Influence: The Psychology of Persuasion, Revised Edition [Robert B. Cialdini] on lesforgesdessalles.info *FREE* shipping on qualifying offers. Influence, the classic book. PDF | Robert B. Cialdini and others published The Power of Persuasion Putting the Robert B. Cialdini is Regents' professor of psychology and distinguished. Influence, the classic book on persuasion, explains the psychology of why people say "yes"—and how to apply these understandings.
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ance of the principles in the world beyond the psychology building and the campus where I . The study of persuasion, compliance, and change has advanced. Influence: The Psychology Of Persuasion. By Robert B. Cialdini. Content = *** Readability = *** Clarity & Structure = ***. IN A NUTSHELL. Cialdini has identified . Each category has a fundamental psychological principle behind it. Influence is organized around the six basic categories, which are.
Persuasion science tells us that there are three important factors. Weapons of Influence 2. In one famous set of studies, researchers found rather unsurprisingly that very few people would be willing to erect an unsightly wooden board on their front lawn to support a Drive Safely campaign in their neighborhood. However in a similar neighborhood close by, four times as many homeowners indicated that they would be willing to erect this unsightly billboard. The principle of commitment and consistency is that of aligning actions, feelings, values, and beliefs.
So the key to using the Principle of Reciprocity is to be the first to give and to ensure that what you give is personalized and unexpected. When British Airways announced in that they would no longer be operating the twice daily London—New York Concorde flight because it had become uneconomical to run, sales the very next day took off.
Notice that nothing had changed about the Concorde itself. It had simply become a scarce resource. And as a result, people wanted it more. So when it comes to effectively persuading others using the Scarcity Principle, the science is clear.
Physiotherapists, for example, are able to persuade more of their patients to comply with recommended exercise programs if they display their medical diplomas on the walls of their consulting rooms.
People are more likely to give change for a parking meter to a complete stranger if that requester wears a uniform rather than casual clothes. Of course this can present problems; you can hardly go around telling potential customers how brilliant you are, but you can certainly arrange for someone to do it for you. Not bad for a small change in form from persuasion science that was both ethical and costless to implement. Consistency is activated by looking for, and asking for, small initial commitments that can be made.
In one famous set of studies, researchers found rather unsurprisingly that very few people would be willing to erect an unsightly wooden board on their front lawn to support a Drive Safely campaign in their neighborhood. However in a similar neighborhood close by, four times as many homeowners indicated that they would be willing to erect this unsightly billboard.
Because ten days previously, they had agreed to place a small postcard in the front window of their homes that signaled their support for a Drive Safely campaign. So when seeking to influence using the consistency principle, the detective of influence looks for voluntary, active, and public commitments and ideally gets those commitments in writing.
But what causes one person to like another? Persuasion science tells us that there are three important factors.
We like people who are similar to us, we like people who pay us compliments, and we like people who cooperate with us towards mutual goals. Get straight down to business. Identify a similarity you share in common then begin negotiating.
So to harness this powerful principle of liking, be sure to look for areas of similarity that you share with others and genuine compliments you can give before you get down to business. Especially when they are uncertain, people will look to the actions and behaviors of others to determine their own. You may have noticed that hotels often place a small card in bathrooms that attempt to persuade guests to reuse their towels and linens.
But could there be an even more effective way? Now imagine the next time you stay in a hotel you saw one of these signs. You picked it up and you read the following message: The science is telling us that rather than relying on our own ability to persuade others, we can point to what many others are already doing, especially many similar others.
So there we have it. Six scientifically validated Principles of Persuasion that provide for small practical, often costless changes that can lead to big differences in your ability to influence and persuade others in an entirely ethical way. They are the secrets from the science of persuasion.
Indeed tribes with the most dramatic initiation ceremonies also tended to have the highest group solidarity. Similarly, you are usually well served in giving small or no incentive for the behavior you want to encourage. People who had no major incentive feel like they chose and will accept more responsibility. An experiment in a beach showed the power of Commitment and Consistency even with the possibility of personal harm.
Researcher 1 left his radio near to take a stroll and a Researcher 2 stole it pretending it to be a thief. Only 4 out of 20 people it was tried on to stop him. Consistency is another way to reduce complexity and mental load by offering a shortcut.
He recounts a brilliantly funny story of a woman in a short skirt who employed the Commitment and Consistency tactic on him. At the end when the woman told him she had the perfect card to save him money he had no place to hide: Cialdini says that if the same were to happen today he would tell her she was chosen for the job for her physical attractiveness, that men would exaggerate to prove what great swingers they are and that he would not buy her club membership.
