“How to Win Friends and Influence People” by Dale Carnegie

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Table of Contents

Introduction
Analysis
Conclusion
References

Introduction

Despite the fact that the book How to Win Friends and Influence People was written rather long ago, it is still applicable to the contemporaneity and to the modern communicational patterns. It is a compilation of advice that can be used notwithstanding the setting. In particular, the principles proposed by the author can be useful both in everyday circumstances and in work life. Importantly, to be able to apply these guidelines correctly, it is essential to review and analyze them.

Analysis

It should be noted that the first chapters of Part Three raise such basic elements of communication as argumentation, respect to interlocutors, and the conduct in a situation when another person is wrong. These chapters are of particular importance since many people do not realize the influence of possible miscommunication on the subsequent events. The author of the book emphasizes that “nine times out of ten, an argument ends with each of the contestants more firmly convinced than ever that he is absolutely right” (Carnegie, 1981, p. 120). Notably, this statement reflects the idea that constructive discussion or exchanging ideas is more functional and efficient rather than trying to persuade someone that one viewpoint is correct while the other one is false. This is a significant guideline for me since I tend to distinguish the right direction from the wrong one instead of working jointly and collaborating with others to find a path that is effective and feasible.

The two approaches that I consider to be the most important are the idea that it is essential to evaluate the situation from the other person’s standpoint and the need to be sympathetic towards another’s ideas and perceptions. The author stresses out “there is a reason why the other man thinks and acts as he does” (Carnegie, 1981, p. 175). It can be assumed that any statement has certain underlying reasons that drive someone to think this very way. Therefore, to be able to understand the context and the subjacent reasoning it is necessary to learn the other person’s argumentation, which also implies being tolerant toward perception that might contradict someone’s personal comprehension. In that matter, such an approach will allow eliminating the waste in the work process, respecting the diversity of ideas, and opting and idea that is most suitable (MacGregor Burns, 2012).

According to the text, a successful leader is flexible, appreciative, and respectful. A powerful leader encourages people to share their perceptions and does not criticize directly the inappropriate domains. In addition, a good leader drives the team by his or her own experience and shares examples of his or her failures prior to criticizing someone for wrongful conduct. If I were a CEO, I would follow the principle of employee encouragement and would make queries rather than give orders. As stated by Carnegie (1981), “abilities wither under criticism; they blossom under encouragement” (p. 237). I believe it would help me to create a collaborative atmosphere. In addition, I would be able to exercise different types of power and to become a flexible leader that is both firm and supportive (Dainton & Zelley, 2014).

Conclusion

In conclusion, the guidelines proposed by the writer are indeed helpful and insightful. Nevertheless, I consider the advice from Part Two about being genuinely interested in others to be the most important concept. It is essential to wonder and ask the opinion of others as any type of relationship implies at least two people. If one person is egocentric, all the subsequent activity either will harm the other individual or will not happen at all (Hamilton, 2013). The same rule applies to the work setting since people make a company but not the reverse, and effective communication is the key to success. Any company is a mechanism the parts of which should work jointly; thus, it is essential for them to interact effectively.

References

Carnegie, D. (1981).How to win friends and influence people. New York, NY: Pocket Books.

Dainton, M., & Zelley, E. (2014). Applying communication theory for professional life. Thousand Oaks, CA: SAGE.

Hamilton, V. (2013). Interpersonal communication competence. San Diego, CA: University Readers.

MacGregor Burns, J. (2012). Leadership. New York, NY: Open Road Media.

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“How to Win Friends and Influence People” by Dale Carnegie

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