Influence: Science and Practice
(4th Edition)

By Robert B. Cialdini
Allyn and Bacon, 2001

This marvelous book focuses on techniques of influence and persuasion that are routinely used in our society.  This book seems to be written primarily to increase the awareness of society at large about innate tendencies that people have than can be exploited for the gain of sellers and marketers.  The author strikes an amazingly effective balance of narrative storytelling coupled with easy-to-understand research examples to support his claims.   

Fixed Action Patterns:

One of the key concepts conveyed in the book is that people engage in fixed action patterns, or sequences of (often complex) behaviors that can be triggered by small aspects of our environments.  Many examples of fixed action patterns are provided by the author, ranging from ethological examples to research studies to personal anecdotes.   The author claims that many of the behaviors related to consumption occur in this manner such that sellers seek out techniques that “trigger” fixed action patterns related to consumption or general acquiescence.  Cialdini discusses six such triggers throughout the majority of the book.  He refers to these triggers as “Weapons of Influence.”

Weapons of Influence:

1. Reciprocation:  Giving someone something will tend to make them more likely to give you something in return.  In marketing contexts, this might be manifested as the free sample in the supermarket, or the promised rebate for a purchase.  Giving individuals something, even if it is something rather small (a free juice box), seems to increase the likelihood of them submitting to a subsequent request (to purchase a quart of a particular type of juice). 
    

2. Commitment and Consistency:  People seem to have a desire for consistency between their beliefs (past and present) and behaviors (past and present).  If you can get an individual to go on record as feeling a certain way (a telemarketer asking “do you feel the well being of the families of fallen police and firefighters is important?”) then the likelihood of having an individual submit to a future request (the telemarketer asking if you would like to give money to a charity that helps those families) is greatly increased. 
    

3. Social Proof:  As we navigate our way through the world, we are often faced with situations where we are uncertain how to act.  Often, we look to others to determine what we are supposed to do in these situations.  The use of models and actors in advertising often provides these cues (showing people taking the product off a store shelf and purchasing it/ the use of ‘common person’ testimonials about the effectiveness of a product).  This “everyone else is doing it” ploy is a highly effective persuader.
    

4. Liking:  Cialdini points out that we are much more likely to be persuaded by someone that we like.  Many aspects of the sender of a message can impact the extent we like them, such as the extent that we find them physically attractive, and similar to us.
    

5. Authority:  A persuader is more likely to succeed in influencing the attitudes or actions of another individual if the receiver of the message perceives the sender to be an authority, or expert, in the area the message is related to.  For example, Bob Vila would be seen as an authority on tools, but probably not on fashion.  Thus, Bob Vila will be more effective selling tools (as he does) than selling expensive suits.  Individuals in positions of authority can be highly persuasive.
    

6. Scarcity:  In general, people appear to be more motivated to act to avoid a loss of utility than they are to secure a similar gain in utility.  Thus, if a persuader makes an offer appear scarce or limited (“This is the last one in the store” or “I need to know if you want the job today. there are many others waiting to take it if you don’t want it”) they are more likely to be successful in being persuasive. 

Implications for Leaders and Leadership Development

• First, as a leader, chances are you will at some point need to persuade others to your way of thinking or your reasoning.  Understanding these methods might help you to better structure your methods while avoiding exploiting others and encouraging rational discourse instead of automatic concurrence. 

                                                Relevant competencies:  (Social Responsibility dimension) Organizational justice principles, explaining decisions in a respectful manner, avoiding exploitative mentality; (Leading Others dimension) persuading, inspiring.

• Secondly, as a leader, undoubtedly others will be trying to persuade you to their way of thinking.  A knowledge of these techniques can serve as a “line of defense” against the weapons of influence, allowing you to make more solid, consistent decisions.

Relevant competencies: (Task Management dimension) analytic thinking, mental focus, decision making.

~ Contributed by Brian Siers

 

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