Model:
Summary:
The framework depicted in the table is based on the principles outlined in Robert Cialdini's seminal book, "Influence". Cialdini's work delves into the psychology of why people say "yes" and how to apply these understandings ethically in various aspects of life. The principles he identifies are like "click, run" responses—automatic, shortcut responses that humans have developed to make quicker decisions without a lengthy deliberation process. 1. Whose Opinions Do I Follow?
- Authority: We tend to comply with those in positions of authority or who have expertise. The principle of authority is based on our tendency to comply with those who are perceived as knowledgeable experts or hold positions of power. This automatic response likely developed as a survival mechanism; obeying figures of authority, who traditionally had more knowledge or power, could mean the difference between safety and danger.
- Social Proof / Consensus: We look to the behavior of others to determine our own, especially in uncertain situations. Social proof operates on the premise that individuals look to the actions and behaviors of others to guide their own, especially when they are unsure. This can be particularly powerful in situations where there's ambiguity, and we assume that the surrounding people possess more knowledge about what is happening.
- Who Do I Identify With?
- Unity / Similarity: We are more influenced by people who we perceive as similar or who share a common identity with us. Unity or similarity is the influence principle that suggests we are more easily persuaded by those who are like us or share a common group identity. This might include sharing the same nationality, regional identity, or even rooting for the same sports team. It's a form of tribalism embedded in our psyche that suggests 'what is familiar is good and safe'.
- Liking: We are more likely to be persuaded by people we like, which can be due to a variety of factors such as physical attractiveness, similarity in interests, and whether they compliment us or not. We are more inclined to be influenced by people we find likable. Cialdini notes that likability can stem from physical attractiveness, similarities in opinion, or even just familiarity. The underlying idea is that we naturally trust and enjoy people who are similar to us or who pay us compliments.
- What Do I Value More?
- Reciprocity: We feel a social obligation to return favors or gestures. The reciprocity trigger is the obligation we feel to give back to people who have given to us. This principle is rooted in social norms that dictate that favors should be returned, creating a sense of indebtedness that can be a powerful motivator for action.
- Scarcity: We assign greater value to resources or opportunities that are limited in availability. The scarcity principle is based on the idea that opportunities seem more valuable to us when their availability is limited. This trigger is connected to our innate fear of missing out on something and the belief that if something is scarce, it must be because other people know it's valuable.
- Commitment & Consistency: There is a strong drive within us to be consistent in our words and actions, and we value this consistency in others as well. The commitment and consistency principle relies on our desire to appear reliable both to others and to ourselves. Once we publicly commit to something, we're more likely to go through with it because of our self-image and the expectation that being consistent is associated with personal and intellectual strength.
Each of these psychological triggers can be leveraged to increase influence and persuade others in various contexts, from marketing and sales to leadership and interpersonal relationships. Understanding and ethically applying these principles can greatly enhance the ability to effectively communicate and influence decision-making processes.Sources:
