Principles of Persuasion

Principles of Persuasion

These principles will be seen in any influence-setting situation. It is crucial to take a
psychological step back, away from the situation to ask oneself, “Why do I feel this
obligation to say yes to this person’s request [or to believe what this person is telling
me]?” Is a person just feeling obligated towards the other because the other person
gave him something; or because he or she seems to be an “authority”; or because the
person claims to have exclusive truth. Is it because he or she is “a nice person”; or
because all his friends signed up; or because one is already agreed to an earlier
request? Are these reasons, by themselves, sufficient to warrant a person going ahead
and saying yes? One has to make sure that there are legitimate reasons for going
forward.
According to Cialdini, when it comes to utilizing the principles of persuasion, there are
three different categories under which people fall - Bunglers, Smugglers, and Sleuths.
The “Bungler” is the individual who doesn’t understand how to use the most powerful
principles of influence and, consequently, fumbles away opportunities for beneficial
change.
The “Smuggler” is the person who understands these principles of influence perfectly
well, but who imports them illicitly into situations where they don’t naturally exist, thereby
producing the gain that is one-sided and temporary.
The “Sleuth” on the other hand, uncovers the power principles that naturally reside in
the influence situation and brings them to the surface to the long-term advantage of
both parties
Cialdini says it is only through the Sleuth’s approach that an influence agent or
persuader can bring about the desired change in others that is both effective and
ethical.

The Six Principles of Reciprocity...contd.,

The Six Principles of Reciprocity...contd.,

AUTHORITY (if an expert says it, it must be true)
People automatically believe the expert or follow those in authority. This is true even if
the person is not and cannot be an authority, but is only perceived as such. They react
automatically, without thinking, because an “authority” says so. The most credible
authorities are both knowledgeable and trustworthy. TRUST

One must be impartial, unbiased and honest. A shortcut to gaining trust is to
say something mildly contradictory to one’s own position. Then one will be seen
as impartial, willing to acknowledge the negative side of one’s own position,
and one will thus establish credibility.

b. MISPLACED TRUST
Trust can be established either by “smuggling” or by being honest and providing
the truth.

CONSISTENCY (I can’t back out now, nor do I need to)
a. Obtain a commitment
People become more certain after they invest in something—or make a
decision.
b. Start small and build
Start by getting a person to make a very small commitment, and then ask for increasingly
larger requests. The build-up can be slow, subtle and insidious. Once the commitment
is made, it is very hard to change.

CONSENSUS (everyone is doing it)
a. The actions of many others
People often look to see what other people are doing before they act. In
Singapore, a bus strike caused a run on a bank and its closure because the
people outside the bank waiting for the bus created the impression of a problem
with the bank.

b. The actions of similar others
“The more one sees others like him/her doing something, the more one does
what he/she does”

c. Rejection of Original Referent Group
If the original referent group is rejected, a person is susceptible to the coercion
and persuasion of the new group. This is one of the techniques used by cults: reject
normal society, parents, and friends and substitute the cult.

LIKING (positive connections create liking)
a. Similarities
A person likes people who are like himself/herself.
b. Compliments, praise
People like to be complemented by others, whether the compliment is true or
false.
c. Cooperative efforts
Bonds form through cooperative efforts, whether natural and legitimate or unnatural
and manipulative.

The Six Principles of Reciprocity

The Six Principles of Reciprocity

Scarcity (if I can’t have it, I want it)

Something held in abundance is much less highly valued than something is scarce.
Deceptive groups use this, for example, by saying that this is the only way to salvation.
To a slightly less degree this is also done when the group claims to be the “best,” the
“closest to the will of God,” “God’s Green Berets,” the “fastest path to enlightenment,”
etc.

a. Exclusivity of information
Exclusive information is more prized and more readily believed. A test of scarcity
showed that scarcity of commodities produced increased revenue, but the
exclusivity of the information about a future shortage produced a far greater
increase in revenue. It should be noted that the information must be true to
maintain the relationship of trust.

b. Rivalry for scarce items
Scarcity can be manipulated, especially by creating a rivalry for it. In cults, this can
apply to such things as leadership positions, praise from the leader and other
special favors.

