Susan Weinshenk - “The Laws of Influence. How to get people to do what you need to do. The difference between the requested and the real goal. The mathematical expression of attractiveness

26.03.2019

Susan Weinshenk

All rights reserved. No part of the electronic version of this book may be reproduced in any form or by any means, including placement on the Internet and in corporate networks, for private and public use without written permission copyright owner.

Legal support of the publishing house is provided by law firm Vegas Lex

This book is well complemented by:

The art of influence

Mark Goulston, John Ullman

I can hear right through you

Mark Goulston

The psychology of persuasion

Robert Cialdini

Dedicated to my children, Guthrie and Macy, who sometimes considered it a blessing and probably a lot of times a punishment that their mother is a psychologist. I tested all my theories on you!

Introduction

Are you good at cooking? I prefer to think that I am a good cook. Sometimes I get something magical, sometimes mediocre.

I learned to cook by watching my mom, following recipes and experimenting. Recently I got a book about cooking as a science, and now I know why some recipes are successful and others are not, and why it is not always possible to change some ingredients for others.

Now I don't literally follow the recipe and don't wonder what happens if I improvise. I put scientific knowledge into practice. For example, I know exactly what ingredients to take and what to do with them so that the dish turns out as intended.

Let's apply the same principle to people.

Do you get along with people? Do you know how to get them to do what you want them to do? Do you use methods that you developed yourself or spied on from others? I bet your strategy doesn't always meet your expectations. As well as a dish prepared without knowledge of the scientific foundations of cooking.

If you knew exactly what drives people and were able to apply this knowledge correctly, you could get people to do what you need to do. You would not need to guess "how your word will respond" - you would immediately choose the right path.

That's what you need my book for.

Seven motivators

My already adult children often blame me that in their upbringing I used psychological techniques... And they are right!

I have verified that these techniques work. When my three-year-old daughter once whined, trying to beg for something, her five-year-old brother said to this: "Do you not understand that in this family you will not achieve anything by whining?" The whining stopped. The son knew what he was saying.

By the time of his birth, I had been working as a psychologist for more than ten years and firmly intended to use all my professional knowledge so that my children would not whine (and were also obedient, sensitive, hardworking, etc.). But the main thing is no whining. I couldn't stand whining!

Unlike working with clients, I had an advantage in raising children: I started working from the moment they were born. Nevertheless, knowing the motives of human behavior, you can change your behavior towards people, as well as what you offer them, and how and what you demand of them. You can vary your strategy and tactics to get people to do what you want them to do.

Psychological research have been held for over a hundred years. Many of the earliest conclusions are still valid today. The technical possibilities that appeared later - to look inside the brain and look at its work - confirmed this, and also made it possible to understand much better the motives of our actions. In writing this book, I used the results of both early and recent research.

We'll look at seven behavioral motivators:

- The need for accessories

- Habits

- The power of stories

- Carrot and stick method

- Instincts

- Striving for mastery

- Mind games

I will describe each of them, explain its essence and share with you the strategy created on its basis.

The need for belonging

Have you seen the movie Outcast? The character of Tom Hanks as a result of a plane crash is on desert island in the South Pacific, where he spends several years. Having pushed around alone, he takes a volleyball from his surviving baggage, draws a face on it, and has been constantly talking to him ever since. He even gives his "friend" the name Wilson - after the name of the manufacturing company. Not being able to communicate with a real person, the hero of the film was forced to create for himself his likeness.

We are social animals. Our desire to be accepted and connect with others is a powerful innate motivator. We are not adapted to live alone and will do our best to become part of society. We need to feel at least somewhere among our own.

To get people to do what you need to do, you can use their overwhelming urge to feel like they belong to a particular group.

Habits

It's amazing how many everyday things we do automatically, out of habit. Often we don't even remember how they were formed.

I bet you have the ritual of waking up in the morning, showering and getting to work. How do these rituals come about? And why is it so difficult for us to change habits or consciously acquire new ones?

We constantly hear that it takes months to get used to something new. Why is that? After all, we have already acquired a lot of habits, without even realizing it. In fact, it is very easy to introduce a new habit or change an existing one. It is enough to understand how they are formed.

The power of stories

What kind of person are you? Do you do charity work? Do you follow the fashion? Are you a good family man?

Each of us has own story... We tell ourselves and others who we are and why we do what we do. We deliberately create some of these stories, but most of them appear on their own.

We prefer our stories to be consistent. Feeling our own inconsistency makes us feel uncomfortable.

By understanding exactly what people think of themselves, you can communicate with them in a way that matches your behavior and ultimately encourage them to do what you need to do.

The carrot and stick method

Think about it: you spend a lot of time and energy trying to get people to do what you need to do; maybe you even offer them a reward. Meanwhile, in casinos, people pay for it themselves!

The so-called "variable rate reinforcement mode" has been successfully used in casinos for a long time; as a result, people play over and over again, even if they lose.

You can use a proven casino method to your advantage. It is necessary to study the results of research on various modes of reinforcement, to understand which of them in which case to use and why rewards affect people's behavior more than punishments.

A few years ago, the prevailing trend in psychology was the study of rewards and positive reinforcements... Today we know that motivators such as instincts, the pursuit of excellence, and the need for belonging are sometimes stronger than any reward. However, in some cases, the reward still remains the best way get people to do what you need to do. You just need to use it in the right way.

Instincts

You are driving a car and you see the consequences of a road accident ahead. You order yourself not to slow down or look in that direction, and yet you feel an irresistible urge to do it.

Sometimes we forget that we belong to the animal kingdom. Each of us possesses a set of powerful basic instincts - the instinct for self-preservation, the instinct for food, and the sexual instinct - that influence our behavior. At times, you can use the power of those instincts to get people to do what you need to do.

Perhaps you will find the game on sexual attraction or hunger unsuitable for achieving your goals. However, the instinct for self-preservation is good for most cases.

Our subconscious mind constantly monitors what is happening around us, its task is to ensure safety. Therefore, we are especially susceptible to anything unexpected and frightening. Fear of loss is an extremely powerful motivator. You can use it to get people to do what you need to do.

Striving for excellence

The pursuit of mastery motivates much more than rewards. People are driven by a desire to learn and hone knowledge and skills.

This motivator is called internal - the desire to be a master is born in the person himself (as opposed to external motivators like rewards). And internal incentive forces are usually more powerful than external ones. You cannot force a person to use an intrinsic motivator, but you can initiate appropriate situations.

Some circumstances contribute to a person's striving for perfection, others suppress it. By learning how to stimulate it, you can motivate people to do what you need to do.

