Since the dawn of humankind, humans not only survived but thrived because of interpersonal communication. The ability to communicate with one another has resulted in our superiority over all of Earth’s other creatures. Being able to ask another person to do something as simple as “take out the trash” is an impossible feat for all other species yet it appears to be innate for us. Likewise, people have the ability to understand and not comply with our requests. That’s where Cialdini and the science of persuasion comes in.

Dr. Robert B. Cialdini PhD

Robert B. Cialdini is the authoritative figure on persuasion. A Ph.D. graduate from Columbia University, Dr. Cialdini is president of Influence At Work, a company based on groundbreaking research on business applications of influence. Cialdini has done hundreds of studies with a team of psychologists on the subject of influence and persuasion. He published his findings over three books, most notably Influence: The Psychology of Persuasion.

What’s It About?

Influence is based around six main principles Cialdini has discovered over his years of research which he has dubbed the “weapons of influence”: reciprocation, commitment and consistency, social proof, liking, authority and scarcity. Throughout the book, he extensively covers these six weapons. The book is divided one chapter per weapon with several real life examples of each. Since this is a science based book, Cialdini cites the various studies with explanations, balancing dry information and examples.

I have read countless books with research, studies and facts, and found that a common problem arises between information quantity and quality of writing. Cialdini achieves a good balance. Each topic he covers has several studies which he explains in a very entertaining manner. Citing personal anecdotes, throwing in comedic expressions and having actual useful research kept me from putting this book down all weekend. In addition, he uses examples that affect our day to day lives.

Scientific Content

Many research studies and applications are obsolete and we have no applicable use for them, such as Freud’s theories on our secret sexual desire for our parents and urge to kill the parent of the same sex. Cialdini goes around this problem by using plenty real life examples and tells us how they work and how to deal with them. For example from his chapter on Social Proof,

“Advertisers love to inform us when a product is the ‘fastest-growing’ or ‘largest-selling’ because they don’t have to convince us directly that the product is good, they need only say that many others think so, which seem proof enough.”

This is a situation that is evident in our daily lives from the thousands of advertisements we are slammed with wherever we look. With such examples, Cialdini is not only showing us how we can deploy the persuasive research to our advantage, but also be able to pick out when we are trying to be manipulated.

Click, Whirr

At the end of each of his chapters, he dedicates one section on “How to Say No”. In it he covers how to negate other people’s attempts at persuading you using his six methods. Many of the techniques he presents can trigger automatic responses (or click-whirr as he calls them) which don’t require any substantial evidence to persuade and are instead used as a means of manipulation. For example, one of the first (and I personally find important) persuasion methods he talks about is the word “because”. Simply using the word “because” establishes an unconscious response that increases the likelihood of receiving an acceptance response as proven by the Xerox study.

In this study, a woman pretended that she needed to make copies while there was a line to use the Xerox machine. They wanted to cut the line and did it by asking to skip ahead of everyone else in three different ways. The first was by asking, “Excuse me, I have 5 pages. May I use the Xerox machine?” Phrasing the question in such a way resulted in a 60% “yes” response, 60% of the time a person was asked, they complied with the request. The next was to provide a reason by asking “Excuse me, I have 5 pages. May I use the Xerox machine because I’m in a rush?”. In this case, 94% agreed to let her cut ahead. The key to this study came from the third phrasing of the sentence, “Excuse me, I have 5 pages. May I use the Xerox machine because I need to make copies?”. Even though she did not provide any ‘real’ reason for using the Xerox machine (of course she wants to make copies, what else is a Xerox machine for?), a whopping 93% of people asked let her jump ahead. This is the automatic response used in a manipulative way – creating persuasion by using these small words that trigger neurological responses that make us comply.

Reader Responses

It’s a Deal. Photo from Catskill Real Estate.

Since this is a revised edition of the book, Cialdini also put reader submitted examples at the end of each chapter. These show real people using the principles they’ve just learned to persuade in their every day lives. My favorite example is from the section on the “contrast principle” which states that we see things completely differently when we view two different items in succession. For example, if we buy a suit for $495, a sweater costing $95 seems a lot cheaper as compared to the suit. If, on the other hand, we bought a pair of socks for $6, a sweater for $95 would seem very pricy. In the book’s example, a college student wrote a letter to her parents about how her dorm burned down, she fractured her skull, got married and became pregnant. At the end, she told them that not of it was true and that she is failing two courses and wanted them to see it in the right perspective. This is both an entertaining and informative example of how to use and apply the contrast principle in both business and non-business applications.

