Post on 12-Feb-2017
PersuasionDale Walker
University of WyomingCollege of Arts & Sciences
ALADN 2005 – New Orleans
PersuasionI. Social PsychologyII. EthosIII. Myth
PersuasionQ: What about logic and reason?A: That’s what you studied in
college, and you know that’s only a small part. So let’s look at other things.
PersuasionI. Social PsychologyII. EthosIII. Myth
I. Social Psychology
1. Reciprocity2. Consistency3. Social proof4. Authority5. Likeability6. Scarcity
Robert B. Cialdini, Influence: The Psychology of Persuasion (revised; New York: Quill, 1993)
Robert B. Cialdini, Influence:
The Psychology of Persuasion (revised; New York: Quill, 1993)
1. Reciprocity
Cialdini
One of the most potent weapons of influence and compliance:
We want to repay, in kind, what another person has provided us
1. Reciprocity
Cialdini
One of the most potent weapons of influence and compliance:
We want to repay, in kind, what another person has provided us
1. Reciprocity
Cialdini
• give a flower then ask for a donation• LBJ called in favors; Carter had none to
call in; political patronage• send prospect pre-printed return
address labels with solicitation letter• small gifts and comped meals
I.e.: We want to repay, in kind, what another person has provided us
E.g:
1. Reciprocity• I.e.: We want to repay, in kind, what another person has
provided us
Cialdini
• Technique 1: If someone makes a concession, we are obligated to respond with a concession
• Making a concession gives the other party a feeling of responsibility for the outcome and greater satisfaction with resolution
1. Reciprocity• I.e.: We want to repay, in kind, what another person has
provided us• Technique 1: If someone makes a concession, we are
obligated to respond with a concession• Making a concession gives the other party a feeling of
responsibility for the outcome and greater satisfaction with resolution
Cialdini
•Technique 2: Rejection then retreat: exaggerated request rejected, desired lesser request acceded to
1. Reciprocity• I.e.: We want to repay, in kind, what another person
has provided us• Technique 1: If someone makes a concession, we are
obligated to respond with a concession• Making a concession gives the other party a feeling of
responsibility for the outcome and greater satisfaction with resolution
• Technique 2: Rejection then retreat: exaggerated request rejected, desired lesser request acceded to
Cialdini
•Technique 3: Contrast principle: sell the costly item first; or present the undesirable option first
1. Reciprocity• I.e.: We want to repay, in kind, what another person
has provided us• Technique 1: If someone makes a concession, we are
obligated to respond with a concession• Making a concession gives the other party a feeling of
responsibility for the outcome and greater satisfaction with resolution
• Technique 2: Rejection then retreat: exaggerated request rejected, desired lesser request acceded to
• Technique 3: Contrast principle: sell the costly item first; present undesirable option first
Cialdini
2. Consistency
• Our nearly obsessive desire to be (and to appear) consistent with what we have already done
• Consistency is usually associated with strength, inconsistency as weak; we want to look virtuous
Cialdini
2. Consistency
• Our nearly obsessive desire to be (and to appear) consistent with what we have already done
• Consistency is usually associated with strength, inconsistency as weak; we want to look virtuous
Cialdini
2. Consistency
• Technique 1: Elicit a commitment, then expect consistency
• Technique 2: Public, active, effortful commitments tend to be lasting commitments
• Technique 3: Get a large favor by first getting a small one (small commitments manipulate a person’s self-image and position them for large commitment)
Cialdini
2. Consistency
• Technique 1: Elicit a commitment, then expect consistency
• Technique 2: Public, active, effortful commitments tend to be lasting commitments
• Technique 3: Get a large favor by first getting a small one (small commitments manipulate a person’s self-image and position them for large commitment)
Cialdini
2. Consistency
• Technique 1: Elicit a commitment, then expect consistency
• Technique 2: Public, active, effortful commitments tend to be lasting commitments
• Technique 3: Get a large favor by first getting a small one (small commitments begin to shape a person’s self-image and position them for large commitment)
Cialdini
2. Consistency
• Outcome 1: Commitments people own, take inner responsibility for, are profound
• Outcome 2: Commitments lead to inner change and grow their own legs
Cialdini
2. Consistency
• Outcome 1: Commitments people own, take inner responsibility for, are profound
• Outcome 2: Commitments lead to inner change and grow their own legs
Cialdini
2. Consistency
Cialdini
• negotiating a car price • “Hi, how are you?”• Howard Dean’s campaign (meet ups and
volunteers writing letters)• have customers not salespeople fill out sale
agreements• testimonials• campaign leadership
Examples:
3. Social Proof
• One means we use to determine what is correct is to find out what other people think is correct.
