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Instructions

Read "Why Facts Don't Change Our Minds" by Elizabeth Kolbert. And then discuss briefly your response to these questions:Click on the New Yorker Article (https://www.newyorker.com/magazine/2017/02/27/why-facts-dont-change-our-minds)The story is available as an ATTACHMENT here. (See below)-- Do you agree or disagree with the statement that facts don't change our minds? And-- From the point of view of a communications leader -- and you agree that facts don't change persons minds how then do you change persons minds?For example, If you have been hired by an organization -- a company, consultant group, a university, etc. -- to get an organization to start doing things differently, how do you get them to change?In thinking about this subject, make sure you understand the key points made in the article. And think about how you've come to change your mind about various subjects or topics. What were the influences that helped you change your mind?  And how would get those in your organization to change their minds and do something that they might be reluctant to change. See the attached pdf file that includes the New Yorker article.

Answer

Achieving the desired changeI agree with Elizabeth Kolbert that facts don't change our minds. This is mainly because people perceive facts are always intended to prove them wrong or contradict their beliefs and behaviors. A person or community's behavior is a deeply rooted practice that cannot be changed in one instance but rather gradually. As a communication leader, it is important to use strategies that do not seem as a threat to the existing norms to achieve the desired change. This can be done in the following ways. First, you can influence change by building on common ground rather than trying to prove others wrong (David, 192). Proving others wrong often fails as people clash with your ideas instead of embracing them. For example, telling mothers that science has proved vaccination...
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