Source: Boundless. “The Psychology of Persuasion.” Boundless Communications. Boundless, 21 Jul. 2015.
https://www.boundless.com/communications/textbooks/boundless-communications-textbook/persuasive-speaking-14/introduction-to-persuasive-speaking-72/the-psychology-of-persuasion-285-4176/
two psychological theories of persuasion
People tend to do things that they see others are doing.
the responses of individuals to the actions of others
There is no single key to a successful persuasive speech. Some people take longer than others to be persuaded, and some respond to different persuasion techniques. Therefore, persuasive speakers should be cognizant of audience characteristics to customize the pitch.
The psychology of persuasion is best exemplified by two theories that try to explain how people are influenced.
Robert Cialdini, in his book on persuasion, defined six "weapons of influence:"
- Reciprocity: People tend to return a favor. In Cialdini's conferences, he often uses the example of Ethiopia providing thousands of dollars in humanitarian aid to Mexico just after the 1985 earthquake, despite Ethiopia suffering from a crippling famine and civil war at the time. Ethiopia had been reciprocating for the diplomatic support Mexico provided when Italy invaded Ethiopia in 1937.
- Commitment and Consistency: Once people commit to what they think is right, they are more likely to honor that commitment even if the original motivation is subsequently removed. For example, in car sales, suddenly raising the price at the last moment works because buyers have already decided to buy.
- Social Proof: People will do things they see other people are doing. In one experiment, if one or more person looked up into the sky, bystanders would then look up to see what they could see. This experiment was aborted, as so many people looked up that they stopped traffic.
- Authority: People will tend to obey authority figures, even if they are asked to perform objectionable acts. Cialdini cites incidents like the Milgram experiments in the early 1960s and the My Lai massacre in 1968.
- Liking: People are easily persuaded by other people whom they like. Cialdini cites the marketing of Tupperware, wherein people were more likely to buy from others they liked. Some of the biases favoring more attractive people are discussed, but generally more aesthetically pleasing people tend to use this influence over others.
- Scarcity: Perceived scarcity will generate demand. For example, saying that offers are available for a "limited time only" encourages sales.
The second theory is called Relationship Based Persuasion. It was developed by Richard Shell and Mario Moussa. The overall theory is that persuasion is the art of winning over others. Their four step approach is:
- Survey your situation: This step includes an analysis of the persuader's situation, goals and challenges.
- Confront the five barriers: Five obstacles pose the greatest risks to a successful influence encounter - relationships, credibility, communication mismatches, belief systems, and interest and needs.
- Make your pitch: People need a solid reason to justify a decision, yet at the same time many decisions are made on basis of intuition. This step also deals with presentation skills.
- Secure your commitments: In order to safeguard the longtime success of a persuasive decision, it is vital to deal with politics at both the individual and organizational level.
Harnessing the Science of Persuasion
Robert B. Cialdini
FROM THE OCTOBER 2001 ISSUE
https://hbr.org/2001/10/harnessing-the-science-of-persuasion
Executive Summary
If leadership, at its most basic, consists of getting things done through others, then persuasion is one of the leader’s essential tools. Many executives have assumed that this tool is beyond their grasp, available only to the charismatic and the eloquent. Over the past several decades, though, experimental psychologists have learned which methods reliably lead people to concede, comply, or change. Their research shows that persuasion is governed by several principles that can be taught and applied. The first principle is that people are more likely to follow someone who is similar to them than someone who is not. Wise managers, then, enlist peers to help make their cases. Second, people are more willing to cooperate with those who are not only like them but who like them, as well. So it’s worth the time to uncover real similarities and offer genuine praise. Third, experiments confirm the intuitive truth that people tend to treat you the way you treat them. It’s sound policy to do a favor before seeking one. Fourth, individuals are more likely to keep promises they make voluntarily and explicitly. The message for managers here is to get commitments in writing. Fifth, studies show that people really do defer to experts. So before they attempt to exert influence, executives should take pains to establish their own expertise and not assume that it’s self-evident. Finally, people want more of a commodity when it’s scarce; it follows, then, that exclusive information is more persuasive than widely available data. By mastering these principles–and, the author stresses, using them judiciously and ethically–executives can learn the elusive art of capturing an audience, swaying the undecided, and converting the opposition.
