The Art of Persuading and Influencing

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Whenever we seek to persuade or influence someone we rarely rely on just the ‘plain facts’ of the case. From the moment we learn that our infant smile brings a better response than a scowl, or that saying “please” gets us what we want, we understand there is much more to persuasion than just demanding.

For instance, conventional communication courses teach that listeners recall more from the beginning and the end of a speech than from the middle. If you want an audience to forget a point, put it in the middle.

Similarly, expert persuaders will pay great attention to first impressions. They ensure that the first few seconds of an encounter set the pattern by which they intend us to interpret succeeding information. This configures our minds so that they are open to evidence that confirms that impression and is closed to any evidence that conflicts.

Patterns

Human perception is trained to extrapolate from a small amount of information. Good-looking people are less likely to be found guilty of crimes; a salesman who voluntarily points out a minor drawback of his product is seen as trustworthy. Such things are known to every con artist, but why should the devil have all the best tunes? If the honest persuader fails to use them too, his worthy causes will fail.

Persuaders’ strategies centre on their ability to control how judgments are made. Judgments are not made in a vacuum, but by comparing new information with patterns already in the mind. Persuaders can plant the pattern they choose or they can make use of a pattern that is already there. The art of planting a pattern is well illustrated by the story of the Jesuit and the Benedictine who, both being chain-smokers, suffered from tobacco deprivation while saying their prayers. Each went to his superior to resolve the problem. When they returned the Benedictine was glum and the Jesuit triumphant. The Benedictine had asked permission to smoke while he was praying; the Jesuit had asked for permission to pray while he was smoking.

Same request, different pattern, different response.

Patterns are not always planted verbally. Leadership displays are as common among humans as among the lower animals. Both follow the survival strategy of identifying the boss without a bloody battle. Persuaders are adept at the signs and signals of pack leadership that others follow.

The patterns already in the mind come from various sources. Some, such as leadership, appear to have been planted during the evolutionary process. 

Robert Cialdini

Robert Cialdini, professor of psychology at Arizona State University, has identified six characteristics of human behaviour that leave us open to persuasion.

1. Reciprocation

The first of his six principles of persuasion is reciprocity: the idea that people are more likely to respond positively to a request if they feel obliged to return a favour.

In the United States, the Disabled Veterans’ Association has used the principle to spectacular effect in fund-raising. They discovered that when they sent out simple letters soliciting donations, about 18 per cent of the recipients agreed to give. When the charity added a free set of personalised address labels, however, the success rate almost doubled, to 35 per cent.

2. Commitment and Consistency

A second powerful principle is commitment and consistency: the impetus people feel to remain true to their beliefs, or past behaviour.

A Chicago restauranteur was becoming more concerned about the problem of customers who booked a table and failed to turn up.

He solved it by asking his receptionist to behave slightly differently when answering the phone. Instead of simply asking: “Please call if you have
to change your plans,” she asked: “Will you please call if you have to change your plans?” then paused; waiting for the customer to answer. Within weeks, the no-show rate for reservations dropped from 30 per cent to 10 per cent.

3. Social validation

One of the best examples is an experiment that was carried out in New York:

A man stopped in a busy street and looked upwards, at nothing in particular. Most people ignored him but 4 per cent also stopped and looked up.

When the experiment was changed, so that five men looked upwards, the results were very different with 18 per cent of passers-by stopping and joining the group.

4. Authority

People will tend to obey authority figures, even if they are asked to perform objectionable acts. Cialdini cites the Milgram experiments (asking people to deliver lethal electric shocks) and the many atrocities committed by soldiers ‘just following orders’. References to people often include their titles and affiliations, so we’re more likely to believe what they say.

5. Scarcity

Professor Cialdiru’s fifth principle is scarcity: the idea that people are more likely to want something that is scarce. It explains special offers available for a limited time only, and panic-buying.

Tell me that a mobile device is common and I will be relaxed about buying it. Tell me it is scarce and its value leaps immediately. I might even be persuaded to buy a top-of-the-range device without considering its suitability if it is the last one in stock.

6. Liking

The final principle is liking: The simple idea that we are more likely to trust and comply with requests from those we like. It explains the success of celebrity advertising.

Aristotle

Cialdini’s process wasn’t the first method for persuading and influencing people. 2000 years ago, Aristotle created a four-step process for persuasion. Briefly, his logical ‘arrangement’ (as Aristotle called it) comprises four steps:

1. Exordium

Introduction — a shocking statement or story to get attention.

2. Narratio

Narrative — you pose the problem the reader/listener is having.

3. Confirmatio

Confirmation — you offer a solution to the problem.

4. Peroratio

Conclusion — you state the benefits of action on the solution.