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Pre-Suasion: A Revolutionary Way to Influence and Persuade
The acclaimed New York Times and Wall Street Journal bestseller from Robert Cialdini—“the foremost expert on effective persuasion” (Harvard Business Review)—explains how it’s not necessarily the message itself that changes minds, but the key moment before you deliver that message.
What separates effective communicators from truly successful persuaders? With the same rigorous scientific research and accessibility that made his Influence an iconic bestseller, Robert Cialdini explains how to prepare people to be receptive to a message before they experience it. Optimal persuasion is achieved only through optimal pre-suasion. In other words, to change “minds” a pre-suader must also change “states of mind.”
Named a “Best Business Books of 2016” by the Financial Times, and “compelling” by The Wall Street Journal, Cialdini’s Pre-Suasion draws on his extensive experience as the most cited social psychologist of our time and explains the techniques a person should implement to become a master persuader. Altering a listener’s attitudes, beliefs, or experiences isn’t necessary, says Cialdini—all that’s required is for a communicator to redirect the audience’s focus of attention before a relevant action.
From studies on advertising imagery to treating opiate addiction, from the annual letters of Berkshire Hathaway to the annals of history, Cialdini outlines the specific techniques you can use on online marketing campaigns and even effective wartime propaganda. He illustrates how the artful diversion of attention leads to successful pre-suasion and gets your targeted audience primed and ready to say, “Yes.” His book is “an essential tool for anyone serious about science based business strategies…and is destined to be an instant classic. It belongs on the shelf of anyone in business, from the CEO to the newest salesperson” (Forbes).
What separates effective communicators from truly successful persuaders? With the same rigorous scientific research and accessibility that made his Influence an iconic bestseller, Robert Cialdini explains how to prepare people to be receptive to a message before they experience it. Optimal persuasion is achieved only through optimal pre-suasion. In other words, to change “minds” a pre-suader must also change “states of mind.”
Named a “Best Business Books of 2016” by the Financial Times, and “compelling” by The Wall Street Journal, Cialdini’s Pre-Suasion draws on his extensive experience as the most cited social psychologist of our time and explains the techniques a person should implement to become a master persuader. Altering a listener’s attitudes, beliefs, or experiences isn’t necessary, says Cialdini—all that’s required is for a communicator to redirect the audience’s focus of attention before a relevant action.
From studies on advertising imagery to treating opiate addiction, from the annual letters of Berkshire Hathaway to the annals of history, Cialdini outlines the specific techniques you can use on online marketing campaigns and even effective wartime propaganda. He illustrates how the artful diversion of attention leads to successful pre-suasion and gets your targeted audience primed and ready to say, “Yes.” His book is “an essential tool for anyone serious about science based business strategies…and is destined to be an instant classic. It belongs on the shelf of anyone in business, from the CEO to the newest salesperson” (Forbes).
432 pages, Hardcover
First published September 6, 2016
About the author
Robert B. Cialdini
74 books2,387 followersDr. Robert Cialdini has spent his entire career researching the science of influence earning him an international reputation as an expert in the fields of persuasion, compliance, and negotiation.
His books including, Influence: Science & Practice, are the results of years of study into the reasons why people comply with requests in business settings. Worldwide, Influence has sold over 2 million copies. Influence has been published in twenty-five languages. His most recent co-authored book, Yes! 50 Scientifically Proven Ways to be Persuasive, has been on the New York Times, USA Today & Wall Street Journal Best Seller Lists.
In the field of influence and persuasion, Dr. Cialdini is the most cited living social psychologist in the world today.
Dr. Cialdini received his Ph.D from the University of North Carolina and post doctoral training from Columbia University. He has held Visiting Scholar Appointments at Ohio State University, the University of California, the Annenberg School of
Communications, and the Graduate School of Business of Stanford University. Currently, Dr Cialdini is Regents’ Professor Emeritus of Psychology and Marketing at Arizona State University.
Dr. Cialdini is President of INFLUENCE AT WORK, an international consulting, strategic planning and training organization based on the Six Principles of Influence.
His books including, Influence: Science & