Influence: Science and Practice (5th Edition)
Robert B. Cialdini
Format: PDF / Kindle (mobi) / ePub
Influence: Science and Practice is an examination of the psychology of compliance (i.e. uncovering which factors cause a person to say “yes” to another's request).
Written in a narrative style combined with scholarly research, Cialdini combines evidence from experimental work with the techniques and strategies he gathered while working as a salesperson, fundraiser, advertiser, and in other positions inside organizations that commonly use compliance tactics to get us to say “yes.” Widely used in classes, as well as sold to people operating successfully in the business world, the eagerly awaited revision of Influence reminds the reader of the power of persuasion.
Cialdini organizes compliance techniques into six categories based on psychological principles that direct human behavior: reciprocation, consistency, social proof, liking, authority, and scarcity.
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included among the six principles the simple rule of material self-interest: that people want to get the most and pay the least for their choices. This omission does not stem from any perception on my part that the desire to maximize benefits and minimize costs is unimportant in driving our decisions. Nor does it come from any evidence that I have that compliance professionals ignore the power of this rule. Quite the opposite: in my investigations, I frequently saw practitioners use (sometimes
only my future behavior but also my self-image in ways I may not want. Further, once a person’s self-image is altered, all sorts of subtle advantages become available to someone who wants to exploit that new image. Who among Freedman and Fraser’s homeowners would have thought that the “volunteer worker” who asked them to sign a state beautification petition was really interested in having them display a safe-driving billboard two weeks later? Who among them could have suspected that their
suppress them, such hazing practices have been phenomenally resilient. Authorities, in the form of colonial governments or university administrations, have tried threats, social pressures, legal actions, banishments, bribes, and bans to persuade groups to remove the hazards and humiliations from their initiation ceremonies. None has been successful. Oh, there may be a change while the authority is watching closely, but this is usually more apparent than real—the harsher trials occurring under
hiring situations. In one study, good grooming of applicants in a simulated employment interview accounted for more favorable hiring decisions than did job qualifications—this, even though the interviewers claimed that appearance played a small role in their choices (Mack & Rainey, 1990). The advantage given to attractive workers extends past hiring day to payday. Economists examining U.S. and Canadian samples have found that attractive individuals get paid an average of 12–14 percent more than