...Science says there is 6 reasons people say yes! The Six Principles of Influence ( Six Weapons of Influence) were created by Robert Cialdini, Regents' Professor Emeritus of Psychology and Marketing at Arizona State University. Cialdini identified the six principles through experimental studies: The six principles are as follows: 1. Reciprocity As humans, we generally aim to return favors, pay back debts, and treat others as they treat us. According to the idea of reciprocity, this can lead us to feel obliged to offer concessions or discounts to others if they have offered them to us. One example of this concept was tested with Mints being handed out with the bill at restaurants. Tips increased with server giving more than three mints and telling the customer that for being great customers she gave them extra. Tips increased exponentially. 2. Commitment Cialdini says that we have a deep desire to be consistent. For this reason, once we've committed to something, we're then more inclined to go through with it. For instance, you'd probably be more likely to support a colleague's project proposal if you had shown interest when he first talked to you about his ideas. 3. Social Proof This principle relies on people's sense of "safety in numbers." If you have ever been in a hotel and read the sign suggesting reuse of towels. Hotels learned that by putting a statement saying how many guests reuse towels the number actually increases. “90% of hotel guests reuse their...
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...Dr. Robert Cialdini and 6 principles of persuasion By Tom Polanski, EVP, eBrand Media and eBrand Interactive I have long been a big fan of Dr. Cialdini. I originally became familiar with his work years ago through, “Influence: The Psychology of Persuasion”. It’s a must read. It gave me useful tools to use for marketing to others and taught me how to resist the marketing efforts of others. Here is a reprint from a leading publication regarding his work and a new book he’s coauthored. It’s the cliff notes version of his original book which I referenced in the preceding paragraph. SUMMARY: Influencing others isn’t luck or magic – its science. There are proven ways to help make you more successful as a marketer and an office politician. We talked to a renowned expert on the science of influence and pulled excerpts from two of his books to demonstrate ways to make people say “yes” to your messaging and management. Includes links to scientific studies and takeaways to use at work or at home. Robert Cialdini, Regents’ Professor of Psychology and Marketing, Arizona State University, has spent 30 years studying the ways people are influenced. He’s whittled his findings down to six key principles, found in the fifth edition of ‘Influence: Science and Practice’. We interviewed Cialdini and also read through ‘Yes! 50 Scientifically Proven Ways to Be More Persuasive’, a book he co-authored with Noah Goldstein, a professor at the University of Chicago School of Business, and Steven Martin,...
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...About the Six Principles The Six Principles of Influence (also known as the Six Weapons of Influence) were created by Robert Cialdini, Regents' Professor Emeritus of Psychology and Marketing at Arizona State University. He published them in his respected 1984 book "Influence: The Psychology of Persuasion." Cialdini identified the six principles through experimental studies, and by immersing himself in the world of what he called "compliance professionals" – salespeople, fund raisers, recruiters, advertisers, marketers, and so on. (These are people skilled in the art of convincing and influencing others.) The six principles are as follows: 1. Reciprocity As humans, we generally aim to return favors, pay back debts, and treat others as they treat us. According to the idea of reciprocity, this can lead us to feel obliged to offer concessions or discounts to others if they have offered them to us. This is because we're uncomfortable with feeling indebted to them. For example, if a colleague helps you when you're busy with a project, you might feel obliged to support her ideas for improving team processes. You might decide to buy more from a supplier if they have offered you an aggressive discount. Or, you might give money to a charity fundraiser who has given you a flower in the street. 2. Commitment (and Consistency) Cialdini says that we have a deep desire to be consistent. For this reason, once we've committed to something, we're then more inclined to go through with it...
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...After spending a good amount of the semester discussing and learning about Robert Cialdini, it is safe to say that no good discussion on influence and persuasion can go very far without talking about the man who wrote the book on influence. After learning about Cialdini, we now know what he identifies as the six weapons of influence. The six weapons are reciprocity, commitment and consistency, social proof, liking, authority and scarcity. By weapons, what Cialdini really relays, are the six behavioral triggers that tend to create habitual and expected compliance. To see if these influences really exist in the real world, we made trips to places where we were going to be potential customers, being sold a product or service by someone. We decided to throw some variety in our choices, and ended up visiting a car dealership, golf store, and two privately owned golf courses. This paper will bring together Cialdini’s weapons of influence, and how they were used on our ventures. DeLacy Ford DeLacy Ford is a new and used car dealership, located on Transit Road in Elma. DeLacy Ford is one of the largest Ford dealerships in the Western New York region. DeLacy Ford is the second largest dealership ranked by sales volume (West Herr is number one) and third largest by on the lot inventory (West Herr is one, followed by Dave Smith Ford). DeLacy prides themselves on strong family and community ties, all while treating the customer with respect, dignity and low pressure sales tactics to ensure...
