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Robert cialdini the power of persuasion

It is worthy of note that I have not included among the six principles the simple rule of material self-interest—that people want to get the most and pay the least for their choices. Their business is to make us comply, and their livelihoods depend on it. Most frequently, though, it has taken the form of participant observation. One aspect of what I learned in this three-year period of participant observation was most instructive. Their descriptions, which appear in the Reader's Reports at the end of each chapter, illustrate how easily and frequently we can fall victim to the pull of the influence process in our everyday lives. They know what works and what doesn't; the law of survival of the fittest assures it. The others—representatives of certain charitable agencies, for instance—have had the best of intentions. I have characterized such principles as weapons of influence and will report on some of the most important in the upcoming chapters.

Robert cialdini the power of persuasion


The study of persuasion, compliance, and change has advanced, and the pages that follow have been adapted to reflect that progress. I have characterized such principles as weapons of influence and will report on some of the most important in the upcoming chapters. I wish to thank the following individuals who—either directly or through their course instructors—contributed the Reader's Reports used in this edition: This omission does not stem from any perception on my part that the desire to maximize benefits and minimize costs is unimportant in driving our decisions. The evidence suggests that the ever-accelerating pace and informational crush of modern life will make this particular form of unthinking compliance more and more prevalent in the future. Participant observation is a research approach in which the researcher becomes a spy of sorts. It is worthy of note that I have not included among the six principles the simple rule of material self-interest—that people want to get the most and pay the least for their choices. The others—representatives of certain charitable agencies, for instance—have had the best of intentions. For nearly three years, then, I combined my experimental studies with a decidedly more entertaining program of systematic immersion into the world of compliance professionals—sales operators, fund-raisers, recruiters, advertisers, and others. With personally disquieting frequency, I have always found myself in possession of unwanted magazine subscriptions or tickets to the sanitation workers' ball. That program of observation sometimes took the form of interviews with the practitioners themselves and sometimes with the natural enemies for example, police buncosquad officers, consumer agencies of certain of the practitioners. Their business is to make us comply, and their livelihoods depend on it. I wondered why it is that a request stated in a certain way will be rejected, while a request that asks for the same favor in a slightly different fashion will be successful. Each of these categories is governed by a fundamental psychological principle that directs human behavior and, in so doing, gives the tactics their power. In the interim, some things have happened that I feel deserve a place in this new edition. They know what works and what doesn't; the law of survival of the fittest assures it. The purpose was to observe, from the inside, the techniques and strategies most commonly and effectively used by a broad range of compliance practitioners. At other times it involved an intensive examination of the written materials by which compliance techniques are passed down from one generation to another—sales manuals and the like. I wanted to find out which psychological principles influence the tendency to comply with a request. First, we now know more about the influence process than before. Although there are thousands of different tactics that compliance practitioners employ to produce yes, the majority fall within six basic categories. It will be increasingly important for the society, therefore, to understand the how and why of automatic influence. Their descriptions, which appear in the Reader's Reports at the end of each chapter, illustrate how easily and frequently we can fall victim to the pull of the influence process in our everyday lives. One aspect of what I learned in this three-year period of participant observation was most instructive. With disguised identity and intent, the investigator infiltrates the setting of interest and becomes a full-fledged participant in the group to be studied. It has been some time since the first edition of Influence was published. Using similar but not identical approaches, I was able to penetrate advertising, public-relations, and fund-raising agencies to examine their techniques.

Robert cialdini the power of persuasion


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4 comments

  1. Those who don't know how to get people to say yes soon fall away; those who do, stay and flourish. Most frequently, though, it has taken the form of participant observation.

  2. I wish to thank the following individuals who—either directly or through their course instructors—contributed the Reader's Reports used in this edition: The book is organized around these six principles, one to a chapter.

  3. I wondered why it is that a request stated in a certain way will be rejected, while a request that asks for the same favor in a slightly different fashion will be successful.

  4. Much of the evidence presented in this book, then, comes from my experience posing as a compliance professional, or aspiring professional, in a large variety of organizations dedicated to getting us to say yes.

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