Chapter 3: Concrete

"...being concrete isn't hard, and it doesn't require a lot of effort. The barrier is simply forgetfulness--we forget that we're slipping into abstract-speak. We forget that other people don't know what we know" (129).

The third principle of sticky ideas--and what the Heaths call the easiest to embrace and the most effective of the six traits--is being CONCRETE (129). Although the words we use can often be abstract, life itself isn't; life is composed of concrete images. Oftentimes, we slip into the mode of abstraction rather than finding the profound truth within the concrete images that comprise human nature and life itself (99). The problem for us lies in the fact that "abstraction makes it harder to understand an idea and to remember it. It also makes it harder to coordinate our activities with others, who may interpret the abstraction in very different ways. Concreteness helps us to avoid these problems" (100).

What happens if, as is usually the case, we slip back into the world of abstraction when we are attempting to communicate with others. Studies have shown that breaking up larger abstract concepts, such as goals, etc., into smaller, more concrete ideas allows these thoughts to be mentally tangible. By this, I mean to say that success lies in converting abstract ideas into tangible mental landscapes that individuals can visualize. Give it context! It's necessary! This could mean taking advantage of pre-existing schemas within our audience (see previous posts for more detail on schemas).

So, if concreteness is what we are after, how do we really achieve that? Is it really that valuable? Essentially, to be concrete is to be something that can be examined with the senses (104). "It is a basic principle of understanding" (106). However, it is also a foundation for abstract principles. When it boils down to it, concreteness is vital because it helps individuals to "construct higher, more abstract insights on the building blocks of our existing knowledge and perceptions" (106).

Concrete ideas are sticky ideas. Why? Because they utilize our memories in ways that cause us to hold on to the information being processed. Yet, concrete ideas also serve another great purpose: to coordinate. As the Heaths say, "concreteness makes targets transparent;" they assist is keeping team members on the same path during a project (116). Abstraction does not allow this; rather, abstraction provokes individuals to create their own meanings to solve their own confusion/problems. Essentially, "concreteness creates a shared 'turf' on which people can collaborate. Everybody in the room feels comfortable that they're tackling the same challenge...concrete talk...puts them on common ground" (123).

When I think about this principle of stickiness I find myself not turning my focus to museum visitors but rather to the interaction of museum staff. More often than not, and as instances in my internship have proved, museum professionals tend to have a hard time communicating in concrete ways. Are we great at compiling a mass of abstract ideas to set into production? Yes. Are we always great at communicating those ideas in an understandable, transferable form? No. Sometimes I find it greatly amusing that we are in the business of communicating effectively to other individuals, yet we have the hardest time communicating with our own colleagues! What is the answer? The Heaths say to "find a 'universal language,' one that everyone speaks fluently. Inevitably, that universal language will be concrete" (115). Image if we spoke concretely to one another about what we need, want, and foresee. The first step in creating meaningful experiences for our visitors is to learn how to communicate between us--between the individuals that know the information we are trying to convey--before we try to communicate that information to others less informed (at least for the moment!).

SUMMARY:

1) Concrete ideas help people to understand concepts and remember them.

2) Concrete ideas help people to coordinate.