Compel: How to Get Others in Your Organization to Think and Act Differently Review

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Compel: How to Get Others in Your Organization to Think and Act Differently ReviewCompel attempts to teach you how to overcome opposition, in the author's own words, through "clarity over complexity, the direct over the subtle." This is an admirable goal and, I must say, this book is among the best that I've read that attempts to teach influence, persuasion or the answer to opposition in a simple way.
The book focuses in on four mechanisms of change:
-Message
-Reaction
-GroupThink
-Witnessing
Each chapter begins by defining the term on which the chapter is focused.
For example the first mechanism chapter, Chapter 1: Message, begins with this definition, "A usually short communication transmitted by words, signals or other means from one person, station or group to another." Certainly a simple definition, but the author's point is to teach you to shape your message so that it becomes a machanism for change. He provides a five step plan for doing this that is easy to remember and implement.In order to influence reactions, the author suggests shaping the environment and setting or expressing expectations. This appears to be based on the well-known psychological principle that people tend to do what you expect them to do if the enviroment allows for it. This is sound management advice and is well-suited to the author's intentions.
I felt the GroupThink chapter was the least structured and beneficial in the book. I left the chapter feeling like I still wouldn't know how to implement the concepts, if it weren't for other books I had read such as Wikinomics and the The Starfish and the Spider. But then again, my reference to these two books may indicate that I did not fully understand the author's intent. He can certainly correct me, if I'm wrong.
Finally, the chapter on Witnessing - though short - was a nice wrap-up to the book. You leave the chapter feeling that you can indeed start to make a difference in the situations you're involved in and you also come away with some ideas of how to both create your own "witnesses" and apply other ideas in the book.
Overall, it is a good book on shaping people's thoughts and actions and will likely benefit any manager or leader.
Compel: How to Get Others in Your Organization to Think and Act Differently OverviewAdvance praise for Compel:
"For over thirty years, Mr. Gilbreath has wowed audiences with his dynamic presentations and influential books. For the first time, he is pulling away the curtain and revealing the underlying dynamics that have made him one of the most compelling speakers and authors of our generation."—Howard Drutman, PhD, clinical psychologist
"Spend time with Bob Gilbreath and you'll see what 'compelling' looks like in person. Read this book and you'll see what it looks like on paper. In years past, Bob and I have shared the podium, coauthored a handbook, laughed hard, and had great fun working together. I've never had a more powerful thinking partner, and you won't find a more authoritative voice on how you can become more compelling yourself."—Price Pritchett, PhD, coauthor of High-Velocity Culture Change
"There are very few writers who can do what Bob Gilbreath does: take on this topic with proven experience and heartfelt, genuine intent. This book is compelling, offering literally hundreds of practical ideas to implement in everyday management situations."—Robin Jones, PhD, Global Business Strategy Leader, IBM Business Consulting Services
"I have worked with Bob many times in my thirty-six-year professional consulting career. His presence and his ideas have always been compelling, and now I know why! If you need to get important things accomplished with and through others, this is the book for you. Be sure to have pen and paper ready from the start."—John D. Smith, former partner, Accenture

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