Robert B. Cialdini is the Regents’ Professor of Psychology at Arizona State University and the author of Influence: Science and Practice (Allyn & Bacon, 2001), now in its fourth edition. Further regularly updated information about the influence process can be found at www.influenceatwork.com.
Executive Summary
If leadership, at its most basic, consists of getting things done through others, then persuasion is one of the leader’s essential tools. Many executives have assumed that this tool is beyond their grasp, available only to the charismatic and the eloquent. Over the past several decades, though, experimental psychologists have learned which methods reliably lead people to concede, comply, or change. Their research shows that persuasion is governed by several principles that can be taught and applied. The first principle is that people are more likely to follow someone who is similar to them than someone who is not. Wise managers, then, enlist peers to help make their cases. Second, people are more willing to cooperate with those who are not only like them but who like them, as well. So it’s worth the time to uncover real similarities and offer genuine praise. Third, experiments confirm the intuitive truth that people tend to treat you the way you treat them. It’s sound policy to do a favor before seeking one. Fourth, individuals are more likely to keep promises they make voluntarily and explicitly. The message for managers here is to get commitments in writing. Fifth, studies show that people really do defer to experts. So before they attempt to exert influence, executives should take pains to establish their own expertise and not assume that it’s self-evident. Finally, people want more of a commodity when it’s scarce; it follows, then, that exclusive information is more persuasive than widely available data. By mastering these principles–and, the author stresses, using them judiciously and ethically–executives can learn the elusive art of capturing an audience, swaying the undecided, and converting the opposition.
Robert B. Cialdini is the Regents’ Professor of Psychology at Arizona State University and the author of Influence: Science and Practice (Allyn & Bacon, 2001), now in its fourth edition. Further regularly updated information about the influence process can be found at www.influenceatwork.com.
Robert Cialdini - Harnessing The Science Of Persuasion.pdf
http://content.yudu.com/Library/A17ln5/RobertCialdiniHarnes/resources/1.htm
saved to disk
Scott Adams
@ScottAdamsSays
Creator of Dilbert. You might like my book about success: http://amzn.to/1oTGu8x
periscop session mentioning Hilary Clinton soaring campaign since she started working with persuasion guru Robert B. Cialdini or somebody like him.
What do investors want?
That is the “golden question” we often hear in the startup community; a topic that headlines several pitching workshops. However, that is notthe question entrepreneurs should be asking. Regardless of what the investor wants, there are a few fundamental techniques entrepreneurs must master before going out and pitching their startups. Here are a few tips to help you do just that:
1. Master your one-liner
If you can’t describe the entire concept of your business in one line, you’re not ready. This is one of the toughest exercises entrepreneurs have to endure, and for some, one of the longest. A one-liner is not a summary though- it’s an opener for interesting questions. The best one-liners are the intriguing ones; they contain one or more attention-seeking keywords that make people want to learn more about the startup.
A one-liner is the essence of your startup: what your product is, how users use it, and how big the opportunity is for this product. Throw in the keywords that are dealmakers: these can relate to your USP (how is your product or your model different), or to the cutting-edge technology that you are introducing.
The difficulty in doing this lies in squeezing in and structuring a great deal of information in a logical, impactful and audience agnostic manner. Anyone, regardless of how tech or business savvy they are, should be able to understand what your core concept is.
For instance, a design software startup can be described as follows: a cross-platform plug-in software that allows any user to perform this action in less time/less cost. You can choose to add the size of the market you are addressing or how innovative this solution is.
2. The dominator effect: show off what you’ve got
Tactfully and modestly, guide and accompany your audience at your pitch to their own conclusion, which should be one that contains statements and assumptions such as “this startup is going to dominate the market,” or “this team is on to something big.”