Mind games

Surely you have observed more than once optical illusions... Your vision sends a signal to your brain that it is not seeing what it really is. However, there are also cognitive illusions. The thought process has several typical scenarios. Our brains are geared towards making rapid decisions. This provides a quick reaction to what is happening, but sometimes hasty conclusions and instant decisions lead to cognitive illusions.

Did you know that hearing the word “money” makes people more independent and less eager to help others? Did you know that people tend to “filter out” facts that are inconsistent with their perceptions, but these filters can be bypassed?

Use cognitive illusions to get people to do what you need to do.

Too insidious?

When I talk about how to get people to do what you need to do, I often hear questions about moral principles: “Isn't it too insidious to use these psychological techniques? Is it ethical? "

It is not easy to answer them.

Someone thinks that trying to force people to do something is unethical in principle. Others argue that if you are acting for their benefit - trying to get them to eat healthy foods or quit smoking - then everything is fine. I stick to the middle.

The first thing you need to understand is that you cannot force people to do what you need to do if they do not want to, at least subconsciously. You can cheer them up or create situations that activate their own motivators, but you do not have absolute control over them. Your goal is to make people want do what you want you.

There is nothing immoral about forcing people to think about their decision before embodying it, to encourage them to do the right thing in relation to society (save energy and donate money to charity), and most agree with me. But what about when people are encouraged to buy something?

I recently acted as a government expert advisor on court cases about online fraud and now have a better sense of the line between ethical and unethical behavior. In my opinion, exhibit your goods in the most favorable light and adjusting it to the needs and desires of customers is quite normal.

Do I need new refrigerator to one and all? Most likely no. But it seems to me that it is absolutely normal to encourage people to buy it right now and from you (otherwise you will have to agree that the whole sphere of marketing and advertising is unethical).

It is wrong to deliberately deceive people by offering them vaguely worded terms of purchase, to induce them to commit acts to the detriment of themselves or others, and to provoke them to break the law.

This is what I think is normal: to do good or not to harm.

Now that we have dealt with ethical issues, we are ready to start examining the seven motivators of human behavior. In the following chapters, I will reveal to you their scientific background.

The need for belonging

If I ask you to recall the times when you felt uncomfortable, you will surely think of quite a few examples. You may remember how you were not accepted into your high school sports team. Or how classmates you thought were your friends didn't invite you to a party. And some memories will be completely fresh. How about that company where everyone was talking violently about a topic that you had no idea about? In addition, the participants in the conversation were significantly younger than you.

In each case, you probably felt like an outcast and most likely suffered from longing, loneliness, or bubbling with anger.

Now think about situations when, on the contrary, you felt your involvement in what was happening. Perhaps you grew up in friendly family and gladly participated in all family holidays... Or you are overwhelmed by a delightful sense of unity when you and other fans in one rush shout in the stadium: "Go-o-ol!" Most likely, memories of belonging are accompanied by feelings of happiness.

People have a strong need to feel like they are part of a group. We do our best to do this, and will in every possible way avoid actions that may cause disapproval, ostracism or exclusion from the community we value belonging to. This is a very powerful need, and it affects us more than we think.

When people feel they belong, they perform better.

Gregory Walton, Stanford University Professor long time studied the influence of a sense of belonging on human behavior. During one of his experiments, Walton found that the subjects were more motivated and achieved better results if colleagues informed them that they were born on the same day. By the way, the same effect was observed in five-year-old children.

Some participants in Walton's other experiment had to run in place, which raised their heart rate. At the same time, in subjects who felt a connection with a runner (for example, were born with him on the same day), the pulse also increased. Walton came to the conclusion that people tend to share goals, motives, emotions, and even the physical reactions of those with whom they feel at least minimal connection.

Walton also found that people who feel they are working in a tight-knit team are more motivated to achieve their goals than when they are alone. They work harder and longer to complete the task, get deeper into the problem, and achieve better results even without any reward. Again, this applies to both adults and children.

Strategies
Strategy 1: Make people connect with colleagues and they will work better.

Use nouns, not verbs

The need for belonging can be very delicate. We identify with the groups to which we belong, and this feeling can seriously affect our behavior.

You can stimulate group identity by looking at how people talk about themselves or by phrasing questions correctly. For example, research by Gregory Walton shows that the phrases “I am a chocolate eater” and “I eat a lot of chocolate” define a person's love for chocolate differently. Eater is a noun. "I eat" is a verb. People who say “I am a chocolate eater,” that is, use a noun instead of a verb, thereby demonstrate a stronger craving for chocolate.

When asking participants in the experiment about their intention to take part in the upcoming vote, Walton used two phrases: "How important is it for you to act as a voter in tomorrow's election?" and "How important is it to you to vote in tomorrow's election?" As a result, more representatives of the first group voted, to which the formulation with the noun "voter" was addressed. Your sense of belonging to a particular group influences your behavior.

When asking people to do something, use nouns, not verbs. By giving them a sense of belonging to a group, you are much more likely to get the result you want.

Strategies
Strategy 2: When asking people to do something, use nouns, not verbs, to create a sense of group identity.

Use the power of someone else's opinion

Have you ever participated in church rituals you are not familiar with when you do not know what will happen next? Will the congregation answer the priest, or pray, or sing? Everyone sits down, stands up or kneels down, obeying various signals. You surreptitiously observe how others behave and try to imitate their actions. If they all put on their heads at once paper bags and turned around three times around its own axis, you would probably start looking with your eyes where you can take the same package.

Why does other people's behavior look so compelling? Why do we look closely at what others are doing and copy it? This desire is called social conformity.

In an experiment conducted in the 1970s, the subject was invited into the classroom, ostensibly to take a creative test. There were already other people there, they pretended to be here for the same purpose, but in fact they were decoy ducks. During testing, smoke began to flow from the vents into the room. Will the subject run out of the room? Will he point someone to the smoke? Or will he ignore what is happening?

Bibb Latane and John Darley conducted many similar experiments. They created ambiguous situations in order to see how a person reacts to the actions or inaction of others. The reaction of the subjects depended on the behavior of other people in the audience, as well as on their number.

The more people were in the room and the more clearly they ignored the presence of smoke, the more the subjects were inclined to do nothing. But if the subject was alone in the room, when smoke appeared, he ran out of the room after a few seconds, shouting "fire". We like to think that we are unique and independent in our judgment. The truth is that the urge to fit in and be part of a group is in our brains and in our biology. We want to be like the rest. It is such a strong motivator that when we find ourselves in an unfamiliar situation, we look at others to understand how to behave. And we do it unconsciously. You can use social conformity to get people to do what you need to do. It is very lightweight and effective method- you just need to tell them how many people are already doing just that.