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...2011 Assignment 2 Persuasion, Science of influence Kunal Nagar,W0782056 MSIS ,Santa Clara university , 3/10/2011 Influence: The Psychology of Persuasion Persuasion is a form of social influence. It is the process of guiding oneself or another toward the adoption of an idea, attitude, or action by rational and symbolic (though not always logical) means.1Persuasion is often referred to as an art and influencing others isn’ luck or magic –its science. t Persuasion and Influence is big part of any consumer behavior, this goes in line with self-actualization theory and projected self or a corporation. There are proven ways to help make you more successful as a marketer and an office politician. In a world where every e-mail, every request and every event we plan competes against other compelling demands, the skill of persuasion is essential ,The ability to persuade others is critical to success, whether you are selling cars or a new corporate strategy. Psychology and marketing Professor Robert Cialdini has examined the component parts of influence, in the lab and on the street. He has learned that persuasion is a science as well as an art. So why do you want to know it? To communicate with your customers so that they become your raving fans ,they like you ,they like to read your message ,they give positive response ,cialdini ‘ techniques are used to increase sales ,to have s more responsiveness for customers, in case you want to research for requirement ,to make customers...
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...caught | When we conclude that there is something about a situation that is causing a person's behavior, we are making a(n)______ personal attribution ________ refers to the desire to undertake an activity because of external rewards, not because we find it interesting or enjoyable in its own right. Extrinsic motivation In the forbidden toy experiment the boys least likely to play with the forbidden toy robot when later given the opportunity to play with any toy they wanted were those who 6 weeks earlier had been told simply "it is wrong to play with the robot" before being left alone with the toys. | | When people make the fundamental attribution error, they tend to | | underestimate the situational influences on people's behavior | When you make a concession to someone, you give up something that you wanted from him/her. After you make the concession, it is most likely that you will make external justifications for your behavio _ refers to the desire to undertake an activity because of external rewards, not because we find it...
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...Robert Cialdini, author of Influence: Science and Practice, shared six different principles he termed ‘Weapons of Influence’. These weapons are as follows: Reciprocity, Commitment (and Consistency), Social Proof, Liking, and Scarcity. In the book, he gives extensive examples of each principle and how powerful it is in influencing the minds of people. In the following paragraphs, I will describe each one of these principles, provide common everyday examples and explain in detail which two principles are not only the most widely used but also the most effective. To begin with, the first principle is ‘Reciprocity: The Old Give and Take… and Take’. This is very similar to the norm of reciprocity. It entails a person to feeling obliged to do...
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...A ∑ E= mc 2 This eBook is provided by www.PlentyofeBooks.net Plenty of eBooks is a blog with an aim of helping people, especially students, who cannot afford to buy some costly books from the market. For more Free eBooks and educational material visit www.PlentyofeBooks.net Uploaded By Bhavesh Pamecha (samsexy98) 1 INFLUENCE The Psychology of Persuasion ROBERT B. CIALDINI PH.D. This book is dedicated to Chris, who glows in his father’s eye Contents Introduction 1 Weapons of Influence 2 Reciprocation: The Old Give and Take…and Take 3 Commitment and Consistency: Hobgoblins of the Mind 4 Social Proof: Truths Are Us 5 Liking: The Friendly Thief 6 Authority: Directed Deference 7 Scarcity: The Rule of the Few Epilogue Instant Influence: Primitive Consent for an Automatic Age Notes Bibliography Index Acknowledgments About the Author Cover Copyright About the Publisher v 1 13 43 87 126 157 178 205 211 225 241 INTRODUCTION I can admit it freely now. All my life I’ve been a patsy. For as long as I can recall, I’ve been an easy mark for the pitches of peddlers, fundraisers, and operators of one sort or another. True, only some of these people have had dishonorable motives. The others—representatives of certain charitable agencies, for instance—have had the best of intentions. No matter. With personally disquieting frequency, I have always found myself in possession of unwanted magazine subscriptions or tickets to the sanitation workers’ ball. Probably...
