Influence: Science and Practice: Difference between revisions

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

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'''''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.

'''''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 findings in the book are backed up by numerous [[empirical]] studies conducted in the fields of psychology, [[marketing]], [[economics]], [[anthropology]] and [[social science]].

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, [[marketing]], [[economics]], [[anthropology]] and [[social science]].{{Citation needed|date=June 2023}}

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

==Six keySeven weaponsPrinciples of influenceInfluence ==

===Reciprocation===

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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 favor. When this is turned down, a smaller favor is asked for. This is likely to be successful because a concession on one side (the down-scaling of the favor) will be reciprocated by a concession by the other party (agreement to the smaller favor).

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

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People have a general desire to appear consistent in their behavior. 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 behavior toward or resulting in a negative outcome is called ''[[escalation of commitment]]''.

===Social proof===

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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".

Also called "Group think", examples of this are when you see on products like toothpaste "America's #1 Toothpaste" it will subconsciously influence you to buy.

Politicians use this all the time, just by having people standing behind them gets them more votes from people watching at home.

===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:

* [[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.

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.

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

* People tend to like those who pay them compliments.

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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===

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

===Unity===

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.

==References==

{{Reflist}}

==External links==

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

[[Category:Psychology books]]

[[Category:Books about persuasion]]