If you would like the person to quit smoking, tell them how many smokers are under this program (in this country, in specific dates, by using this method) got rid of bad habit... If you want people to buy a product, tell us how many copies have already been sold. If you would like to collect donations, please tell us how many philanthropists have already made charitable contributions. Obviously, this only works if there are a significant number of people who have already done what you need to do.

Make sure you don't inadvertently reveal that many people have done or are doing what they shouldn't. Don't tell teens that 25% of their peers smoke or drink. Sometimes people or companies make a similar mistake to emphasize the scale of the problem.

Impact on energy consumers by comparison with neighbors
Some energy companies use the powerful force of social conformity to get people to save energy. They send their customers energy consumption charts, according to which everyone can compare their consumption with their neighbors. If a client uses less energy than the local average, a smiling emoticon is displayed on his graph. In the beginning, they used a frowning smiley in case the customer's consumption exceeded average level... But, having received a lot of complaints, they began to use only smiling emoticons - one or two (if the client saved a lot of electricity) or did not draw an emoticon at all if the client's consumption level was at or above average. As a result, the company's customers, having the opportunity to compare their level of consumption with their neighbors, saved more and more energy.

Once I was present at the bottom open doors some college. One administrator told applicants and their parents that alcohol bans had been violated more than 200 times in hostels on campus in the past three years. That is - attention! - pointed out directly that there are alcohol-related problems on their campus. Then he began to talk about the measures that are being taken to solve the problem, but fatal mistake he has already committed. He has just informed three hundred applicants that many of the college students are drinking. It is likely that this statement only aggravated the situation.

Before formulating your arguments for why people should do what you want them to do, do your analysis and data on how many people are already doing it.

Strategies
Strategy 3: To get people to do something, show them that others are already doing it.

Make sure the request comes from the right person

You are attending a charity event. At a certain moment, the speaker says short speech and asks everyone present to donate.

Which of the following is true:

a) you are more likely to donate money if the speaker is about your age and similarly dressed;

b) you are more likely to donate money if the speaker looks attractive;

c) you are more likely to donate money if the speaker is outwardly different from you;

d) neither the speaker's attractiveness, nor his resemblance to you will affect your decision to donate money;

e) both options - b and c;

f) both options - a and b.

The correct answer is e. You are more likely to part with money if the person who asked you is close to you in age and manner of dress, and if you find him attractive.

You might be thinking, "Well, maybe other people are really motivated by such superficial considerations, but not me." However, in reality, we all meet the other by dress. And our decision to speak, listen, trust and fulfill requests, of course, depends on our assessment of the similarity and attractiveness of the interlocutor. Sometimes, to get people to do something, it is enough for the right person to make the request.

The brain reacts in a special way to people you know

Your friend David asks you to donate $ 10,000 to a charity project he is working on. Would you agree to sponsor it? But what if the money is collected by a friend of David, whom you do not know personally? And what if such a request is addressed to you completely stranger? Will this affect your decision?

What if your cousin Frank asks you to do this? And if you are complete opposites with him and each family event that both of you are attending ends with your quarrel? Are you more or less likely to agree to sponsor Frank's project?

Let's say you are a member of a cycling club. What will you do if another member of your club asks you for sponsorship? You don't know this person, but you have with him common interests.

How does the difference in relationships with people affect our desire to do what they want from us?

Fenna Krajnen in her research tried to identify differences in the reaction human brain on familiar people and people not familiar, but having similar interests... She found that when people thought about their friends or family, their brains activated the middle prefrontal cortex, even if they had little in common. The middle prefrontal cortex is the part of the brain that is responsible for the perception of values and regulates social behavior... When subjects thought about people they didn’t know, with whom they had common interests (or were similar), the middle prefrontal cortex was not activated.

It seems that our brain reacts in a special way to the people we know. People are more likely to do what they are asked to do if the request comes from a person they know, regardless of whether they have disagreements with the supplicant.

Similarity builds relationships

We find it easier to converge with those who we believe are similar to us, or with those who, in our opinion, share our beliefs or values. This is true even of clothing. We like people who dress like ourselves.

We assess similarity very quickly without realizing it immediately. In Strangers to Ourselves: Discovering the Adaptive Unconscious, Professor Timothy Wilson talks about the processing that takes place in a part of the brain called the “ancient brain” or “reptilian brain,” because it formed the earliest. In this part, we are similar to mammals and even, in fact, with reptiles and amphibians.

The "reptile brain" monitors the environment and monitors hazards. It is not directly connected to the part of the brain that is responsible for consciousness and thinking (the neocortex, the "new" brain, so called because it was formed relatively recently). Thus, in the process of processing information and making decisions, a lot passes by our consciousness.

“Assessing” other people by us is one such procedure. Based on a quick assessment of the situation, the environment and nearby people, the "reptilian brain" makes sure that we are safe. He decides if we should run away, have sex or eat something! It sounds gross and primitive, but this is exactly what our "ancient" brain is: gross and primitive.

When making a decision, the brain processes a huge amount of information in a fraction of a second. To achieve this performance, the "reptilian brain" uses a lot of simplifications and makes rather crude generalizations.

Let's go back to the charity event described at the beginning of the section. Your "reptilian brain" will evaluate the speaker who has contacted us with a request. If he looks like you, then the "reptilian brain" (unconsciously) will come to the conclusion that you are safe and you do not need to get away. It will also send a signal to the part of the brain where emotions are processed that you can trust this person.

After the "ancient" brain finishes its part of the work, you either continue to listen to the speaker, or leave the hall, or completely immerse yourself in your own thoughts.

People are more likely to listen to and trust attractive people.

Attractive people look smarter, more generous, kind and intelligent in our eyes. We form these judgments unconsciously. Handsome people are more likely to get help, they are more persuasive when they need to change someone's mind. The "reptilian brain" continually evaluates the attractiveness of those with whom you interact. If he finds the person you are talking to attractive, then you will listen to him more attentively and take more trust in his words.

The mathematical expression of attractiveness
As part of the research conducted under the leadership of Khatij Gunesh, scientists have measured various parameters human faces: the distance from the top of the eyes to the bottom of the chin, from the top of the eyes to the bottom of the nose, etc. Then they compared the measurements with people's opinions about the attractiveness of the examined faces. It turned out that the majority of the respondents agreed on the degree of attractiveness of this or that person and that these assessments were consistent with the well-defined proportions of the person being assessed.