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...INFLUENCE The Psychology of Persuasion ROBERT B. CIALDINI PH.D. This book is dedicated to Chris, who glows in his father’s eye Contents Introduction v 1 Weapons of Influence 1 2 Reciprocation: The Old Give and Take…and Take 13 3 Commitment and Consistency: Hobgoblins of the Mind 43 4 Social Proof: Truths Are Us 87 5 Liking: The Friendly Thief 126 6 Authority: Directed Deference 157 7 Scarcity: The Rule of the Few 178 Epilogue Instant Influence: Primitive Consent for an Automatic Age 205 Notes 211 Bibliography 225 Index 241 Acknowledgments About the Author Cover Copyright About the Publisher INTRODUCTION I can admit it freely now. All my life I’ve been a patsy. For as long as I can recall, I’ve been an easy mark for the pitches of peddlers, fundraisers, and operators of one sort or another. True, only some of these people have had dishonorable motives. The others—representatives of certain charitable agencies, for instance—have had the best of intentions. No matter. With personally disquieting frequency, I have always found myself in possession of unwanted magazine subscriptions or tickets to the sanitation workers’ ball. Probably this long-standing status as sucker accounts for my interest in the study of compliance: Just what are the factors that cause one person to say yes to another person? And which techniques most effectively use these factors to bring about...
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...INFLUENCE The Psychology of Persuasion ROBERT B. CIALDINI PH.D. This book is dedicated to Chris, who glows in his father’s eye Contents Introduction 1 Weapons of Influence 2 Reciprocation: The Old Give and Take…and Take 3 Commitment and Consistency: Hobgoblins of the Mind 4 Social Proof: Truths Are Us 5 Liking: The Friendly Thief 6 Authority: Directed Deference 7 Scarcity: The Rule of the Few Epilogue Instant Influence: Primitive Consent for an Automatic Age Notes Bibliography Index Acknowledgments About the Author Cover Copyright About the Publisher v 1 13 43 87 126 157 178 205 211 225 241 INTRODUCTION I can admit it freely now. All my life I’ve been a patsy. For as long as I can recall, I’ve been an easy mark for the pitches of peddlers, fundraisers, and operators of one sort or another. True, only some of these people have had dishonorable motives. The others—representatives of certain charitable agencies, for instance—have had the best of intentions. No matter. With personally disquieting frequency, I have always found myself in possession of unwanted magazine subscriptions or tickets to the sanitation workers’ ball. Probably this long-standing status as sucker accounts for my interest in the study of compliance: Just what are the factors that cause one person to say yes to another person? And which techniques most effectively use these factors to bring about such compliance? I wondered why it is that a request stated in a certain way will be rejected...
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...Social influence occurs when one's emotions, opinions, or behaviors are affected by others.[1] Social influence takes many forms and can be seen in conformity, socialization, peer pressure, obedience, leadership, persuasion, sales, and marketing. In 1958, Harvard psychologist, Herbert Kelman identified three broad varieties of social influence.[2] 1. Compliance is when people appear to agree with others, but actually keep their dissenting opinions private. 2. Identification is when people are influenced by someone who is liked and respected, such as a famous celebrity. 3. Internalization is when people accept a belief or behavior and agree both publicly and privately. Morton Deutsch and Harold Gerard described two psychological needs that lead humans to conform to the expectations of others. These include our need to be right (informational social influence), and our need to be liked (normative social influence).[3] Informational influence (or social proof) is an influence to accept information from another as evidence about reality. Informational influence comes into play when people are uncertain, either because stimuli are intrinsically ambiguous or because there is social disagreement. Normative influence is an influence to conform to the positive expectations of others. In terms of Kelman's typology, normative influence leads to public compliance, whereas informational influence leads to private acceptance. [edit] Types Social Influence is a broad term...