In those cases, we ought to ask ourselves this question: Control your behavior: Nobody likes canned laughter. But canned laughter makes us laugh longer and harder. Especially when the joke is of poor quality. It works because we get the feeling other people like it. Cialdini draws attention to a highly publicized instance in which a woman was let die without help in spite many had heard her screaming.
It happens for two reasons:. This phenomenon is called Pluralistic Ignorance. Similar experiments have been repeated with similar results. Social proof affects us most when the people around are somewhat similar to us.
When jaywalking we are more likely to follow up people similarly dressed to us for example. And it works in nefarious ways too: In highly publicized fight matches when a black fighter lost black homicide victims rose. When it was a white fighter who lost the homicide victims increased for white men. Cialdini talks about the now in famous Tupperware parties as an example. And he and says that referrals are a way of exploiting the Liking principle. We assign to good looking individuals characteristics such as talent, kindness, honesty, and intelligence.
Attractive people are voted more, receive more money in compensations, get hired more, and are twice as likely to avoid prison sentences. And, interestingly enough, most people are little nor aware at all their decisions have been swayed by physical attractiveness. We like people who are similar to us.
People who have similar background and interests, but also similar names. We need to be careful when we feel a bit too close to a salesperson because many sales programs teach to mirror and underline similarities. We love flattery and albeit we might know the flatterer has second motives we tend to believe praise anyway and we tend to like those who provide them even when the praise is false. We do are also associated with the crowd we hang out with and people do assume we have the same personality traits as our friends.
Advertisers using models for their cars want to associate beauty and desirability with their cars. And it often does work. Young men looking at cars with a model nearby rated it as faster, more appealing and more expensive than the same ad without model. Similar is the case of linking celebrities to products. Razran presented several political statements while and while not eating. Only the ones shown during eating gained approval.
Cialdini explains the phenomenon of sports-fan via the association principle. We associate to a sports club and then want them to win to prove our own superiority.
People feel their success will somehow raise their own social prestige.
It is widely acknowledged that the reason people kept going is that the authority figure kept insisting. Another example from Influence has probably had thousands of people laughing the whole world over. A typical authority figure is a doctor. A right ear infection, to be precise. The note said to administer the ear drops in abbreviate form. Such as: The nurse administered the ear drops in the anus. Neither she nor the patient said anything. Very few objected.
If you are incredulous, keep in mind that the behavior and demeanor of the authority figure is another important indicator on the likelihood that orders will be followed without reproach. Authority works because, like most other psychological triggers, it has several practical advantages for us.
It made sense to listen to authorities like parents and teachers. They both knew better and held control of our rewards and punishments. The appearance of authority is all it takes: And a title is often all that it takes. Cialdini says that titles are hence very popular among people short in substance. Prestigious titles lead people to assess the title holder as taller. We also estimate more expensive cars as bigger.
And estimate higher value coins as larger. Uniforms are another major symbol of authority. And so are suits. People jaywalking in a suit are more likely to be followed by bystanders than people dressed in casual clothes. Owner of prestigious cars receives special treatment.
The opposite was true for cheaper models. We constantly underestimate the power of authority influence. But Cialdini says that we naturally trust impartial authorities more than the ones who have something to gain from convincing us. A trick from compliance professionals is to criticize their product on a minor detail to gain our trust and then move to major positive traits.
You can be more on the lookout when this technique is used against you.
Cialdini then gives us a great example of a successful waiter using that technique get the book for the description. The cookies from the small jar were rated higher, more pleasurable to eat in the future and even of higher price. A second experiment gave a jar of 10 cookies, a jar of 2 cookies and a jar of 10 cookies then replaced by a jar of 2. The swapped 2 cookies jar was the highest rated.
Indeed we want most what has become scarcer rather than what has always been scarce. A third experiment shows that cookies who became scarce because of social demand were rated the highest of all.
The sub-communication, in this case, is that we are in competition for a scarce resource. Salespeople exploit this principle all the times with fabricated demand and competition. Cialdini says that revolutions are more like to happen when people have been given a taste of a better life.
Going from high to low, from happy to sad, usually, feel worse than if we had never had the good times. And people are more motivated by the thought of losing something than gaining something. Cialdini says that when we feel the competition urge we should stop, get rational again, assess why and how we really want the item and set a maximum price we are willing to spend.
Cialdini says that in an increasingly complex and fast-paced world we need our shortcuts to make decisions. And I love when Cialdini says that is exactly why we have the moral obligation to rebel and push back on any attempt to trick us with influence shortcuts.
The whole book is about practical application, but I wanna tell you one thing which was important in my development:. Stop Supporting Anyone to Feel a Winner I used to be either furious or ecstatic for any failure or victory of my favorite team or sportsperson. I had to reprogram myself. One, because you are giving up control of your feelings.