Of course, the assessment of attractiveness depends on cultural norms and factors such as clothing and hairstyle. But there seems to be some kind of mathematical basis for inferring whether a particular person is attractive, applicable across different cultures.

Michael Efran and I. Patterson, analyzing the results of elections held in Canada, found that attractive candidates received more than 2.5 times more votes. At the same time, 73% of voters said that the external attractiveness of candidates did not in any way affect their choice.

According to a study by Shelley Cheiken, people who are attractive are more successful in getting others to agree with their opinions. But one of the explanations for this fact was that attractiveness and confidence are related. The more attractive a person is, the more confidently and convincingly he makes a presentation, leads a conversation, asks for something. And therefore, the likelihood that people will agree to do what they ask is increased.

If you combine a person's attractiveness with sexual overtones, it will look even more convincing. We'll talk about this in the chapter on instincts.

No matter how “mathematically attractive,” your face is, you can use clothing, posture, confident speech, and facial expressions to look prettier. Or you can instruct attractive person a statement of your request.

Debt good turn deserves another

In the United States, it is customary to send out greeting cards for any appropriate occasion. Once, among others, I congratulated fellow consultants. One of them - let's call him John - only worked with us for a few months. I knew him noddingly, but I still sent the postcard. He responded in kind. He left the company soon after, and I never saw him again.

Nevertheless, over the years, John sent me postcards and photographs and told me how he was doing. I answered, willy-nilly. Our correspondence lasted more than fifteen years, although I personally communicated with this person only a short time, and then for work.

When we give something to a person (let it just greeting card) or do him a favor, he feels obligated and wants to give us a return gift or provide a service; perhaps for the sake of decency, but mostly to pay off a debt. It's in to a large extent unconscious and pretty strong feeling- a feeling of reciprocity.

It is believed that the exchange of gifts and services has developed in human society as it was useful for the survival of the species. When one person gave something to another (food, housing, money, gift or service), a kind of debt relationship arose. If the donor himself subsequently felt a need for something, he "asked for" a reciprocal service. This relationship mechanism facilitated the development of cooperation between the people who make up the group, and this cooperation allowed the group to grow and support each other. According to D. Heinrich, the observance of the principle of reciprocity can be traced in all cultures.

You can use the principle of reciprocity to get people to do what you want them to do. If you give a person a gift, and after a while ask him to do something for you, he will most likely agree.

How to double your donation
Robert Cialdini studied reciprocity. He made a massive mailing list asking for donations for a group of American veterans. initially average the response rate was 18%. But when the name of the recipient began to appear on the envelopes, the number of donations almost doubled. Even such small gift like a personalized postal sticker, awakened recipients' feelings of reciprocity.

Gifts don't have to be the same

If you buy me a delicious lunch at a restaurant and pay the bill, I will feel indebted to you. I want to reciprocate with you. But I cannot afford to invite you to the same or more expensive establishment. An important point: the cost of a return gift or favor is quite maybe vary.

Quite often, to exchange pleasantries, it is enough to treat a person to a cup of coffee. Money should not be involved at all this process... I can repay my debt by doing an assignment for you.

Reciprocity through the eyes of a debtor

A person who owes you a debt gives off a sense of duty. By doing me a favor, you feel great. I, in turn, feel uncomfortable and strive to get rid of the position of a debtor. Whether the value of the return gift or service corresponds to the size of the existing obligation is determined by the debtor himself, based on his own ideas.

Strategies
Strategy 5: Before you try to get people to do something for you, do something for them so that they feel the need to reciprocate.

Make People Say No

Why do I want to force someone to refuse my request? Imagine that you are speaking at a school council. A group of parents wanting a new one in the school yard playground, authorized you to approach the board members and ask for the allocation of $ 2,000 to equip it.

During your speech, to the amazement of the parents who delegated you, you ask for a donation of not $ 2,000, but $ 5,000. The student council members reply to this: "No, no, we cannot spend so much on equipment for playgrounds." You make a disappointed face and after a pause you say: "Well, we have a more modest project, for $ 2,000." You are asked to show it, and you leave the meeting, taking with you the approved project for the required $ 2,000.

What happened at the council is called a concession. When the board members said no and you accepted that answer, you kind of gave them a gift. As a result, they are indebted to you. When you offered them another plan, they wanted to pay you back by agreeing to a cheaper option.

This tactic is sometimes referred to as “abandonment followed by concession”. The initiator obviously asks for more than what the interlocutor can agree to. Having received a refusal, he asks for one more service, more reasonable, and gets exactly what he originally planned.

Concession also affects obligation

In the course of his research, Robert Cialdini stopped passers-by on the street and asked them to act as escorts for a group of troubled teenagers on an excursion to the zoo. Only 17% of people answered this request with consent.

In another case, he first asked for consent to work two hours a week as social educator for at least two years (too big a request). They all refused. But when after that Cialdini asked them to accompany the teenagers on a one-day excursion to the zoo, 50% agreed - three times more than in the first part of the experiment (17%). This is how concession works.

Cialdini also found an interesting by-effect... 85% of those who were contacted using the concession really wanted to keep their promise. Among those who did not go through the concession, those were only 50%. Thus, the concession approach not only makes people agree to a request, but also increases their willingness to take real action.

The difference between the requested and the actual goal
For the concession to be effective, the first request must exceed the capabilities of the interlocutor, but still not go beyond reasonable limits. If the first request looks completely wild, then the subsequent concession (the second request) will not work. In addition, the second request must appear “fair”.

Strategies
Strategy 6: ask for more than you really want. When rejected, ask for what you really need.

Use of imitation

If you lean over the baby and stick out your tongue, the baby will do the same, even if he is only a month old. What does this have to do with getting people to do the right thing, you ask? This is an example of an innate, built-in ability to imitate in our brains. Recent brain research shows how this happens.

The frontal part of the brain contains an area called the premotor cortex. This is not the part that receives the signals that make you move - it is called the primary motor cortex. A premotor cortex plans traffic.

Let's say you have ice cream in your hands. You have noticed that it is melting, and you think that you should lick off the part that is already ready to drip on your shirt. If you were connected to an MRI machine, you could see the glow in the premotor cortex of your brain at the moment when you thought that you need to lick off a drop that is about to fall, and then the glow would move to the primary motor cortex when you would start bringing ice cream to your mouth.

Now the fun begins. Let's say your friend is holding a melting ice cream. You see it starts dripping. If then you just watch how your friend raises his hand and licks the melted ice cream, neurons are also working in the premotor cortex of your brain. That is, even when you observe the actions of other people in your brain, some of the same neurons are activated that were activated in the case of your own actions. This subset of neurons has already been dubbed "mirror".