Examples To Connect

Since this is a scientific study of persuasion, Cialdini sources all his studies in addition to making small footnotes about particular studies. All of these can be found at the end of the book, as opposed to within the actual pages. Putting everything at the end makes reading the book a lot more reader friendly and doesn’t carry the dry textbook feel. Even when he presents straight forward facts, he adds commentary that makes the book seem a lot more enjoyable and also easier to remember.

Once again the predictions were strikingly accurate: When the newspaper detailed the suicide of a young person, it was young drivers who then piled their cars into trees, poles, and embankments with fatal results… This last statistic crushed me. I am left wholly convinced and, simultaneously, wholly amazed by it. Evidently, the principle of social proof is so wide-ranging and powerful that its domain extends to the fundamental decision for life or death.

This would be the equivalent of commentators when you are watching a sports game. You can see everything that is happening but without the commentators, the game just isn’t as interesting (unless you are at the actual game which is equivalent to performing the actual study). Cialdini provides his own incite on how he applies his own concepts to life.

To Read or Not To Read?

I believe this book should be required for all people in business. It teaches many vital concepts of influencing, negotiating and just plain communication that necessary for people. Additionally, all persons interested in psychology would be equality fascinated by the contents of Influence – especially those who are fond of social psychology. Even people outside of business and psychology would benefit from reading this book and putting its lessons into practice. Being able to communicate your point of view on any topic across any audience is advantageous in daily situations. This is a book I read more than once and recommend you do to.

Buy Influence: The Psychology of Persuasion (Collins Business Essentials)

Most people associate lower cost to lower quality. So when a person releases a product that is cheaper than a competitors, people automatically assume that it is worse.

The Proof Is In The Jewelry

This is an example from Robert Cialdini’s book Influence. A woman owns a jewelry store and has turquiose pieces that just don’t seem to be selling. She is about to leave for a trip and tells her salesperson to list the items at 1/2 price, thinking that if the price gets marked down, more people will buy it.

When she gets back, all the pieces have sold out. But the salesperson mistook her 1/2 price for 2x the price – each item sold for twice what it was selling for originally.

Why did that happen? People saw the large price tag and immediately thought, “This is expensive. It must be good quality and prestigious. SOLD!”

Drubeck Brothers Story

When I first read this story, it blew my mind. These men are absolute geniuses. Direct story from the book:

Culturist and author Leo Rosten gives the examples of the Drubeck brothers, Sid and Harry, who owned a men’s tailor shop in Rosten’s neighborhood while he was growing up in the 1930s. Whenever the salesman, Sid, had a new customer trying on suits in front of the shop’s three-sided mirror, he would admit to a hearing problem, and, as they talked, he would repeatedly request that the man speak more loudly to him. Once the customer had found the suit he liked and had asked for the price, Side, would call to his brother, the head tailor, at the back of the room, “Harry, how much for this suit?” Looking up from his work and greatly exaggerating the suit’s true price – Harry would call back, “For that beautiful all-wool suit, forty-two dollars.” Pretending not to have heard and cupping his hand to his ear, Sid would ask again. Once more Harry would reply, “Forty-two dollars.” At this point, Sid would turn to the customer and report, “He says twenty two dollars.” Many a man would hurry to buy the suit and scramble out of the shop with his “Expensive=good” bargain before Poor Sid discovered the mistake

How To Sell Stuff For Cheaper

Brilliant.

So you want to sell stuff for less but let people know that your wares are just as good as the overpriced products sold elsewhere. Here are two ways:

1) Reduced from _____

Let your buyers know that the actual product is worth $XXX but you have decided to reduce the price. This way, people will associate the value they are getting as the inflated price and score a great deal with your reduced price. [From Influence]

2) Let them know the opportunity cost

This just came into my inbox today and I really enjoyed it.

http://www.insideinfluence.com/article.html – July 09

Here is the crucial excerpt:

The authors of the research note that the furniture retailer/manufacturer IKEA used this strategy brilliantly in a recent ad campaign in Singapore. In one advertisement, the left pane featured an unhappy woman standing by a fancy-looking cabinet containing only a single pair of shoes. The caption underneath read, “Customized cabinet ($1670) + 1 pair of shoes ($30) = $1700.”

In contrast, the right pane of the ad featured a woman in front of a less ornate IKEA cabinet that was filled to the brim with shoes. The caption underneath showed that the cabinet’s price ($245) plus the price of 48 pairs of shoes ($1440) was still less than the $1700 from the other pane (Frederick et al., in press, p. 24-25).

Make the customer think about all the money they will save and what they can spend it on instead of blowing the extra cash on a competitors product. I wish I could find that ad…

Well there you go. Keep in mind, when coming up with a product price, always test from high to low. Usually doesn’t work too well the other way around.

No need to reinvent the wheel.

For more information on him, you can check out his books or website.

