Have you ever wondered why some people are more easily swayed than others? What makes certain individuals more susceptible to influence?<\/p>\n\n\n\n
In his book Pre-Suasion<\/em>, Robert Cialdini explores the factors that make people more open to persuasion. He identifies key preferences that can be leveraged to steer attention and shape decisions. These include consistency, authority, likability<\/a>, and unity.<\/p>\n\n\n\n Read on to discover how you can use these insights to become more persuasive in your personal and professional life.<\/p>\n\n\n\n\n\n\n\n Cialdini identifies instruments for steering people\u2019s attention in the moment before deciding: language, images, and environments. Here, we\u2019ll discuss how to use <\/em>these instruments. We\u2019ll consider ways you can direct your audience\u2019s attention by aligning with certain preferences that make them susceptible to influence. Three of these (desire for consistency, deference toward authority, and desire for likability) are originally from Cialdini\u2019s previous book, Influence<\/em><\/a>, and one of which (the importance of unity) is new to Pre-Suasion<\/em>.<\/p>\n\n\n\n (Shortform note: In addition to consistency, authority, and likability, Cialdini highlights three further principles in both Pre-Suasion <\/em>and Influence<\/em><\/a>: reciprocity, social proof<\/a>, and scarcity. Reciprocity refers to the notion that we often feel obligated to repay those who have helped us<\/a>. Social proof refers to the idea that we\u2019re more likely to agree with something if it seems like everyone else agrees with it<\/a>. Finally, scarcity refers to the fact that we\u2019re more attracted to items that seem to have limited availability<\/a>. Cialdini contends that by leveraging these additional principles, we can more effectively pre-suade and persuade our audience to act as we desire.) <\/p>\n\n\n\n Cialdini first explains that people are naturally inclined to think and act in a way that\u2019s consistent with their pre-existing beliefs and actions<\/strong>. Accordingly, reminding people of this desire for consistency can be a powerful tool for successful pre-suasion.<\/p>\n\n\n\n (Shortform note: In academic works published elsewhere, Cialdini explains that consistency exists on a spectrum<\/a>, such that some individuals are more concerned with internal consistency than others. Thus, although he writes as if we all <\/em>desire internal consistency in Pre-Suasion<\/em>, it\u2019s more accurate to say that we all desire it to varying degrees.)<\/p>\n\n\n\n To demonstrate this desire for consistency, Cialdini points to a study examining how best to increase the participation rate of those who signed up for a blood drive. The researchers found that during a reminder call the day before the blood drive, eliciting verbal confirmation from participants made it significantly more likely that they would show up the next day\u2014the participation rate increased from 70% to 82%.<\/p>\n\n\n\n For this reason, effective pre-suasion often involves making our desire for internal consistency more salient. For example, vegetarianism advocates from People for the Ethical Treatment of Animals (PETA) might appeal to the fact that most individuals think it would be wrong to consume their household pets, even though they regularly consume other animals. In so doing, PETA would try to convince people to become vegetarians by appealing to their desire for internal consistency. <\/p>\n\n\n\n (Shortform note: In Influence<\/em><\/a>, Cialdini goes into further detail about why <\/em>we crave internal consistency. He writes that consistency allows us to make quick judgments without assessing each situation individually<\/a>, meaning that it frees us from the burden of deliberating about every single decision. For example, if you\u2019ve signed up for the annual blood drive each of the past five years, the desire for consistency will cause you to automatically do so in the future, rather than deciding whether to participate every single year.)<\/p>\n\n\n\n Cialdini admits that shifting people\u2019s focus toward their internal desire for consistency isn\u2019t enough if you\u2014the pre-suader\u2014don\u2019t come across as authoritative. According to Cialdini, people naturally defer to those whom they perceive as authoritative<\/strong>, meaning that effective pre-suaders should attempt to underscore their own credibility. <\/p>\n\n\n\n To illustrate the tendency to defer to authority, Cialdini discusses an experiment in which individuals were asked to answer complex questions about economics while undergoing a brain scan. He notes that when the participants were initially evaluating these questions, their brain activity surged in the area responsible for high-level problem-solving. However, when these participants heard proposed answers from professional economists, their brain activity crashed as they mindlessly deferred to the expert. <\/p>\n\n\n\n Cialdini concludes that making our own authority salient can be a winning strategy for pre-suasion. To do so, he recommends that you establish your credibility by admitting a shortcoming early in conversation<\/strong>, since people perceive those who are candid about their weaknesses as more credible. For instance, if you\u2019re a politician on the campaign trail, confessing to previous mistakes\u2014say, support for an unsuccessful bill in years past\u2014could actually make you seem more <\/em>authoritative in the eyes of your constituents. <\/p>\n\n\n\n While people place great weight on the views of authoritative experts, they\u2019re less likely to do so if the experts are unlikable. Conversely, Cialdini writes that people are inclined to agree with those whom they find likable<\/strong>, which suggests that drawing attention to your likable traits is an excellent pre-suasive strategy. He recommends two strategies for making yourself more likable: Highlight similarities with your audience and give your audience compliments.<\/p>\n\n\n\n (Shortform note: Much as Cialdini discusses likability in Pre-Suasion<\/em>, Dale Carnegie discusses a set of likability principles in How to Win Friends and Influence People<\/em><\/a>. However, his recommendations go beyond Cialdini\u2019s advice. For example, he offers straightforward tips like saying the name of the person whom you\u2019re talking to<\/a> because it makes them feel important and smiling frequently to show that you like them<\/a>.)