According to the latest theories, they are also responsible for our ability to empathize. Through the work of mirror neurons, we literally experience what others are experiencing, and this allows us to understand how they are feeling.

Modeling behavior
One way to get people to do the right thing is to model behavior. A friend told me how she taught her roommate to clean: talking to her about something, she began to put things in order in the room. Then she handed things over to her, indicating with a gesture or movement of the head where they should be removed. As a result, the neighbor began to imitate her behavior and eventually became involved in cleaning.

Strategies
Strategy 7: To get people to do something, make sure you do it yourself (then they will imitate you).

Body language for bonding

Observe how two people have a conversation. If you pay attention, you will notice that gradually they begin to imitate the movements of the interlocutor. If one of them bends over, then the other changes the position of his body. If one touches his face, the other does the same.

Tanya Chartrand asked the subjects to sit down and talk to another person (while the interlocutor was actually a "decoy" participant in the experiment, but the subjects did not know about it). During the conversation, the interlocutors had to make various movements and gestures in a certain order. One of them had to smile often, the other had to touch his face, and the third had to swing his leg. As a result, the subjects began to unconsciously imitate the actions of their interlocutors. Moreover, some actions were repeated more often than others. Thus, the frequency of touching the face increased by 20%, and swinging the leg - by 50%.

In another experiment, Chartrand and her colleague John Barg divided the participants into two groups:

- In the first group, the decoy interlocutors imitated the movements of the subjects during the conversation.

- In the second group, the decoy interlocutors did not repeat the movements of the subjects.

At the end of the conversation, the subjects were asked to rate how much they liked their interlocutor and how good, in their opinion, the contact was established. In the group where the decoy interlocutor imitated the subject's actions, the scores turned out to be higher than in the second group, where imitation was absent.

We said earlier that when people feel similar to you, they are more easily persuaded. If you are trying to get people to do something, you should imitate their movements and facial expressions during the conversation. This will allow you to establish contact, make the person feel that you are similar and do the same.

All of this increases the likelihood that people will do what you need to do.

Strategies
Strategy 8: Imitate the body's posture and gestures to build contact. This strengthens the bond between you and increases the likelihood that the person will do what you want them to do.

People will imitate your feelings.

It's not just your facial expressions and body language that convey information and affect how people react to you and your words. It can also be feelings. They are able to transmit to other people and make them behave in a certain way.

Have you ever watched the reaction of a person who watches a movie or TV show or listens to a story intently? Then you probably noticed that in him, like in a mirror, the emotions and even movements of the person he listens to or at whom he looks are reflected.

Emotions are contagious
Emotions can spread among people in the same way as a cold or flu, perhaps much faster. If you combine social conformity, imitation, and mimicry, which we talked about earlier, you will begin to understand how emotions can be noticed, identified and reproduced by other people.

Helen Hatfield researched the theory of " emotional contamination". An emotionally charged message or idea spreads within the group like a virus.

People imitate what they see. If you smile, people around you start smiling too. If you look energetic, they are energized too. This means that when you intend to get someone to do something, pay attention to your body language, voice and emotional attitude To a question. Your thoughts and feelings, whatever they may be, will be conveyed through your words, tone of speech and body language and perceived by your interlocutor.

Strategies
Strategy 9: To get people to do something, show that you yourself are passionate about it.

Viral spread

You probably already figured out that in order to get someone to do something, you need to understand the motives behind this behavior. a specific person(or groups) and spend some time on individual work with him.

But what if you need to force many people to do something at once, for example, hundreds or thousands? Is there any scientific advice on this?

The answer is yes!

One way to get a lot of people to do what you need to do is to “go viral” your idea. The Urban Dictionary defines this term as "a rapidly spreading image, video or link passed from one person to another." An idea propagated in this way is imbued with the power of social conformity that we talked about earlier. When your message spreads through society like an epidemic, more and more people are tempted to join the process and do what everyone else is doing.

Gestures have cultural differences
Several years ago I gave a talk at a conference in Lisbon. This was my first time there and was instantly fascinated by the quiche for which Lisbon is famous.

One morning I went into a pastry shop and ordered two cakes. I did this by holding up two fingers - a gesture that in the United States can be interpreted as "victory" or "peace." However, the man behind the counter put three cakes in the box. Later I found out: in order to make it clear that I needed two pieces, I had to show him a large and forefinger... Despite the fact that my thumb was not protruding, the man behind the counter decided that I was showing him the number "three." It's good that I did not face more serious problems because of this than an extra cake. Many of the gestures we use are not universal. If you have a conversation with foreigners or bearers of another culture, take the trouble to find out which gestures may be misinterpreted by them or not understood at all. An innocent gesture can be extremely offensive to them.

It is permissible to actively wave your arms, going beyond the contours of the body, when you are talking about something special, for example, about the upcoming reorganization of the company. But if you constantly pretend to be a windmill, the audience will feel that you have lost control of yourself.

Strategies
Strategy 17: To make you look convincing, your gestures must match what you say.

Your face and eyes can speak too

A special area of the brain is responsible for recognizing human faces - the fusiform facial area... It is located in the part of the brain responsible for emotions. Your face conveys important emotional information to the interlocutors. Facial expressions and eye movements can influence the perception of your words.

Unconscious facial expressions

Have you ever tried to closely watch broadcasters reading news on television? A slight smile always plays on their face, even if the news is so-so. The ability to control your face, brought to automatism, comes with long practice.

Try to run next exercise: Prepare some phrases for a conversation in which you are going to ask someone to do something for you. Memorize these phrases. Now stand in front of the mirror and pronounce them as if you were talking to the right person... If you are not telling a joke at the same time, then, most likely, you will see a rather gloomy type in the mirror.

We often forget that our emotions are reflected on our faces against our will. The moment you ask people to do something, your brain can work hard, in which case your gaze will be too serious. Or, perhaps you will start to get nervous, and it will be immediately visible in your eyes. Your counterpart will naturally react to your facial expression.

Be aware that frequent blinking can be a sign of nervousness. Blinking can tell the other person that you are feeling uncomfortable. In addition, it can be interpreted as a sign that speaks of external attractiveness the one you are looking at.

- A direct look into the eyes during a conversation means that you are interested and you are listening carefully to the interlocutor. However, too gaze in the eye can be interpreted by him as a threat.

- The "running" gaze informs the interlocutor that you are nervous or lying.

Lip biting conveys your anxiety, insecurity and fear.