Source: http://www.nuffy.net/pics/misc/advertising/creative_commercial_12.jpg

The first part of the study consisted of following  4,739 participants over a period of 20 years. They asked them to rate their level of happiness. Likewise, they also rated the happiness of their networks (neighbors, family, friends), their network’s networks and their network’s network’s networks. What was found? Happy people have happy networks. Additionally, your happiness can be increased by people whom you have never met.

The second part is conducted online where they pulled basically the same experiment but with college students on facebook and happiness was rated by smiling photos. The same results were found.

What should we take away from this? Surround yourself with happy people, tell those people to do the same and pass it down, and you will be a happier person.

More detailed

It's a very nice!

Leadership – We all want it but what exactly makes a good leader? Luckily, you are not the only person who has asked this question. Social psychologists have studied what makes great leaders and have found interesting results.

For those of you who know the basics, check out this free “7 SEO Sins” email report from StomperNet

http://stomping2.com/7-deadly-seo-mistakes/

Enjoy

Your new role model.

Get Energized
You cant go about your day if you don’t have any energy. So to make sure you have the right dietary idea:

• Eat breakfast. Preferably something with carbs and alow glicemic index. I’m talking oatmeal.
• Get all your vitamins. Vitamins should be supplements, not your daily supply. Get your daily requirements of protein, vegetables and fruits and you’ll feel a lot better.
• Get sleep. Each person’s body requires a different amount of sleep. Make sure your leave time for your body to fully recharge overnight.
• Exercise for a short period of time each morning to get the blood flowing for the rest of the day.
• Drink lots of water. Most people don’t drink enough water which leads to quick energy loss.

Excuse removed: I’m too tired to do this now.

Make a Game Plan
Make it complete. Take it from the very, very top – as if you haven’t done anything yet. First, establish a general goal (e.g. create a successful business grossing $100k per year). Next, make a short term goal (e.g. generate $5k gross in first month of business). Then plan out all the steps needed to make that short term goal happen (e.g. develop marketing plan, register business, develop product, hire VA, test and examine results, etc.) Be as specific as possible.

WRITE it all down on a piece of paper (neatly) and stick it next to your work area. This will serve as a constant reminder for what needs to get done.

Excuse removed: I don’t know what to do next.

There should only be two hands.

Plan Out Your Time
Make sure you know what you are going to do, when you are going to to do them and for how long. Write it out and tack it next to your game plan. STICK TO IT. If you find yourself with extra time on your hands and want to get ahead (maybe do two days worth in one day) feel free, but don’t think of its as “I did double yesterday, don’t need to do anything today”. When you start substituting, it starts working in reverse as well. “I don’t feel like doing it today, I’ll just to double tomorrow.” Tomorrow rolls around and you get nothing done again.

If you can’t make a time based plan, maybe you aren’t ready to set your plan in motion.

Excuse removed: I don’t have enough time.

Determine Your Motivation
Why do you want to do this? Really think about the reason. This is the drive that will keep you going when you feel extremely lazy so it better be damn good. If you ever feel like not following your plan and time schedule, simply thinking about your motivation should be enough to put you back into the rhythm.

Excuse removed: All of them

Yeah we are

Finally. I’ve been holding back on buying the first edition for the revised one to come out since a friend recommended it to me.

Predictably Irrational by Dan Ariely

The subject of the book is behavioral economics, the irrational decisions we as humans make in life. More specifically, when it come to money decisions. This is a (I would hope) growing career especially since the economic collapse and everyone who is interested in either business or psychology should read up on some concepts developed by this field. The best way to show you how great this field is, is with an example.

MIT Economist Subscription Pricing Study

So back in the day, Dan Ariely noticed something weird about economist.com subscription options.

Web only – $59
Print only – $125
Web + Print – $125

Well well. A regular pricing model would have continuous price increases as value offered increases but here we have web+print for the same price as print only. He decided to run a survey at MIT (where he teaches).

He sampled 100 students and presented them with those three options. 16 chose web only, 84 web + print, and unsurprisingly, none chose print only. Since nobody chooses the print only option, it really has to place in their pricing chart right? So he took out the print only option and gave the survey with only those two options. Results:

Mind Blown

I’ll give you a minute to let that seep in. The number of print + web subscriptions dropped from 84% to 32% (which would be a loss of $3000). How could removing an option, that no one chose when available, have such a dramatic effect on a buyer’s decision? The answer, human’s are irrational. Having the print only option sets a reference value point which establishes the worth of the print only option. Without the reference, customer’s do not have that value established and find that the web only option is a better decision.

I’m sure he explains it more clearly and with more detail in his book, which is chock full of such research studies. Adding this book to my slowly growing library. Read it.