Influence: Science and Practice: Difference between revisions

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{{Short description|Psychology book by Robert Cialdini}}{{more citations needed|date=June 2022}}

'''''Influence: Science and Practice''''' (ISBN 0-321-18895-0) is a [[Psychology]] book from 2003<ref>{{cite web | url=http://libris.kb.se/bib/10125706 | title=LIBRIS Sökning: "Influence : science and practice / Robert B. Cialdini" | accessdate=June 13, 2012}}</ref> examining the key ways people can be influenced by "Compliance Professionals". The book's author is [[Robert Cialdini|Robert B. Cialdini]], Professor of Psychology at Arizona State University.

The key premise of the book is that, in a complex world where people are overloaded with more [[information]] than they can deal with, people fall back on a decision making approach based on generalizations. These generalizations develop because they allow people to usually act in a correct manner with a limited amount of thought and time. However, they can be exploited and effectively turned into weapons by those who know them to influence others to act certain ways.

{{italic title}}

The findings in the book are backed up by numerous [[empirical]] studies conducted in the fields of [[Psychology]], [[Marketing]], [[Economics]], [[Anthropology]] and [[Social Science]].

'''''Influence: Science and Practice''''' ({{ISBN |0-321-18895-0}}) is a [[Psychologypsychology]] book from 2003<ref>{{cite web | url=http://libris.kb.se/bib/10125706 | title=LIBRIS Sökning: "Influence : science and practice / Robert B. Cialdini" | accessdate=June 13, 2012}}</ref> examining the key ways people can be influenced by "Compliance Professionals". The book's author is [[Robert Cialdini|Robert B. Cialdini]], Professor of Psychology at Arizona State University.

The author also worked undercover in many [[compliance (psychology)|compliance]] fields such as car sales and door-to-door sales.

The key premise of the book is that in a complex world where people are overloaded with more [[information]] than they can deal with, people fall back on a decision making approach based on generalizations. These generalizations develop because they allow people to usually act in a correct manner with a limited amount of thought and time. However, they can be exploited and effectively turned into weapons by those who know them to influence others to act certain ways.<ref>{{Cite book |last=Cialdini |first=Robert B. |title=Influence : science and practice |date=2001 |publisher=Allyn and Bacon |isbn=0-321-01147-3 |edition=4th |___location=Boston, MA |oclc=43607370}}</ref> A seventh lever on "unity" has been added to the most recent edition.<ref name=":0">{{cite web |author1=Robert Cialdini |author1-link=Robert Cialdini |title=Dr. Robert Cialdini's Seven Principles of Persuasion {{!}} IAW |url=https://www.influenceatwork.com/7-principles-of-persuasion/ |website=Influence at Work |access-date=18 May 2022}}</ref> To date, the book has sold over two million copies and been published in 25 different languages.<ref>{{Cite web |title=Goodreads |url=https://www.goodreads.com/book/show/2457866.Influence |access-date=2023-05-02 |website=Goodreads |language=en}}</ref><ref>{{Cite journal |last=Carrell |first=Bob |date=1986 |title=Review of Influence: Science and Practice |url=https://www.jstor.org/stable/4622112 |journal=Journal of Advertising |volume=15 |issue=3 |pages=57 |jstor=4622112 |issn=0091-3367}}</ref><ref>{{Cite journal |last=Boster |first=Franklin J. |date=August 1988 |title=INFLUENCE: SCIENCE AND PRACTICE (Book) |journal=[[Quarterly Journal of Speech]] |volume=74 |issue=3 |pages=363–366}}</ref>

The findings in the book are backed up by numerous [[empirical]] studies conducted in the fields of [[Psychology]]psychology, [[Marketingmarketing]], [[Economicseconomics]], [[Anthropologyanthropology]] and [[Socialsocial Sciencescience]].{{Citation needed|date=June 2023}}

The key "weapons of influence" outlined are:

The author also worked undercover in many [[compliance (psychology)|compliance]] fields such as car sales and door-to-door sales.

==Reciprocation==

People generally feel obliged to return favours offered to them. This trait is embodied in all human cultures and is one of the human characteristics that allow us to live as a society.

== Seven Principles of Influence ==

===Reciprocation===

People generally feel obliged to return favoursfavors offered to them. This trait is embodied in all human cultures and is one of the human characteristics that allow us to live as a society.

Compliance professionals often play on this trait by offering a small gift to potential customers. Studies have shown that even if the gift is unwanted, it will influence the recipient to reciprocate.