- Wide-open eyes and slightly raised eyebrows demonstrate your focus and interest.

Strategies
Strategy 18: Your words will sound more convincing if you speak them with light smile looking into the eyes of the interlocutor.

The meaning of the tone of the voice

Remember a visit to a country whose language you did not know. Surely you were surprised that, without understanding a word in a conversation local residents, yet got an idea of the feelings that possessed the speakers. There is a special section of paralinguistics that studies voice communication separately from the meanings of spoken words.

Just think about how differently you can say: “ New team will work great ”- with great enthusiasm, with sarcasm, with boredom in his voice. That, how you speak carries no less, and sometimes more information than the words you utter. Here are some things to look out for:

- Change the volume and tone of your voice to match the content of the speech. If you are excited or passionate about a proposed idea, convey your passion to your audience by raising your voice a little, speaking the words a little faster and with more intonation than you usually do.

- Speak loud enough. Speech that is too quiet demonstrates the speaker's timidity or nervousness.

- Pronounce every word clearly. Pay Special attention at the endings of words and phrases. It is them that people, as a rule, "swallow". Correct articulation conveys your confidence and demonstrates power.

- Think about correct use pauses. As you become nervous, you will speak faster and faster. Pause before and after important statements as well as before the question. Your silence can be as meaningful as your words.

Strategies
Strategy 19: To get the person to do something, reach out to them with energy, enthusiasm.

They really meet by their clothes

The validity of the expression "meet by dress" is confirmed by serious research.

Monroe Lefkowitz, Robert Blake and Jane Mowton conducted an experiment crossing city streets with red light signals. In those cases when the offender was dressed in a suit, three and a half times more people rushed after him than for the "hard worker", dressed in a simple shirt and trousers. Business suits inspire authority.

As part of Leonard Beekman's research, the experimenter would stop passers-by and say, pointing to a colleague who was standing a little further down the road: “Do you see this guy next to the parking machine? He has exceeded the parking time, but he cannot pay, he has no change. Give him ten cents! " And then he left.

If the experimenter was wearing a uniform, such as a military uniform, then most of the passers-by gave money to the hapless driver at the parking machine. If he wore everyday streetwear, then the order was carried out by less than half.

You will have to take the time to choose the right clothes... Be guided by the following consideration: to look authoritative, you must dress at least one level stricter than those you are applying to. If you need to look like “your boyfriend,” dress like your audience.

Strategies
Strategy 20: To get people to do what you need to do, you must either dress like them or dress a little stricter than them (this will emphasize your higher status).

How to become a leader in a few seconds

Cameron Anderson and Gavin Kilduff studied group decision making. They formed several groups of students of four people each and asked them to solve math problems from the GMAT test. The use of standardized assignments helped the researchers assess how well the group performed on the assignment. In addition, it allowed each member of the group to compare their scores with their math score on the SAT when they entered college.

The researchers videotaped the discussions that took place within the group during problem solving. Several observers were then asked to review the records and draw a conclusion about who was the leader of each group. Group members received the same assignment. The leaders were unanimously identified.

Anderson and Kilduff decided to find out why the leaders turned out to be such. Before the start of the experiment, all participants were tested for the ability to dominate. As you may have guessed, the students who were later recognized as group leaders scored the highest points. But this did not satisfy the researchers. Maybe they had best marks mathematics? No. Or did they intimidate the rest of the group, which allowed them to become the leader? Also no.

The resulting explanation surprised the scientists: during the discussions, the future group leaders simply ... were the first to speak. In 94% of cases, the group's final answer coincided with the first of the proposed ones, and the first to answer were students with a more pronounced tendency to dominate.

People tend to listen to the leader and do what he suggests. If you want people to do what you need to do, start talking before others.

Strategies
Strategy 21: Be the first to speak and you will be recognized as a leader. Then it will be easier for you to get people to do what you need to do.

Habits

Whether you realize it or not, you do most of your daily activities out of habit. Habits are automatic and unconscious. You regularly perform certain rituals in the same way.

You may have tried to break some habits or acquire new ones but failed. Was it difficult for you to start running in the morning or quit smoking? If your answer is yes, you might be surprised when I suggested using habits to get people to do what you need to do.

Once you understand how they are formed, then make sure that it is quite easy to form new habits and change existing ones.

We perform our usual actions automatically. If you can get people to form a new habit of doing what you need to do, chances are they will automatically repeat the required action for a long time to come. You don't need to motivate them.

And if you know someone's habits, you can attach a new one to one of the existing ones.

The Science of Habits

Aaker J., Smith E. Dragonfly effect. All about awesome promo campaigns in social networks... Moscow: United Press, 2011. Approx. ed.

SAT and ACT are competing standardized tests in the United States used to assess the knowledge of applicants for admission to American higher education educational establishments... Unlike the Unified State Exam, one test assesses knowledge in several subjects at once. Approx. per.

The best textbook on body language in my opinion is The Silent Language of Leaders: How Body Language Can Help - or Hurt - How You Lead. Approx. ed.

A standardized test for admission to graduate school in a business school. Approx. per.

Duhigg Ch. Force of habit. Why do we live and work this way and not another? M .: Career Press, 2012. Approx. ed.

Select chapter

The need for belonging

Have you seen the movie Outcast? The character of Tom Hanks is in a plane crash on a desert island in the South Pacific, where he spends several years. Having pushed around alone, he takes a volleyball from his surviving baggage, draws a face on it, and has been constantly talking to him ever since. He even gives his "friend" the name Wilson - after the name of the manufacturing company. Unable to communicate with a real person, the hero of the film was forced to create for himself his likeness.

To get people to do what you need to do, you can use their overwhelming urge to feel like they belong to a particular group.

Habits

It's amazing how many everyday things we do automatically, out of habit. Often we don't even remember how they were formed.

The power of stories

What kind of person are you? Do you do charity work? Do you follow the fashion? Are you a good family man?

Each of us has our own story. We tell ourselves and others who we are and why we do what we do. We deliberately create some of these stories, but most of them appear on their own.

We prefer our stories to be consistent. Feeling our own inconsistency makes us feel uncomfortable.

By understanding exactly what people think of themselves, you can communicate with them in a way that matches your behavior and ultimately encourage them to do what you need to do.

The carrot and stick method

Think about it: you spend a lot of time and energy trying to get people to do what you need to do; maybe you even offer them a reward. Meanwhile, in casinos, people pay for it themselves!

The so-called "variable rate reinforcement mode" has been successfully used in casinos for a long time; as a result, people play over and over again, even if they lose.