But remember that showcasing ambition can sometimes be irritating to your audience; you need to learn how to package it. You need toshow them that you have what it takes to dominate the market. You want to make them feel that they should be part of the success you will become, thanks to their support.
To dominate your market, you need to understand it. Design thinking is one of the best methodologies that help you understand your users and develop solutions they will want to use. In this regard, talking to your users is beyond crucial; it should be mandatory.
To dominate is to win over your competitors. One of the best strategists out there, Sun Tzu, once said: “If you know the enemy and know yourself, you need not fear the result of a hundred battles. If you know yourself but not the enemy, for every victory gained, you will also suffer a defeat.” But knowing your competitors doesn’t mean a mere listing of who they are and what they offer; it’s a thorough understanding of why users select them, and what you need to do to attract those users and retain them.
3. The lean wax-on, wax-off: understand your users’ journey
We often meet entrepreneurs coming up with solutions to problems they have never faced. Before you launch your MVP, take the time toexperience and understand your users’ journey. Become your user, and invest time and effort in demystifying the smallest and most boring of tasks or users’ constraints. By doing so, you will discover new ways of innovating both your product and your model in a manner that ensures growth and scalability.
The founders of a tech startup I mentor developed a product they assumed all developers would die for, until reality hit and no sales deal was closed. The tech team then revisited the complete user journey and engaged with many of their customers to identify the gaps in both their offering and their marketing techniques. As soon as new iterations were rolled out, sales started coming in.
As an entrepreneur, remember to avoid isolating yourself. Surround yourself with key mentors and advisors who truly add value to your work and your entrepreneurial journey. Select them thoughtfully and carefully, but be open to accept their feedback, even if harsh, and implement their recommendations. Coachability is a trait investors appreciate and look for.
4. Narrate it like a boss
Pitching is basically telling a story, one that keeps your audience hooked. The flow of your story is paramount, no flashbacks or long descriptions allowed. It should be as easy as 1-2-3, even if your product is heavily technical.
The story needs to be about you (and your team) and what inspired you to come up with a solution to a problem a group of people face. It is about how you will reach those people, and convince them to purchase your solution, and drop the competitors- for a certain amount, that will, hopefully, make you rich! The end of the story is the purpose of telling it.
The best pitches are the ones that make your audience the heroes of the story. If your product is an app, then tell it from a user’s perspective, and invite your audience to be the lead user in your story. If your product is B2B software, you can trace the story from a before-and-after angle.
It takes time to master the above pitching techniques, and if you need help in this, make it a point to network more. Attend events, join a community of likeminded people, like, say an incubator center, or a co-working space. Entrepreneurs are often some of the most supportive people you can come across- those who went through the same challenges and mastered the above techniques will surely help you. Good luck!
Related:
Developing A Good Pitch: A How-To Guide For Entrepreneurs Sharing Ideas
https://twitter.com/ScottAdamsSays/status/762366963184078848
Charisma on Command - YouTubehttps://www.youtube.com/user/charismaoncommand
Why Trump Will SMASH Hillaryhttps://www.youtube.com/watch?v=LibRNYJmZ-I
Make the audience feel that they should be a part of your success: @SirineFad on startup pitches | on @EntMagazineME
https://www.entrepreneur.com/article/278843
Pitch Perfect: Four Tips To Tell Your Startup Story Better
Charisma on Command - YouTubehttps://www.youtube.com/user/charismaoncommand
Why Trump Will SMASH Hillaryhttps://www.youtube.com/watch?v=LibRNYJmZ-I
Make the audience feel that they should be a part of your success: @SirineFad on startup pitches | on @EntMagazineME
https://www.entrepreneur.com/article/278843
Pitch Perfect: Four Tips To Tell Your Startup Story Better
What do investors want?