• The greater number of people who find an idea correct, the more the idea will be correct.
• Pluralistic ignorance: each person decides that since nobody is concerned, nothing is wrong
• Similarity: social proof operates most powerfully when we observe people just like us
Cialdini
3. Social Proof
• One means we use to determine what is correct is to find out what other people think is correct.
• The greater number of people who find an idea correct, the more the idea will be correct.
• Pluralistic ignorance: each person decides that since nobody is concerned, nothing is wrong
• Similarity: social proof operates most powerfully when we observe people just like us
Cialdini
3. Social Proof
Cialdini
• laugh tracks• faith communities• mob behavior• inaction toward crime or emergency• Jonestown• applause• testimonials
Examples:
4. Authority
• We have a deep-seated sense of duty to authority
• Tests demonstrate that adults will do extreme things when instructed to do so by an authority figure
Cialdini
4. Authority
• We have a deep-seated sense of duty to authority
• Tests demonstrate that adults will do extreme things when instructed to do so by an authority figure
Cialdini
4. Authority
• Titles• Uniforms• Clothes• Trappings of
status
Cialdini
5. Likeability
We prefer to say yes to someone we know and like
Cialdini
5. Likeability
We prefer to say yes to someone we know and like
Cialdini
5. Likeability
Cialdini
• similarity of opinion, life-style, background, personality traits
• familiarity and contact• cooperation in shared goals
Compliance factors:
5. Likeability
Cialdini
• physical attractiveness• compliments• association with positive things
(beauty, what’s hip, food)• success• smile
Compliance factors:
5. Likeability
Cialdini
• Tupperware parties• peer solicitation• good cop / bad cop• eating together• celebrity endorsements
Examples:
6. Scarcity
• Opportunities seem more valuable to us when their availability is limited
• We want it even more when we are in competition for it
• E.g.: final $4.4 million in matching funds disappeared in one week
Cialdini
6. Scarcity
• Opportunities seem more valuable to us when their availability is limited
• We want it even more when we are in competition for it
• E.g.: final $4.4 million in matching funds disappeared in one week
Cialdini
I. Social Psychology
1. Reciprocity2. Consistency3. Social proof4. Authority5. Likeability6. Scarcity
Robert B. Cialdini, Influence: The Psychology of Persuasion (revised; New York: Quill, 1993)
I. Social Psychology
1. Reciprocity: we want to repay, in kind, what another person has provided us
2. Consistency3. Social proof4. Authority5. Likeability6. Scarcity
Robert B. Cialdini, Influence: The Psychology of Persuasion (revised; New York: Quill, 1993)
I. Social Psychology
1. Reciprocity: we want to repay, in kind, what another person has provided us
2. Consistency: desire to be (and to appear) consistent with what we have already done
3. Social proof4. Authority5. Likeability6. Scarcity
Robert B. Cialdini, Influence: The Psychology of Persuasion (revised; New York: Quill, 1993)
I. Social Psychology
1. Reciprocity: we want to repay, in kind, what another person has provided us
2. Consistency: desire to be (and to appear) consistent with what we have already done
3. Social proof: to determine what is correct find out what other people think is correct
4. Authority5. Likeability6. Scarcity
Robert B. Cialdini, Influence: The Psychology of Persuasion (revised; New York: Quill, 1993)
I. Social Psychology
1. Reciprocity: we want to repay, in kind, what another person has provided us
2. Consistency: desire to be (and to appear) consistent with what we have already done
3. Social proof: to determine what is correct find out what other people think is correct
4. Authority: deep-seated sense of duty to authority5. Likeability6. Scarcity
Robert B. Cialdini, Influence: The Psychology of Persuasion (revised; New York: Quill, 1993)
