Harnessing the science of persuasion

1)Liking
People like people who geuninely like them

Managers can use similarities to create bonds with a recent hire, the head of another department, or even a new boss.
The important thing is to establish the bond early because it creates a presumption of goodwill and trustworthiness in every subsequent encounter. It's much easier to build support for a new project when the people you're trying to persuade are already inclined in your favor


2)Reciprocity
People repay in kind

Managers can elicit the desired behavior from coworkers and employees by displaying it first Whether it's a sense of trust, a spirit of cooperation, or a pleasant demeanor, leaders should model the behavior they want to see from others.


3)Social Proof
People follow the lead of similar others

persuasion can be extremely effective when it comes from peers
influence is often best exerted horizontally rather than vertically.


4)Consistency:
People align with their clear commitments.

Make their commitments active,public, and voluntary.
People need not only to like you but to feel committed to what you want them to do. Good turns are one reliable way to make people feel obligated to you. Another is to win a public commitment from them
Small, seemingly trivial commitment can have a powerful effect on future actions.
Get it in writing, you'll have greatly increased the odds that he'll fulfill the commitment because, as a rule, people live up to what they have written down.


5)Authority:
People defer to experts. Expose your expertise; don't assume it's self-evident

inform them into compliance
A single expert-opinion news story in the New York Times is associated with a 2% shift in public
opinion nationwide
When an expert's view was aired on national television, public opinion shifted as much as 4%.
Cynics might argue that these findings only illustrate the docile submissiveness of the public
However, truth is, a well-selected expert offers a valuable and efficient shortcut to good decisions. Indeed, some questions, be they legal, financial, medical, or technological, require so much specialized knowledge to answer, we have no choice but to rely on experts

6) Scarcity:
People want more of what they can have less of. Highlight unique benefits and exclusive information.

Managers can learn from retailers how to frame their offers not in terms of what people stand to gain but in terms ofwhat they stand to lose if they don't act on the information.
exclusive information is more persuasive than widely available data.
** Information given must be given genuine.
Deceiving colleagues into compliance is not only ethically objectionable, it's foolhardy. If the deception is detected-and it certainly will be-it will snuff out any enthusiasm the offer originally kindled. It will also invite dishonesty toward the deceiver. Remember the rule of reciprocity.

Cialdini, R. B. Harnessing the science of persuasion, Harvard Business Review, Oct2001, 79(9)72-79.