Influence - Psychology of Persuasion

どのように、なぜ、いつ、説得力のある人々に影響を与えるかを理解する

Most frequently, though, it has taken the form of participant observation. Participant observation is a research approach in which the researcher becomes a spy of sorts. With disguised identity and intent, the investigator infiltrates the setting of interest and becomes a full-fledged participant in the group to be studied. So when I wanted to learn about the compliance tactics of encyclopedia (or vacuum-cleaner, or portrait-photography, or dance-lesson) sales organizations, I would answer a newspaper ad for sales trainees and have them teach me their methods. Using similar but not identical approaches, I was able to penetrate advertising, public-relations, and fund-raising agencies to examine their techniques. Much of the evidence presented in this app, then, comes from my experience posing as a compliance professional, or aspiring professional, in a large variety of organizations dedicated to getting us to say yes.

One aspect of what I learned in this three-year period of participant observation was most instructive. Although there are thousands of different tactics that compliance practitioners employ to produce yes, the majority fall within six basic categories. Each of these categories is governed by a fundamental psychological principle that directs human behavior and, in so doing, gives the tactics their power. The app is organized around these six principles, one to a chapter. The principles—consistency, reciprocation, social proof, authority, liking, and scarcity—are each discussed in terms of their function in the society and in terms of how their enormous force can be commissioned by a compliance professional who deftly incorporates them into requests for purchases, donations, concessions, votes, assent, etc. It is worthy of note that I have not 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 I have that compliance professionals ignore the power of this rule. Quite the opposite: In my investigations, I frequently saw practitioners use (sometimes honestly, sometimes not) the compelling “I can give you a good deal” approach. I choose not to treat the material self-interest rule separately in this app because I see it as a motivational given, as a goes-without-saying factor that deserves acknowledgment but not extensive description.

Finally, each principle is examined as to its ability to produce a distinct kind of automatic, mindless compliance from people, that is, a willingness to say yes without thinking first. The evidence suggests that the ever-accelerating pace and informational crush of modern life will make this particular form of unthinking compliance more and more prevalent in the future. It will be increasingly important for the society, therefore, to understand the how and why of automatic influence.

Contents

Introduction

Chapter 1: Weapons of Influence

Chapter 2: Reciprocation: The Old Give and Take … and Take

Chapter 3: Commitment and Consistency: Hobgoblins of the Mind

Chapter 4: Social Proof: Truths Are Us

Chapter 5: Liking: The Friendly Thief

Chapter 6: Authority: Directed Deference

Chapter 7: Scarcity: The Rule of the Few

Epilogue Instant Influence: Primitive Consent for an Automatic Age