Article1-Harnessing the Science of Persuasion-Summary+Notes.pdf

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University of Toronto Scarborough
Management (MGT)
Hugh Mac Donald

Article 1- Harnessing the Science of Persuasion (Robert B. Caildini)  Do you have the power to capture your audience, sway undecideds, convert opponent?  In an era of cross-functional teams and intercompany partnerships, masters of persuasion exert far greater influence than formal power structure.  From behaviour science: persuasion works by appealing predictably to deeply rooted human needs. Persuasion Principles  Liking - People like those like them, who like them. - To influence people, win friends. - Uncover real similarities and offer genuine praise. - Similarity: create early bonds with new peers by informally discovering commons.-->presumption of goodwill and trustworthiness - Praise: make positive remarks about others. - Ex. Tupperware Party: the guest’s fondness for their hostess weighted twice as heavily in their purchase decisions as their regard for the products they boughtnot only buying them to please themselves but their hostess  Reciprocity - People repay in kind. - Give what you want to receive. - Charities rely on reciprocity to help them raise funds. - Obtain a small gift in a letter  response doubled! - Gifts have a startling effect on retention. - Managers can elicit the desired behaviour from coworkers and employees by displaying it first. - Help your colleague who is in shorthanded of workersincrease your chance of getting help when you need it next time  Social proof - People follow the lead of similar others. - Use peer power to influence horizontally whenever it’s available Ask an esteemed old timer to support your initiative - Human beings rely heavily on the people around them for cues on how to think, feel, act. - Door to door donation: show a list of their neighborhood who donatedthe person is more likely to donate - Residents of NY city were asked to return a lost w
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