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Contents Introduction v 1 1 Weapons of Influence 13 2 Reciprocation: The Old Give and Take … and Taking 43 3 Commitment and Compliance: The Hobgoblin of the Mind 87 4 Social Proof: Truths Are Us 126 5 Likes: The Friendly Thief 157 Deference 178 7 Scarcity: The Rule of the Few 205 notes 211 Bibliography 225 Index 241 Acknowledgments About the Author Cover Auto Age Epilogue For Immediate Effect Publisher’s Primary Consent Copyright:
Robert Cialdini Influence The Psychology Of Persuasion Pdf
Introduction I can freely admit it now. I’ve been a chick all my life. For as long as I can remember, I’ve been an easy mark for pitches from hawkers, fundraisers and operators of one kind or another. It is true that only some of these people have dishonorable intentions. For example, representatives of some charities – others have the best of intentions. no matter. With personally disturbing frequency, I’m always in possession of unwanted magazine subscriptions or tickets to the Sanitation Workers’ Ball. Often this long-term status can lead to my interest in compatibility studies: What factors lead one person to say yes to another? What techniques use these factors most effectively to create such consistency? I wondered why a request expressed in a different way would be rejected, while a request asking for the same favor in a slightly different way would be successful. So in my role as an experimental social psychologist, I began researching the psychology of conformity. Research at first
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Mostly took the form of experiments in my lab and on college students. I wanted to find out what psycho-logical principles influence the tendency to comply with a request. By now, psychologists know a lot about these principles – what they are and how they work. I have characterized such principles as weapons of influence and report some of the more important ones in later chapters. After a while, however, I began to realize that experimental work, though necessary, was not enough. It did not allow me to judge the significance of the principles in the world beyond the psychology building and the campus where I was testing them. It became clear that if I was to fully understand the psychology of compliance, I needed to expand my scope of inquiry. I will need to look at compliance professionals who are the people who have used policies on me all my life. They know what works and what doesn’t; The law of survival of the fittest guarantees it. Their business is to make us obey and their livelihood depends on it. People who don’t know how to get people to say yes and fall fast; Those who do stay, improve. Of course, compliance professionals aren’t the only ones who know about these principles and use them to help them get their way. We all employ and fall victim to them in our daily interactions with neighbors, friends, lovers and children. But compliance professionals have more than a vague and amateurish understanding of what works better than the rest of us. When I thought about it, I knew that they represented the richest information about compatibility that I could get. For nearly three years, I combined my experimental studies with a more entertaining program of gradual immersion into the world of compliance professionals—sales operators, fundraisers, recruiters, advertisers, and others. The aim was to gain an inside look at the techniques and strategies commonly used by a wide range of compliance professionals. The observational program sometimes took the form of interviews with practitioners and sometimes with natural enemies of certain practitioners (for example, police officers, consumer agencies). In other cases, concordance techniques consisted of intensive examination of written materials passed down from one generation to another—sales manuals and the like. Often, however, it has taken the form of participant observation. Participant observation is a research approach in which the researcher becomes a kind of informant. With disguised identity and intent, the investigator infiltrates the interest setting and becomes a full-fledged vi / influence.
A participant in the group to be studied. So when I want to learn about the compliance tricks of sales organizations from the encyclopedia (or vacuum cleaners, or portrait photography, or dance lessons), I answer a newspaper ad for sales trainees and teach them their methods. Using similar but not identical approaches, I was able to examine the techniques of advertising, public relations, and fundraising agencies. Much of the evidence presented in this book, then, comes from my experience posing as a compliance professional or aspiring professional in various organizations dedicated to making us say yes. One aspect of what I learned during these three years of participant observation was most instructive. Although there are thousands of different tactics that compliance professionals use to produce yes, the majority fall into six basic categories. Each of these types is governed by a basic psychological principle that guides human behavior and in doing so gives tactics their power. The book is organized chapter by chapter around these six principles. Principles—conformity, reciprocity, social proof, authority, interest, and scarcity—are discussed in terms of their function in society, and how a compliance professional who skillfully incorporates them can wield their enormous power. Requests for purchases, donations, concessions, votes, endorsements, etc. It should be noted that I have not included in the Six Principles the simple rule of material self-interest that requires people to get the most and pay the least. Choices. This omission does not stem from any understanding on my part that the desire to maximize benefits and minimize costs is unimportant in guiding our decisions. It does not come from any evidence that I have that compliance professionals ignore the force of this rule. Quite the opposite: In my tests, I’ve often seen pros (sometimes honestly, sometimes not) use the “I can give you a good deal” approach. I choose not to treat the rule of material self-interest separately in this book because I see it as a given motivation, a given motivation that deserves to be acknowledged but not a comprehensive description. Finally, each principle is tested for its ability to elicit a different kind of automatic, unreserved compliance from people, namely the willingness to say yes without thinking first. Evidence suggests that the ever-accelerating pace and information crush of modern life will make this particular type of careless conformity more and more prevalent in the future. It will therefore become increasingly important for society to understand how and why autonomic influence occurs. It’s been a while since the first edition of Influence came out. Robert B. Cialdini Ph.D / vii
Along the way, some things have happened that feel worthy of a place in this new edition. First, we now know more about the impact process than ever before. The study of persuasion, compliance, and change has advanced, and the pages that follow have been adapted to reflect that progress. In addition to an overall update of the material, I have included a new feature stimulated by previous readers’ feedback. The new feature highlights the experiences of people who have read the effects, identified how one of the principles worked for them (or for it) in a particular situation, and wrote to me describing the event. Their descriptions, which appear in the reader’s reports at the end of each chapter, explain how easily and frequently we fall victim to the affective process in our everyday lives. I would like to thank the following individuals who contributed directly or through their course advisors to the reader reports used in this edition: Pat Bobbs, Mark Hastings, James Michaels, Paul R. Nail, Alan J. Resnik, Daryl Retzlaff, Dan Swift , and Karla Vasks. Additionally, I would like to invite new readers to submit similar reports for possible publication in a future edition. They can be sent to me at the Department of Psychology, Arizona State University, Tempe, AZ 85287-1104. —ROBERT B. CIALDINI viii / Effects
Chapter 1 Weapons of Influence Everything should be as simple as possible, but not too simple. —Albert Einstein I received a phone call from a friend who recently opened an Indian jewelry store in Arizona. She was shocked by the curious news. Something interesting had happened, and she thought that as a psychologist I might be able to explain it to her. The story involved some sort of turquoise jewelry that she was having trouble selling. It was the height of the tourist season, the store was unusually full of customers, turquoise pieces
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