I. Social Psychology
1. Reciprocity: we want to repay, in kind, what another person has provided us
2. Consistency: desire to be (and to appear) consistent with what we have already done
3. Social proof: to determine what is correct find out what other people think is correct
4. Authority: deep-seated sense of duty to authority
5. Likeability: we say yes to someone we like6. Scarcity
Robert B. Cialdini, Influence: The Psychology of Persuasion (revised; New York: Quill, 1993)
I. Social Psychology
1. Reciprocity: we want to repay, in kind, what another person has provided us
2. Consistency: desire to be (and to appear) consistent with what we have already done
3. Social proof: to determine what is correct find out what other people think is correct
4. Authority: deep-seated sense of duty to authority
5. Likeability: we say yes to someone we like
6. Scarcity: limitation enhances desirability
Robert B. Cialdini, Influence: The Psychology of Persuasion (revised; New York: Quill, 1993)
I. Social Psychology
1. Reciprocity: we want to repay, in kind, what another person has provided us
2. Consistency: desire to be (and to appear) consistent with what we have already done
3. Social proof: to determine what is correct find out what other people think is correct
4. Authority: deep-seated sense of duty to authority
5. Likeability: we say yes to someone we like
6. Scarcity: limitation enhances desirability
Robert B. Cialdini, Influence: The Psychology of Persuasion (revised; New York: Quill, 1993)
PersuasionI. Social Psychology
II. EthosIII. Myth
Ethos
• The type of person that a writer or speaker projects.
• Goal = credibility• Personae: expert, friend, genuine
Ethos
• Definition: the type of person that a writer or speaker projects
• Aristotle: demonstrate trustworthiness within one’s speech
Ethos
• Definition: the type of person that a writer or speaker projects
• Aristotle: demonstrate trustworthiness within one’s speech
Ethos
• Definition: The type of person that a writer or speaker projects.
• Lysias: provide words appropriate to the speaker
• E.g., the simple rustic
Ethos
• Definition: The type of person that a writer or speaker projects.
• Lysias: provide words appropriate to the speaker
• E.g., the simple rustic
Ethos
Ethos
Ethos
Ethos
Ethos
• the absentminded professor• the overbearing school principal• the precocious child• the immature father• the rich snob• the bimbo
Comedy thrives on personality types.
Ethos
• simplicity or sophistication• elitism or egalitarianism• emphasis on faculty or students,
research or teaching• careers and professionalism or the
liberal arts• athletics or academics• regional or national or global
Variable elements of institutional ethos:
Ethos
Ethos
• diversity, tolerance, and openness• inquiry and discovery• heritage and history• location, region and campus• community• sports
Common elements of institutional ethos:
Ethos
• The type of person that a writer or speaker projects.
• What is the ethos of your school? It’s defining characteristics and values?
• What is the ethos you bring to your writing and speaking?
• What is the ethos you wish to project?
PersuasionI. Social PsychologyII. Ethos
III.Myth
Myth
• Popular meaning = lies• Greek mythos= story• Greek mythosopposes λογος
(logos), i.e., reason• Goal: frame or define a situation to create
common ground• Benefit: enliven rhetoric
Myth
• some myths / stories explain why and how we do the things we do (the first Thanksgiving);
• some reinforce the values we share in common (Horatio Alger);
• some frame the way we view the world (manifest destiny)
What is your story?
• Help your donors see themselves in a story, especially a meaningful story
• Touch big ideas• Make the story sensory• Fill it with shared values (ethos)• Provide meaning to your donors’ lives and
their philanthropy• Create their self-image as donors
PersuasionI. Social PsychologyII. EthosIII. Myth
Persuasionddwalker@uwyo.edu