A few years ago, the prevailing trend in psychology was to study rewards and positive reinforcement. Today we know that motivators such as instincts, the pursuit of excellence, and the need for belonging are sometimes stronger than any reward. However, in some cases, reward is still the best way to get people to do what you need to do. You just need to use it in the right way.

Instincts

You are driving a car and you see the consequences of a road accident ahead. You order yourself not to slow down or look in that direction, and yet you feel an irresistible urge to do it.

You may find that playing on sex drive or hunger is unsuitable for achieving your goals. However, the instinct for self-preservation is good for most cases.

Susan Weinshenk

The laws of influence. How to get people to do what you need to do

All rights reserved. No part of the electronic version of this book may be reproduced in any form or by any means, including posting on the Internet and corporate networks, for private and public use without the written permission of the copyright holder.

Legal support of the publishing house is provided by the law firm "Vegas-Lex"

This book is well complemented by:

The art of influence

Mark Goulston, John Ullman

I can hear right through you

Mark Goulston

The psychology of persuasion

Robert Cialdini

Dedicated to my children, Guthrie and Macy, who have sometimes considered it a blessing, and probably a lot of times a punishment, that their mom is a psychologist. I tested all my theories on you!

Susan Weinschenk

How to Get People to Do Stuff. Master the art and science of persuasion and motivation

Introduction

Are you good at cooking? I prefer to think that I am a good cook. Sometimes I get something magical, sometimes mediocre.

Let's apply the same principle to people.

That's what you need my book for.

Chapter 1. Seven motivators

My already adult children often blame me for using psychological techniques in their upbringing. And they are right!

Psychological research has been carried out for over a hundred years. Many of the earliest conclusions are still valid today. The technical possibilities that appeared later - to look inside the brain and look at its work - confirmed this, and also made it possible to understand much better the motives of our actions. In writing this book, I used the results of both early and recent research.

We'll look at seven behavioral motivators:

The need for belonging

Habits

The power of stories

The carrot and stick method

Instincts

Striving for excellence

Mind games

I will describe each of them, explain its essence and share with you the strategy created on its basis.

The need for belonging

To get people to do what you need to do, you can use their overwhelming urge to feel like they belong to a particular group.

Habits

It's amazing how many everyday things we do automatically, out of habit. Often we don't even remember how they were formed.

The power of stories

What kind of person are you? Do you do charity work? Do you follow the fashion? Are you a good family man?

Each of us has our own story. We tell ourselves and others who we are and why we do what we do. We deliberately create some of these stories, but most of them appear on their own.

We prefer our stories to be consistent. Feeling our own inconsistency makes us feel uncomfortable.

By understanding exactly what people think of themselves, you can communicate with them in a way that matches your behavior and ultimately encourage them to do what you need to do.

The carrot and stick method

Think about it: you spend a lot of time and energy trying to get people to do what you need to do; maybe you even offer them a reward. Meanwhile, in casinos, people pay for it themselves!

The so-called "variable rate reinforcement mode" has been successfully used in casinos for a long time; as a result, people play over and over again, even if they lose.

Instincts

You are driving a car and you see the consequences of a road accident ahead. You order yourself not to slow down or look in that direction, and yet you feel an irresistible urge to do it.

You may find that playing on sex drive or hunger is unsuitable for achieving your goals. However, the instinct for self-preservation is good for most cases.

Current page: 1 (total of the book has 19 pages) [available passage for reading: 5 pages]

Susan Weinshenk
The laws of influence. How to get people to do what you need to do

Legal support of the publishing house is provided by the law firm "Vegas-Lex"

This book is well complemented by:

The art of influence

Mark Goulston, John Ullman

I can hear right through you

Mark Goulston

The psychology of persuasion

Robert Cialdini

Dedicated to my children, Guthrie and Macy, who sometimes considered it a blessing and probably a lot of times a punishment that their mother is a psychologist. I tested all my theories on you!

Introduction

Are you good at cooking? I prefer to think that I am a good cook. Sometimes I get something magical, sometimes mediocre.

Let's apply the same principle to people.

That's what you need my book for.

Chapter 1
Seven motivators

My already adult children often blame me for using psychological techniques in their upbringing. And they are right!

We'll look at seven behavioral motivators:

- The need for accessories

- Habits

- The power of stories

- Carrot and stick method

- Instincts

- Striving for mastery

- Mind games

I will describe each of them, explain its essence and share with you the strategy created on its basis.

The need for belonging

Have you seen the movie Outcast? The character of Tom Hanks as a result of a plane crash finds himself on an uninhabited island in the South Pacific, where he spends several years. Having pushed around alone, he takes a volleyball from his surviving baggage, draws a face on it, and has been constantly talking to him ever since. He even gives his "friend" the name Wilson - after the name of the manufacturing company. Unable to communicate with a real person, the hero of the film was forced to create for himself his likeness.

To get people to do what you need to do, you can use their overwhelming urge to feel like they belong to a particular group.

Habits

It's amazing how many everyday things we do automatically, out of habit. Often we don't even remember how they were formed.

The power of stories

What kind of person are you? Do you do charity work? Do you follow the fashion? Are you a good family man?

Each of us has our own story. We tell ourselves and others who we are and why we do what we do. We deliberately create some of these stories, but most of them appear on their own.

We prefer our stories to be consistent. Feeling our own inconsistency makes us feel uncomfortable.

By understanding exactly what people think of themselves, you can communicate with them in a way that matches your behavior and ultimately encourage them to do what you need to do.

The carrot and stick method

Think about it: you spend a lot of time and energy trying to get people to do what you need to do; maybe you even offer them a reward. Meanwhile, in casinos, people pay for it themselves!

The so-called "variable rate reinforcement mode" has been successfully used in casinos for a long time; as a result, people play over and over again, even if they lose.

Instincts

You are driving a car and you see the consequences of a road accident ahead. You order yourself not to slow down or look in that direction, and yet you feel an irresistible urge to do it.

You may find that playing on sex drive or hunger is unsuitable for achieving your goals. However, the instinct for self-preservation is good for most cases.

Striving for excellence

The pursuit of mastery motivates much more than rewards. People are driven by a desire to learn and hone knowledge and skills.

Some circumstances contribute to a person's striving for perfection, others suppress it. By learning how to stimulate it, you can motivate people to do what you need to do.

Mind games

Surely you have observed optical illusions more than once. Your vision sends a signal to your brain that it is not seeing what it really is. However, there are also cognitive illusions. The thought process has several typical scenarios. Our brains are geared towards making rapid decisions. This provides a quick reaction to what is happening, but sometimes hasty conclusions and instant decisions lead to cognitive illusions.

