It has been some time since the first edition of Influence was published. included a new feature that was stimulated by the responses of prior readers. That new. Cialdini has identified 7 key influencers of persuasion (based on 35 years of evidence based stand a much greater chance of sticking to them (cf http://www. medical-site.info - Ed). Households month (Happy New Year, Happy Easter etc.), but the. This Influence summary teaches you all of Cialdini's key principles of influence, how they are used and why they Influence — The Psychology of Persuasion — Summary in PDF .. Scarcity, New Scarcity & Demand Scarcity.
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PDF | Robert B. Cialdini and others published The Power of Persuasion Putting the Science of Influence to Work in Fundraising. employed optimally by only a fraction of those who could ben-. efit from them. . ees and to attract new ones. Influence: The Psychology of Persuasion, Revised Edition [Robert B. Cialdini] on medical-site.info *FREE* shipping on qualifying offers. Influence, the classic book. The listing you're looking for has ended. Influence: The Psychology of Persuasion , Revised Edition [PDF]. Condition: Brand New. Ended: Feb 19, ,
The book Influence: Science and Practice written by Robert B.
Cialdini, who received his graduate and postgraduate training in persuasion and social influence from the University of North Carolina and Columbia University. These rules of thumb work for us the majority of the time. The rule of reciprocation states that we should try to repay, in kind, what another person has provided us.
Research shows that there is no human society that does not subscribe to the rule. Trigger by uninvited favours.
This rule results in the lowering of the natural inhibitions against transactions. Commitment and Consistency. This principle is triggered by our obsessive desire to be and appear consistent with what we have already done. The drive to be and look consistent constitutes a highly potent weapon of social influence, often causing us to act in ways that are clearly contrary to our own best interests.
Once we have made a personal choice or taken a stand, we will encounter personal and interpersonal pressures to behave consistently with that commitment. Social Proof. One means we use to determine what is correct is to find out what other people think is correct. The principle applies especially to the way we decide what constitutes correct behaviour. We view a behaviour as more correct in a given situation to the degree that we see others performing it.
Few people would be surprised to learn that, as a rule, we most prefer to say yes to the requests of someone we know and like. It is the extreme willingness of adults to go to almost any lengths on the command of an authority that is the focus of this principle. We are trained from birth that obedience to proper authority is right and proper.
Information from a recognized authority can provide us a valuable shortcut for deciding how to act in a situation.
Opportunities seem more valuable to us when their availability is limited. Familiarity produced by being in contact with someone produces greater liking. The connection does not have to be logical. When our public image is damaged, we try to repair it by showing our ties to successful others and avoiding unsuccessful others. If you like the requester, do not automatically like the request.
We are as vulnerable to symbols of authority as to its substance.
Clothes and other outward appearances — Motorists wait much longer before honking on a new luxury car than an old car. And people, when asked about it, underestimate that effect.
Think what does this expert stand to gain by my compliance. An expert has a higher chance of swaying us if we think he is impartial. Scarcity rule 6 The thought of losing something motivates us more than the thought of gaining something of similar value.
As opportunities become less available, we lose freedom. Freedom once granted will not be relinquished without a fight. Some more examples: Young boys run for toys behind obstructions than the one lying in front of them.
How to say no The real enjoyment is in experiencing something than just possessing it. The scarcity pushes us into downloading things just for the sake of possessing them.
Each chapter is also filled with interesting examples that help you see how each principle can be applied. By the end of the book, I had little doubt that these are six important dimensions of human interaction. I highly recommend this book to all professionals. It does not matter if you are a manager, sales person, pastor, or non-profit volunteer. The ideas in this book, once applied, will make it easier for you to accomplish your goals. In a video featuring the author, Professor Cialdini even goes so far as to promise that these principles can help you influence the most resistant of all audiences--your children.
With a claim like that, who wouldn't be intrigued? My advice is to read this sooner rather than later. You will be quite glad you did. Most books of applied psychology fall prey to one of two weaknesses: Either they lack scientific content or over-simplify or they present solid information in an academic manner that readers find difficult to absorb and apply. Robert Cialdini's book stands out brilliantly from these books. Combining wide and deep scientific scholarship with an engaging, lucid, and personal style, Influence may be the single best work on the topic.
The intent of the book is to show how we can understand and defend against pervasive non-rational influences on our decision-making. Of course the same principles could be applied to market products or influence colleagues and rivals either in place of or in addition to genuine reasons.
One sign of the range of the book is the fact that Cialdini doesn't get to the famous Milgram experiment on "Obedience to Authority" until p. The book concentrates on several factors that evolution and culture have drilled into us to produce compliance for good reasons, but which can be abused by "compliance professionals": reciprocation, commitment and consistency, social proof, liking, authority, and scarcity.