<\/p>\n\n\n\n Cialdini points out that people are predisposed to like those who are similar to them<\/strong>. He relates that there are many examples of this phenomenon: Babies, for instance, are more likely to smile at adults who mimic the babies\u2019 facial expressions.<\/p>\n\n\n\n (Shortform note: According to one study, three-month-old babies not only prefer adults who mimic their own facial expressions, but they also prefer to look at the faces of men who share their caregivers\u2019 ethnicity<\/a>. The study exposed a group of three-month-old white babies to pictures of white, Middle Eastern, African, and Asian men. Ultimately, the study found that the white babies spent a significantly longer amount of time staring at the pictures of white men than men of other ethnicities, suggesting a preference for white men\u2019s faces.) <\/p>\n\n\n\n In the context of pre-suasion, then, Cialdini implies that we should draw attention<\/a> to features that we share with our audience. For example, imagine that you\u2019re a door-to-door salesman in Boston, where the majority of your potential customers are fans of the New England Patriots. To effectively pre-suade\u2014and thereby increase your sales\u2014you could choose to wear a Patriots hat that highlights your similarities with your audience. <\/p>\n\n\n\n (Shortform note: In situations where you don\u2019t <\/em>have much in common with your audience, Carnegie\u2019s advice in How to Win Friends and Influence People<\/em><\/a> may be useful. Carnegie recommends that you focus on your audience\u2019s interests<\/a>, even if you don\u2019t share them. For example, even if you don\u2019t know anything about Bitcoin, if you\u2019re talking to someone who\u2019s obsessed with it, it could be wise to ask questions to show them that you care about their interests.)<\/p>\n\n\n\n In addition to underscoring similarities with your audience, Cialdini also recommends that you give genuine compliments to win people\u2019s affection<\/strong>. To show as much, Cialdini points to a study in which students received fliers from a clothing store that praised them for being \u201cfashionable and stylish.\u201d In response to the fliers, these students reported significantly more positive attitudes toward the store and a higher likelihood of shopping there.<\/p>\n\n\n\n Paying people compliments can make you seem more likable, thus making you more effective at pre-suasion. For example, imagine that you\u2019re a teacher seeking high performance scores from your students to bolster your case for receiving a raise. Just before distributing the questionnaires, you could remind your students that they\u2019ve been a joy to have in class to steer them toward more favorable reviews.<\/p>\n\n\n\n (Shortform note: Although compliments can be an effective tool for winning people\u2019s affection, experts warn that you have to be careful not to overdo it<\/a>. After all, we often become less <\/em>affectionate when we believe that someone\u2019s compliments are driven by ulterior motives, since that makes us doubt their sincerity. For example, if the fliers from the above study instead told students they were \u201cthe most fashionable person we know,\u201d the students might have found the messaging off-putting and been less likely to shop at the store.)<\/p>\n\n\n\n Although consistency, authority, and likability are all potent desires, Cialdini clarifies that one more desire is even more powerful: unity. According to Cialdini, individuals are especially susceptible to influence from people with whom they feel connected. <\/strong>Further, he explains that this takes two forms: unity through identity and unity through activity. <\/p>\n\n\n\n Cialdini contends that people feel deeply connected with fellow members of a shared identity group<\/strong>, or \u201cin-group,\u201d such as their family, country, or religion. He relates that this unity has an evolutionary origin: Because humans are programmed by natural selection<\/a> to pass down their genetic material, they automatically favor those who share <\/em>this genetic material\u2014that is, their families. In fact, Cialdini notes that neuroscientists have even found that people tend to project their own personality traits onto other in-group members, suggesting that they consider those who share their identities as extensions of themselves.<\/p>\n\n\n\n Given the importance of shared identity, Cialdini suggests that we should direct our audience\u2019s attention toward any mutual aspects of identity to pre-suade them. For example, an Italian politician giving a speech on the eve of election day could begin the speech with, \u201cAs your fellow Italian,\u201d to underscore the identity that they share with voters. Alternatively, a corporate executive could use language likening the company to a family to foster a sense of unity among employees. <\/p>\n\n\n\n What if you want to pre-suade someone but you don\u2019t share an identity with them? Cialdini suggests that we can manufacture a sense of unity through collective action<\/strong>, citing an array of studies to show as much. <\/p>\n\n\n\n For instance, in one study, researchers separated participants into two teams\u2014one that walked in lockstep and one that walked out of sync\u2014before having the teams play a game in which they chose between maximizing<\/a> self-interest versus maximizing collective success. These researchers found that participants whose teams walked in lockstep were significantly more selfless (and thus more connected) during the subsequent game, whereas participants whose teams walked out of sync played more selfishly. <\/p>\n\n\n\nWhat Makes People Susceptible to Influence<\/h2>\n\n\n\n
Preference #1: Consistency<\/h3>\n\n\n\n
Preference #2: Authority<\/h3>\n\n\n\n
Preference #3: Likability<\/h3>\n\n\n\n
Strategy #1: Highlight Similarities<\/h4>\n\n\n\n
Strategy #2: Give Compliments<\/h4>\n\n\n\n
Preference #4: Unity<\/h3>\n\n\n\n
Form #1: Unity Through Identity<\/h4>\n\n\n\n
Form #2: Unity Through Activity<\/h4>\n\n\n\n