Governing Principles of Persuasion

Governing Principles of Persuasion

An important attribute of managing is the ability to persuade others to accept ideas
and follow certain courses of action. Where senior individuals give directions,
intermediaries may be required to influence the behavior, thought process and actions
of others in order to comply with that direction.  A manager’s level of success or failure
may be determined by his/her ability to influence people within his/her own organization,
as well as those operating in other organizations.

The six principles of influence that are used everywhere in society are discussed by
Dr. Robert Cialdini. While these are common principles that can be effective, ethical,
and lasting, they can also be used unethically, as by those leading totalist groups.
Compliance is behavior that occurs only because it is requested, that is, getting what
one asks for. The Six Principles of Reciprocity are:

1. Reciprocity (give and take)

a. Obligation People are programmed from childhood to pay back those who
give them something. If someone gives a present for their birthday, they have to
give that person a gift for his birthday. If someone sends a Christmas card,
people feel that they must send them one. Those who only take are called
moochers, ingrates, parasites.
For example, the Hare Krishna Societies are mostly funded by contributions.
They give something like a book or flower, and then ask for money. People buy
their way out of the obligation. Some try to give back the flower, or throw it on
the ground in order to break free. Reciprocation of concessions
A person will start by asking for something very high, and then come down.
Compliance is very high in this situation.

Persuasion Process

Persuasion Process

Reinforce positions with vivid language and compelling evidence:

Persuasion requires the presentation of evidence — strong data in multiple forms (stories,
graphs, images, metaphors, and examples). Persuaders need to make positions come
alive by using vivid language that complements graphics.
In most cases, a rock-solid argument:
• Is logical and consistent with facts and experience
• Favorably addresses your audience’s interests
• Eliminates or neutralizes competing alternatives
• Recognizes and deals with office politics
• Receives endorsements from objective, authoritative third parties

Connecting emotionally with audiences: 

Good persuaders are aware of the primacy of emotions and are responsive to them. They know how to maintain a balance between professionalism and their own emotional commitment to the position they are advocating. Their connection to their audience demonstrates both intellectual and emotional commitment to their position. Successful persuaders cultivate an accurate sense of their audience’s emotional state and they adjust their arguments accordingly.

Whatever their position, they must match their emotional fervor to their audience’s
ability to receive their message.

Proven Approaches for Strengthening Emotional Connection
• Go to the heart of the audience
• Use highly descriptive and involving stories and illustrations
• Use visuals to illustrate your points
• Show how the issue has touched you personally

Persuasion Process-Framing common goal with colleagues

Persuasion Process-Framing common goal with colleagues

 Effective persuader must be adept at describing the position in terms that illuminate the person’s point advantages that he/she is trying to persuade. It is a process of identifying shared benefits. This requires conversations to collect essential information by asking thoughtful questions. This
process will often prompt to alter the initial argument or include compromises.

Peter Sandman identifies four kinds of colleagues or the public with varying levels of
‘involvement’ with a persuader’s issue of interest that managers should learn to cope

• Fanatics: Persuader’s issue is their main interest aside from job and family.
They can not turn their interests.
• Browsers: Persuader’s issue is on their ‘worry list’, but way at the bottom.
• Attentive: Persuader’s issue is on his/her top-10 list.
• Inattentive: They do not know and they do not want to know.

Persuasion Process

Persuasion Process

Persuasion is an essential proficiency for all leaders. According to Professor Jay
Conger, “effective persuasion involves four distinct and essential steps.”

Establish credibility - Credibility grows out of expertise and relationships. A persuader
needs strong emotional characteristics and integrity. The need to listen carefully to other
people’s suggestions and establish an environment in which they know their opinions are
valued. They should prepare by collecting data and information that both support and
contradict their arguments through – surveys, focus groups, interviews, sounding boards
with colleagues/experts and personal hunches.

Credibility factors - Expertise

• Well informed
• Studies issues thoroughly
• Clearheaded/reasonable in beliefs
• Provides reasons/evidence in response to objections
• Avoids foolish/exaggerated opinions
• Is own person/not easily misled
• Has specialized training/experience

• Credibility Factors: Relationship\

• What’s said matches what’s done
• Truthful/admits mistakes
• Acts out of conviction, not expediency/opportunism
• Concerned for others rather than self
· Emotionally stable
• Not intimidating, domineering, submissive, lacking conviction
• Has emotional/personal stake, not “just business”