6 Principles of Influence (based on Robert Cialdini's work)
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Learn about 6 principles of influence developed by Robert Cialdini and how you can apply them successfully in your personal and business life. Become an effective negotiator and increase your societal standing thanks to social proof, liking and authority.
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6 Principles of Influence (based on Robert Cialdini's work)
- 1. Principles of Influence Based on work by Robert Cialdini
- 2. 6 Principles of Influence Reciprocity Commitment and Consistency Social Proof Authority Liking Scarcity
- 3. Principle 1: Reciprocity Returning a favor
- 4. Principle 2: Commitment and Consistency Deep desire to be consistent
- 5. Principle 3: Social Proof Safety in numbers
- 6. Principle 4: Liking Being influenced by people like us
- 7. Principle 5: Authority Sense of duty to people in authority
- 8. Principle 6: Scarcity We want more of what we can have less of
- 9. Resisting Influence Analyze before acting
Notas del editor
- Robert Beno Cialdini is the Regents' Professor Emeritus of Psychology and Marketing at Arizona State University. He is best known for his 1984 book on persuasion and marketing, Influence: The Psychology of Persuasion.
- Cialdini identified the six principles through experimental studies, and by immersing himself in the world of what he called "compliance professionals" – salespeople, fund raisers, recruiters, advertisers and marketers.
- As humans, we generally aim to return favors, pay back debts, and treat others as they treat us. According to the idea of reciprocity, this can lead us to feel obligated and to offer concessions or discounts to others if they have offered them to us. This is because we're uncomfortable with feeling indebted to them. For example, if a colleague helps you when you're busy with a project, you might feel obliged to support her ideas for improving team processes. You might decide to buy more from a supplier if they have offered you an aggressive discount. Or, you might give money to a charity fundraiser who has given you a flower in the street. How-to: To use reciprocity to influence others, you'll need to identify your objectives, and think about what you want from the other person. You then need to identify what you can give to them in return. Remember that you can sometimes use this principle by simply reminding the other person of how you have helped them in the past.
- Cialdini says that we have a deep desire to be consistent. For this reason, once we've committed to something, we're then more inclined to go through with it. For instance, you'd probably be more likely to support a colleague's project proposal if you had shown interest when he first talked to you about his ideas. How-to: try to get people's commitment early on, either verbally or in writing. For example, if you're building support for a project, talk about ideas early on with stakeholders, and take their comments and views into account.
- This principle relies on people's sense of "safety in numbers.“We are likely to keep a commitment because most of us feel more stable and confident when there is consistency in our actions. For example, we're more likely to work late if others in our team are doing the same, put a tip in a jar if it already contains money, or eat in a restaurant if it's busy. Here, we're assuming that if lots of other people are doing something, then it must be OK. We're particularly susceptible to this principle when we're feeling uncertain, and we're even more likely to be influenced if the people we see seem to be similar to us. That's why commercials often use moms, not celebrities, to advertise household products. You can use this principle by creating a "buzz" around your idea or product. For example, if you're trying to get support for a new project, work on generating support from influential people in your organization. (These may not always be managers.) Or, if you're selling a service, highlight the number of people using it, use plenty of relevant testimonials, encourage people to talk about it using social media, and publish case studies with current customers to demonstrate its success.
- Cialdini says that we're more likely to be influenced by people we like. Likability comes in many forms – people might be similar or familiar to us, they might give us compliments, or we may just simply trust them. Companies that use sales agents from within the community employ this principle with huge success. People are more likely to buy from people like themselves, from friends, and from people they know and respect. How-to: To build good relationships, ensure that you put in the time and effort needed to build trust and rapport with clients and people you work with, and behave with consistency. Develop your emotional intelligence (EI) and active listening skills, and remember that there is no "one-size-fits-all" approach when it comes to relating to others. Also, don't try too hard to be liked by others – people can always spot a phony!
- We feel a sense of duty or obligation to people in positions of authority. This is why advertisers of pharmaceutical products employ doctors to front their campaigns, and why most of us will do most things that our manager requests. Job titles, uniforms, and even accessories like cars or gadgets can lend an air of authority, and can persuade us to accept what these people say. Here you can use both your own authority, and the authority of others, as influencers. When you use your own authority, be careful not to use it negatively. To use authority, get support from influential and powerful people, and ask for their help in backing the idea. If you're marketing a product or service, highlight well-known and respected customers, use comments from industry experts, and talk about impressive research or statistics. Things like well-produced brochures, professional presentations, impressive offices, and smart clothing can also lend authority.
- This principle says that things are more attractive when their availability is limited, or when we stand to lose the opportunity to acquire them on favorable terms. For instance, we might buy something immediately if we're told that it's the last one, or that a special offer will soon expire. With this principle, people need to know that they're missing out if they don't act quickly. If you're selling a product, limit the availability of stock, set a closing date for the offer, or create special editions of products. This principle can be trickier to apply within your organization if you're trying to influence others to support your ideas or projects. You can, however, use urgency to get support for your ideas. For example, you can highlight the possible urgent consequences of the problem that your idea helps to solve.
- You can also use this tool when others are trying to influence you. In these situations, bear the following points in mind: Before accepting a free gift or a discounted service, or before agreeing to hear confidential information, ask yourself whether you're going to feel obliged to give the same or more in return. Should you decline, so that you don't feel indebted? Before agreeing to a course of action, even at a very preliminary level, think about the consequences of your decision. Will you feel so invested in this new course of action that you won't want to change your mind? Though everyone else is pursuing a particular route or buying a product, it may not be right for you. Avoid falling victim to the "herd mentality." You might decide that it's best to go against the trend. When you feel tempted to buy a product or sign up for a service, ask yourself whether you've fallen under the spell of a particularly likable salesperson. Is the salesperson similar to you, familiar to you, or extremely complimentary? Carefully note your reaction to authority figures. Has the person you're negotiating with triggered your respect for authority? Are you making your choice because you want to, or are you swayed by an "expert" opinion? And does this person genuinely have the authority he is implying, or is he merely using the symbols of that authority? Before you fall for a sales pitch claiming that a product is running out of stock or that a discount deal is soon to expire, think again. Do you really want or need the product now, or has its lack of availability caught your attention?
- Examples of principles pf influence.