Use cognitive illusions to get people to do what you need to do.

Too insidious?

When I talk about how to get people to do what you need to do, I often hear questions about moral principles: “Isn't it too insidious to use these psychological techniques? Is it ethical? "

It is not easy to answer them.

I recently served as a government expert advisor on online fraud litigation and now have a better sense of the line between ethical and unethical behavior. In my opinion, it is quite normal to display your product in the most favorable light and bring it in line with the needs and desires of buyers.

Does everyone need a new refrigerator? Most likely no. But it seems to me that it is absolutely normal to encourage people to buy it right now and from you (otherwise you will have to agree that the whole sphere of marketing and advertising is unethical).

This is what I think is normal: to do good or not to harm.

Now that we have dealt with ethical issues, we are ready to start examining the seven motivators of human behavior. In the following chapters, I will reveal to you their scientific background.

Chapter 2
The need for belonging

In each case, you probably felt like an outcast and most likely suffered from longing, loneliness, or bubbling with anger.

Now think about situations when, on the contrary, you felt your involvement in what was happening. Perhaps you grew up in a close-knit family and gladly participated in all family celebrations. Or you are overwhelmed by a delightful sense of unity when you and other fans in one rush shout in the stadium: "Go-o-ol!" Most likely, memories of belonging are accompanied by feelings of happiness.

When people feel they belong, they perform better.

Gregory Walton, a professor at Stanford University, has long studied the effect of a sense of belonging on human behavior. In one of his experiments, Walton found that subjects were more motivated and achieved better results when their colleagues told them that they were born on the same day. By the way, the same effect was observed in five-year-old children.

Strategies
Strategy 1: Make people connect with colleagues and they will work better.

Use nouns, not verbs

The need for belonging can be very delicate. We identify with the groups to which we belong, and this feeling can seriously affect our behavior.

When asking people to do something, use nouns, not verbs. By giving them a sense of belonging to a group, you are much more likely to get the result you want.

Strategies
Strategy 2: When asking people to do something, use nouns, not verbs, to create a sense of group identity.

Use the power of someone else's opinion

Have you ever participated in church rituals you are not familiar with when you do not know what will happen next? Will the congregation answer the priest, or pray, or sing? Everyone sits down, stands up or kneels down, obeying various signals. You surreptitiously observe how others behave and try to imitate their actions. If all of them at once put paper bags on their heads and turned around their own axis three times, you would probably start looking with your eyes where you can take the same bag.

Why does other people's behavior look so compelling? Why do we look closely at what others are doing and copy it? This desire is called social conformity.

The more people were in the room and the more clearly they ignored the presence of smoke, the more the subjects were inclined to do nothing. But if the subject was alone in the room, when smoke appeared, he ran out of the room after a few seconds, shouting "fire". We like to think that we are unique and independent in our judgment. The truth is that the urge to fit in and be part of a group is in our brains and in our biology. We want to be like the rest. It is such a strong motivator that when we find ourselves in an unfamiliar situation, we look at others to understand how to behave. And we do it unconsciously. You can use social conformity to get people to do what you need to do. This is a very easy and effective method - you just need to tell them how many people are already doing exactly this.

If you want a person to quit smoking, tell him how many smokers within the framework of this program (in this country, within a specific time frame, using this method) got rid of the bad habit. If you want people to buy a product, tell us how many copies have already been sold. If you would like to collect donations, please tell us how many philanthropists have already made charitable contributions. Obviously, this only works if there are a significant number of people who have already done what you need to do.

Impact on energy consumers by comparison with neighbors
Some energy companies are using the powerful force of social conformity to get people to conserve energy. They send their customers energy consumption charts, according to which everyone can compare their consumption with their neighbors. If a client uses less energy than the local average, a smiling emoticon is displayed on his graph. Initially, they used a frowning emoticon in case the customer's consumption was above average. But, having received a lot of complaints, they began to use only smiling emoticons - one or two (if the client saved a lot of electricity) or did not draw an emoticon at all if the client's consumption level was at or above average. As a result, the company's customers, having the opportunity to compare their level of consumption with their neighbors, saved more and more energy.

Once I attended an open day at a college. One administrator told applicants and their parents that alcohol bans had been violated more than 200 times in hostels on campus in the past three years. That is - attention! - pointed out directly that there are alcohol-related problems on their campus. Then he began to talk about the measures that are being taken to solve the problem, but he had already made a fatal mistake. He has just informed three hundred applicants that many of the college students are drinking. It is likely that this statement only aggravated the situation.

Before formulating your arguments for why people should do what you want them to do, do your analysis and data on how many people are already doing it.

Strategies
Strategy 3: To get people to do something, show them that others are already doing it.

This book is well complemented by:

Introduction

The need for belonging

Habits

The power of stories

The carrot and stick method

Instincts

Striving for excellence

Mind games

Too insidious?

When people feel they belong, they perform better.

Strategies

Use nouns, not verbs

Strategies

Use the power of someone else's opinion

Impact on energy consumers by comparison with neighbors

Strategies

Make sure the request comes from the right person

The brain reacts in a special way to people you know

Similarity builds relationships

People are more likely to listen to and trust attractive people.

The mathematical expression of attractiveness

Debt good turn deserves another

How to double your donation

Gifts don't have to be the same

Reciprocity through the eyes of a debtor

Strategies

Make People Say No

Concession also affects obligation

The difference between the requested and the actual goal

Strategies

Use of imitation

Modeling behavior

Strategies

Body language for bonding

Strategies

People will imitate your feelings.

Emotions are contagious

Strategies

Viral spread

Gestures have cultural differences

Strategies

Your face and eyes can speak too

Unconscious facial expressions

Strategies

The meaning of the tone of the voice

Strategies

They really meet by their clothes

Strategies

How to become a leader in a few seconds

Strategies

The Science of Habits

Susan Weinshenk The laws of influence. How to get people to do what you need to do

This book is well complemented by:

Introduction

Chapter 1 Seven motivators

The need for belonging

Habits

The power of stories

The carrot and stick method

Instincts

Striving for excellence

Mind games

Too insidious?

Chapter 2 The need for belonging

When people feel they belong, they perform better.

Strategies

Use nouns, not verbs

Strategies

Use the power of someone else's opinion

Impact on energy consumers by comparison with neighbors

Strategies

Susan Weinshenk
The laws of influence. How to get people to do what you need to do

Chapter 1
Seven motivators

Chapter 2
The need for belonging