That is the “golden question” we often hear in the startup community; a topic that headlines several pitching workshops. However, that is notthe question entrepreneurs should be asking. Regardless of what the investor wants, there are a few fundamental techniques entrepreneurs must master before going out and pitching their startups. Here are a few tips to help you do just that:
1. Master your one-liner
If you can’t describe the entire concept of your business in one line, you’re not ready. This is one of the toughest exercises entrepreneurs have to endure, and for some, one of the longest. A one-liner is not a summary though- it’s an opener for interesting questions. The best one-liners are the intriguing ones; they contain one or more attention-seeking keywords that make people want to learn more about the startup.
A one-liner is the essence of your startup: what your product is, how users use it, and how big the opportunity is for this product. Throw in the keywords that are dealmakers: these can relate to your USP (how is your product or your model different), or to the cutting-edge technology that you are introducing.
The difficulty in doing this lies in squeezing in and structuring a great deal of information in a logical, impactful and audience agnostic manner. Anyone, regardless of how tech or business savvy they are, should be able to understand what your core concept is.
For instance, a design software startup can be described as follows: a cross-platform plug-in software that allows any user to perform this action in less time/less cost. You can choose to add the size of the market you are addressing or how innovative this solution is.
2. The dominator effect: show off what you’ve got
Tactfully and modestly, guide and accompany your audience at your pitch to their own conclusion, which should be one that contains statements and assumptions such as “this startup is going to dominate the market,” or “this team is on to something big.”
But remember that showcasing ambition can sometimes be irritating to your audience; you need to learn how to package it. You need toshow them that you have what it takes to dominate the market. You want to make them feel that they should be part of the success you will become, thanks to their support.
To dominate your market, you need to understand it. Design thinking is one of the best methodologies that help you understand your users and develop solutions they will want to use. In this regard, talking to your users is beyond crucial; it should be mandatory.
To dominate is to win over your competitors. One of the best strategists out there, Sun Tzu, once said: “If you know the enemy and know yourself, you need not fear the result of a hundred battles. If you know yourself but not the enemy, for every victory gained, you will also suffer a defeat.” But knowing your competitors doesn’t mean a mere listing of who they are and what they offer; it’s a thorough understanding of why users select them, and what you need to do to attract those users and retain them.
3. The lean wax-on, wax-off: understand your users’ journey
We often meet entrepreneurs coming up with solutions to problems they have never faced. Before you launch your MVP, take the time toexperience and understand your users’ journey. Become your user, and invest time and effort in demystifying the smallest and most boring of tasks or users’ constraints. By doing so, you will discover new ways of innovating both your product and your model in a manner that ensures growth and scalability.
The founders of a tech startup I mentor developed a product they assumed all developers would die for, until reality hit and no sales deal was closed. The tech team then revisited the complete user journey and engaged with many of their customers to identify the gaps in both their offering and their marketing techniques. As soon as new iterations were rolled out, sales started coming in.
As an entrepreneur, remember to avoid isolating yourself. Surround yourself with key mentors and advisors who truly add value to your work and your entrepreneurial journey. Select them thoughtfully and carefully, but be open to accept their feedback, even if harsh, and implement their recommendations. Coachability is a trait investors appreciate and look for.
4. Narrate it like a boss
Pitching is basically telling a story, one that keeps your audience hooked. The flow of your story is paramount, no flashbacks or long descriptions allowed. It should be as easy as 1-2-3, even if your product is heavily technical.
The story needs to be about you (and your team) and what inspired you to come up with a solution to a problem a group of people face. It is about how you will reach those people, and convince them to purchase your solution, and drop the competitors- for a certain amount, that will, hopefully, make you rich! The end of the story is the purpose of telling it.
The best pitches are the ones that make your audience the heroes of the story. If your product is an app, then tell it from a user’s perspective, and invite your audience to be the lead user in your story. If your product is B2B software, you can trace the story from a before-and-after angle.
It takes time to master the above pitching techniques, and if you need help in this, make it a point to network more. Attend events, join a community of likeminded people, like, say an incubator center, or a co-working space. Entrepreneurs are often some of the most supportive people you can come across- those who went through the same challenges and mastered the above techniques will surely help you. Good luck!
