the future of work looms, leaders are being presented with the opportunity to reimagine the inner workings of their company. But right now, they are fighting against a wide spectrum of predictions around what they should expect, with estimations surrounding the automation risk of jobs ranging from 5% to 61% as a prime example.
While physical, repetitive, or basic cognitive tasks carry a higher risk of automation, the critical work that remains will require human interaction, creativity, and judgment.
Leaders should avoid getting caught up in the hype regarding the future of work, and simply focus on helping their employees navigate the next decade.
By creating an inspiring work environment and investing in retraining and reskilling, leaders can nurture employee well-being and create a sense of connectedness and resilience in the workplace.
4. Delivering Diversity
Diversity and inclusion can serve as a path to engaging employees, and leaders are being asked to step up and deliver like never before. A staggering 77% of people feel that CEOs are responsible for leading change on important social issues like racial inequality.
But while delivering diversity, equity, and inclusion seems to be growing in importance, many companies are struggling to understand the weight of this issue.
An example of this is Noah’s Ark Paradox, which describes the belief that hiring “two of every kind” creates a diverse work environment. In reality, this creates a false sense of inclusion because the voices of these people may never actually be heard.
Modern day leaders must create a place of belonging where everyone—regardless of gender, race, sexual orientation, ability, or age—is listened to.
5. Repurposing Corporations
The drivers listed above ladder up to the fact that society is looking to businesses to help solve important issues, and leaders are the ones being held accountable.
With 84% of people expecting CEOs to inform conversations and policy debates on one or more pressing issues, from job automation to the impact of globalization, CEOs have the potential to transform their organization by galvanizing employees on the topics that matter to them.
For a long time, the purpose of corporations was purely to create value for shareholders. Now, leaders are obligated to follow a set of five commitments:
- Deliver value to customers
- Invest in employees
- Deal fairly and ethically with suppliers
- Support communities
- Generate long-term value for shareholders
Ultimately, these five commitments build currency for trust, which is critical for sustained growth and building a productive and satisfied workforce.
Lead the Future
If leaders understand the context they operate in, they can identify opportunities that could fuel their organization’s growth, or alternatively, help them pivot in the face of impending threats.
But organizations must invest in the development of their leaders so that they can see the bigger picture—and many are failing to do so.
By recognizing the new rules of leadership, CEOs and managers can successfully lead their organizations, and the world, into a new and uncertain future.
Our Delusional Faith In Incremental Change
by Tyler DurdenWed, 10/14/2020 – 16:20TwitterFacebookRedditEmailPrint
Authored by Charles Hugh Smith via OfTwoMinds blog,
Better not to risk any radical evolution that might fail, and so failure is thus assured.
When times are good, modest reforms are all that’s needed to maintain the ship’s course. By “good times,” I mean eras of rising prosperity which generate bigger budgets, profits, tax revenues, paychecks, etc., eras characterized by high levels of stability and predictability.
Since stability has been the norm for 75 years, institutions and conventional thinking have both been optimized for incremental change. This is an analog of natural selection in Nature: when the organism’s environment is stable, there’s little pressure to favor random mutations, as these can be risky.Insiders Are Changing Their Stake in Icahn Enterprises
Why risk big changes when everything’s working fine as is?
Absent any big changes in their environment, organisms’ genetic programming remains stable. Unlike natural selection’s process of generating random mutations and testing their efficacy and advantages over the existing programming, human organizations quickly habituate to stable eras by institutionalizing incremental changes as the only available process for reform / change.
Radical reforms are not just frowned on as 1) unneccesary and 2) needlessly risky, there is no institutionalized process to propose, test and adopt radical changes because there is no need for such a process.
Nature has such a process: punctuated equilibirium. When faced with a rapidly changing environment, organisms face intense evolutionary pressure to adapt or die. Mutations which confer a significant advantage in the new environment become part of the species’ genetic programming as those with the adaptation bear offspring who carry the advantageous adaptation. Those without the advantageous adaptation die and those with the adaptation thrive and multiply.
Once the environment stabilizes in “the new normal,” the evolutionary pressure lets up and the species returns to the stability of relatively few changes in its genetic programming.
Organisms which have lost the ability to adapt to rapid change die off once they encounter instability. Species that constantly face instability and rapid change will selectively favor genetic traits which optimize rapid evolution.about:blankabout:blank
Nature tends to retain a basement closet full of fast-evolution tricks just in case the organism faces novel challenges.
Alas, human organizations and conventional thinking have no such closet of fast-evolution tricks. Rather, human organizations and conventional thinking marshal formidable forces to suppress anything which threatens the status quo, because why risk upsetting the feeding trough unless it’s absolutely necessary?
Therein lies the fatal problem: radical adaptation is never absolutely necessary in human organizations and conventional thinking until it’s too late–and even then, the leadership and conventional thinking will fatalistically accept oblivion rather than opt for a risky strategy of testing every mutation and fast-tracking whatever has promise, even though the odds of failure are high since 1) the challenge is novel and therefore unpredictable and 2) most mutations will fail to provide the radical advantages needed to meet the challenge.
In other words, what’s absolutely necessary to human organizations and conventional thinking is the suppression of potentially dangerous novel ideas because the worst-case scenario is that the novel ideas upset the feeding trough all the insiders have come to depend on.
Unfortunately for human organizations and conventional thinking, novel challenges demand precisely what they’re incapable of: risky rapid evolution. The risks will never seem worth it because some insiders might lose their spot at the feeding trough.
Since this loss is viewed as catastrophic by those at risk, they will fight with everything they have to stymie any radical reforms. Ironically, their resistance to rapid evolution only guarantees the demise of the entire organization / status quo, including the spot at the trough they were so eager to defend at all costs.
As the crisis deepens, the default setting in organizations and conventional thinking is that incremental changes and reforms will be enough, because they’ve been enough for four generations. I call this entirely natural default setting the delusional faith in incremental change because this faith isn’t guided by history or the logic of causality; it’s simply convenient and easy.
Nobody gets fired or demoted for agreeing to do more of what’s failed spectacularly.
I’ve prepared a chart of the delusional faith in incremental change showing how each new crisis is met by incremental institutionalized defaults that are completely inadequate to the novel challenges that have arisen. The blindness to the need for radical adaption has been institutionalized as well: this is what worked in the past, so it will work now. Why risk everything when we have procedures that have worked well?
Each stage of the crisis draws whatever conventional response causes the least pain. First, the “rainy day fund” is drained to keep everyone at the feeding trough. Studies of options are funded, and so on.
The recommendations are either too timid and clearly inadequate or they’re too bold and risky. So incremental policy and budget tweaks are adopted as acceptable institutional defaults.
But rifts open in the leadership as the farsighted few demand rapid, radical adaptations and the conventional risk-averse crowd digs in their heels. The farsighted few are pushed out or quit / retire, eliminating the only people who had the ability and experience to actually pull off a radical change of course.
A reshuffling of leadership evokes hope that the modest reforms will work magic. Alas, incremental tweaks only work in eras of stability. They fail miserably in unstable eras of rapidly-evolving challenges.
As everything runs to failure, the only acceptable path is to do more of what’s failed spectacularly, a default to low-risk incrementalism that only accelerates the final inevitable collapse.
The delusional faith in incremental change guarantees systemic failure. Better not to risk any radical evolution that might fail, and so failure is thus assured.
This is why our status quo is doomed:
* * *