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...Social behavior Lecture - 11 Reference; Chapter 16, Essentials of Psychology by Coon What Is Social Psychology ? • Scientific studies of how individuals behave, think, and feel in social situations; how people act in the presence (actual or implied) of others • Need to Affiliate: Desire to associate with other people; appears to be a basic human trait. • Experiment contd Experiment • We may conclude - „Misery loves company‟ • Later experiment – women expected to be shocked were given choice to wait with shock victims, others or alone. • In short „misery loves miserable company‟ • In General – We prefer to be with people in circumstances similar to our own Social Comparison and Attraction • Social Comparison: Making judgments about ourselves by comparing ourselves to others (e.g., comparing our feelings and abilities to those of other people) • Group membership fills needs for Social Comparison. • Compared notes after exam. • Example-Tennis player Interpersonal Attraction • Social attraction to another person. • Birds of a feather flock together, opposites attract • What does attract people to each other? Basically, we look for friends who are kind and understanding; have attractive personality, and who like us in return, and some other obvious factors Interpersonal Attraction • Physical Proximity: Physical nearness to another person in terms of housing, school, work place. – Closer people live to each other, more likely they are to become...
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...should opt for fear. Research from Harvard Business School's Amy Cuddy and consultants Matthew Kohut and John Neffinger refute that theory, arguing that leaders would do much better to begin with "love"—that is, to establish trust through warmth and understanding. Most leaders today approach their jobs by emphasizing competence, strength, and credentials. But without first building a foundation of trust, they run the risk of eliciting fear, resentment, or envy. Beginning with warmth allows trust to develop, facilitating both the exchange and the acceptance of ideas—people really hear your message and become open to it. Cultivating warmth and trust also boosts the quantity and quality of novel ideas that are produced. The best way to gain influence is to combine warmth and strength—as difficult as Machiavelli says that may be to do. In this article, the authors look at research from behavioural economics, social psychology, and other disciplines and offer practical tactics for leaders hoping to project a healthy amount of both qualities. Machiavelli says that when we judge others especially our leaders we look at two characteristics: how lovable they are? and how fearsome they are? These traits are so important because they are said to answer two critical questions “What are this person’s intentions toward me?” and “Is he or she capable of acting on those intentions?” People judged to be competent but lacking in warmth often elicit envy in others, an emotion involving both respect...
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...ACKNOWLEDGEMENT This research project would not have been possible without the support of many people. The authors wish to express their gratitude to the following individuals who generously offered help, invaluable assistance, support and guidance: The Almighty God, for giving the researchers the strength, courage and good health to carry out this study. Parents of the researchers, for their never-ending all out support morally and financially, for the encouragement that made the completion of this work possible; Mr. Paul Sherwind Belciña, the adviser, for being there, guiding the researcher and sharing his expertise and knowledge; Dr. Imelda Lagrito, the Chairman for the Social Behavioral Sciences, for assisting and permitting the researchers to conduct this study in the Department’s Psychotherapy Laboratory and for being one of the respectable panelists, for her intellectual advice and support in pursuing this research to its completion; Dr. Arlene Sotelo, the researcher’s thesis coordinator for her patience and understanding towards blemishes. To the panel members; Miss Najie B. Responte, Dr. Virginia P. Mollaneda, Dr. Araceli P. Villacarlos, and Dr. Louise Anne D. Librando for their valuable suggestions and intellectual advice for the refinement of this study; Dr. Leovigildo Manalo, the researcher’s statistician for sharing his knowledge and skills with the statistical procedure needed for the study. Dr. Renita Calago, Principal for the Elementary Department...
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...course you know we've got a first degree murder charge here, and if we vote the accusedguilty, we've got to send him to the chair" stated Juror #1, the foreman of the group beforetheir first vote. 12 Angry Men tells the story of a jury made up of twelve men as they discussthe guilt or innocence of a defendant, referred to as the boy, on the basis of reasonabledoubt. The film explores many negotiation techniques, and the difficulties encountered in amulti-party negotiation process where the common goal is to try to reach a unanimousconclusion. The paper will cover the range of bargaining and negotiation styles used among thegroup of men whose personalities add to the intensity of the conflict. This paper will skillfullyfollow the influence weapons and negotiation fouls of each Juror one by one as the negotiationflows from nearly a unanimous guilty verdict to an absolutely unanimous non-guilty verdict. Juror #1Either through volunteering or chronological delegation, juror #1 was the foreman of the groupand tasked with leading the discussion, which quickly turns into a quite interesting negotiation.He was not very assertive, especially when it came to his role of authority, offering to give it upto anyone that would want it. He was however, highly cooperative, making sure the trial wasfair and all the other jurors were heard. Overall he was non-resistant and had anaccommodating negotiation style. His target point was running the trial based on how everyoneelse wanted to...
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