Related:
Developing A Good Pitch: A How-To Guide For Entrepreneurs Sharing Ideas
7 triggers to yes
http://the7triggers.com/
Want more business? Stop selling. Influence buying instead.
hack your customer's brain
Obama's Persuasion Professors
http://the7triggers.com/
Want more business? Stop selling. Influence buying instead.
hack your customer's brain
Obama's Persuasion Professors
The Making of Barack Obama: The Politics of Persuasion
https://www.amazon.com/Making-Barack-Obama-Politics-Persuasion/dp/1602354677
Contributors to the collection closely analyze several of Obama's most important speeches, attempting to explain why they were so rhetorically effective, while also examining the large discursive structures Obama was engaging: a worldwide financial crisis, political apathy, domestic racism, Islamophobia, the Middle East peace process, Zionism, and more.
THE MAKING OF BARACK OBAMA will appeal to politically engaged, intelligent readers, scholars of rhetoric, and anyone interested in understanding how the strategic use of language in highly charged contexts-how the art of rhetoric-shapes our world, unites and divides people, and creates conditions that make social change possible.
For those new to the formal study of rhetoric, editors Matthew Abraham and Erec Smith include a glossary of key terms and concepts. Contributors include Matthew Abraham, René Agustin De los Santos, David A. Frank, John Jasso, Michael Kleine, Richard Marback, Robert Rowland, Steven Salaita, Courtney Jue, Erec Smith, and Anthony Wachs.
"From the inspiring slogans and speeches of his campaign to the eloquent successes and failures of his presidency, Barack Obama has been extravagantly praised and sarcastically criticized for the distinctive power of his rhetoric. The essays in this collection persuasively analyze that rhetoric in all its specific tactics and general strategies, in its idealist yearnings and its pragmatic compromises, in its ambitious strivings and its political obstacles.
Academic ‘Dream Team’ Helped Obama’s Effort
http://www.nytimes.com/2012/11/13/health/dream-team-of-behavioral-scientists-advised-obama-campaign.html
“Most decisions — from which investment to choose to how to treat a disease to whether or not to go to war — must be made without knowing in advance how they will turn out. Successful decisions under uncertainty depend on our minimizing our ignorance, accepting inherent randomness and knowing the difference between the two.”
Behavioral Science & Policy: 1 1st Edition, Kindle Edition
by Craig Fox (Editor), Sim B. Sitkin (Editor)
https://www.amazon.com/Behavioral-Science-Policy-Craig-Fox-ebook/dp/B01F1G6HWW/ref=sr_1_5
How Behavioral Science Propelled Obama's Win
Roger Dooley
https://www.forbes.com/sites/rogerdooley/2012/11/19/obama-behavioral/#290077f27496
The team was organized by Craig Fox, a behavioral economist at UCLA. It included experts like Robert Cialdini, professor emeritus at Arizona State University and author of the social science classic, Influence: The Psychology of Persuasion, and the University of Chicago's Richard Thaler, coauthor of Nudge.
Richard H. Thaler is the Charles R. Walgreen Distinguished Service Professor of Economics and Behavioral Science at the University of Chicago's Graduate School of Business where he director of the Center for Decision Research. He is also a Research Associate at the National Bureau of Economic Research where he co-directs the behavioral economics project.
Professor Thaler's research lies in the gap between psychology and economics. He is considered a pioneer in the fields of behavioral economics and finance. He is the author of numerous articles and the books
Misbehaving: The Making of Behavioral Economics;
Nudge: Improving Decisions about Health, Wealth and Happiness (with Cass Sunstein),
The Winner's Curse,
and Quasi Rational Economics
and was the editor of the collections: Advances in Behavioral Finance, Volumes 1 and 2. He also wrote a series of articles in the Journal of Economics Perspectives called: "Anomalies". He is one of the rotating team of economists who write the Economic View column in the Sunday New York Times.