A variation on this theme, known as the "[[door-in-the-face technique]]", is to ask for a particularly big favourfavor. When this is turned down, a smaller favourfavor is asked for. This is likely to be successful because a concession on one side (the downscalingdown-scaling of the favourfavor) will be reciprocated by a concession by the other party (agreement to the smaller favourfavor).

Reciprocation is an application of [[Reciprocityreciprocity (social psychology)|reciprocity]].

===Commitment and consistency===

People have a general desire to appear consistent in their behaviourbehavior. People generally also value consistency in others.

Compliance professionals can exploit the desire to be consistent by having someone make an initial, often small, commitment, known as the "[[foot-in-the-door technique]]". Requests can then be made that are in keeping with this initial commitment.

People also have a strong desire to stand by commitments made by providing further justification and reasons for supporting them. Compliance professionals exploit this with the so-called "[[low-ball]]" technique, where buyers agree to an attractive offer before it is altered to be less favorable to them and more profitable to the seller. This pattern of behaviourbehavior toward or resulting in a negative outcome is called ''[[escalation of commitment]]''.

===Social proof===

People generally look to other people similar to themselves when making decisions. This is particularly noticeable in situations of uncertainty or ambiguity.

This trait has led compliance professionals to provide fake information on what others are doing. Examples of this are staged interviews on television advertisements or "infomercials".

===Liking===

People are more likely to agree to offers from people whom they like. There are several factors that can influence people to like some people more than others:

There are several factors that can influence people to like some people more than others:

* [[Physical attractiveness]] can give people a "halo" effect whereby others are more likely to trust them and think of them as smarter and more talented.

* [[Physical attractiveness]] can give people a "[[halo" effect]] whereby others are more likely to trust them and to think of them as smarter and more talented.

* People tend to like people who are most like themselves.

* People tend to like those who pay them compliments.

* People who they are forced to cooperate with to achieve a common goal tend to form a trust with those people.

* People tend to like people that make them laugh. For example, many lectures start with a joke.

Any one of the above methods may not help influence people, but used in combination, their effects can be magnified.

===Authority===

The [[Milgram experiment]] ran by [[Stanley Milgram]] provided some of the most stunning insights into how influential [[authority]] can be over others.

People often actreact in an automated fashion to commands from authority and even to symbols of authority (such as [[academic degree]]s, [[uniform]]s, expensive cars, etc.), even ifwhen their instincts suggest the commands should not be followed.

===Scarcity===

People tend to want things as they become less available. This has led advertisers to promote goods as "limited availability", or "short time only".

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Items are also given a higher value when they were once in high supply but have now become scarce.

===Unity===

==Influencing as a process==

People value being part of a team or group. Used in a negative way, it can create an "Us vs. Them" mentality. Used in a positive way, it can make people feel that they are part of a group in which everyone looks out for one another.

The concepts presented above may be incorporated into a process to be followed by prospective influencers.

The required preliminary activity is to make sure that the contemplated situation should indeed follow the influencing process as compared to some other similar process. This [http://www.flickr.com/photo_zoom.gne?id=103579840&size=o diagram] helps in evaluating this decision. Next, if influencing is appropriate for the contemplated situation, the following steps may be performed.{{Fact|date=April 2009}}

* Phase 1: Before the influencing session

** Step 1: Prepare and plan: The first step is to determine exactly what the influencer needs from the people to be influenced, or client(s). Next, the needs and wants of the client are determined and the opening statement is prepared. The opening statement should present an offer that, if accepted, will also help to satisfy the influencer's needs. Possible negative reactions are anticipated and useful responses are planned. Role-play is a good way of maximizing the effectiveness of the preparation. Consult [http://www.mbatoolbox.org/stories/storyReader$12 Influencing] for details and examples.

* Phase 2: At the influencing meeting

** Step 2: The opening statement is presented.

** Step 3: The client's needs are confirmed.

** Step 4: Listen to the client's response and respond appropriately.

** Step 5: Ask the client to accept the prepared offer.

** Step 6: If the client accepts, thanks are expressed and any required formalities are completed. If the client refuses, another attempt may be made at another time or another potential client may be visited.

* Phase 3: Analysis after the meeting.

** Step 7: Reviewing the influencing experience helps one learn the lessons on how to achieve a better outcome. Therefore, one should take the time to review each element and ask oneself, "what went well?" and "what could be improved next time?"

==External links==

*[http://www.martialdevelopment.com/blog/comforts-of-mindless-consistency/ The Comforts of Mindless Consistency - A Case Study by Robert B. Cialdini]

Herro this is boring.I do not understand. -

==References==

{{Reflist}}

[[Category:Psychology books]]

[[Category:Books about persuasion]]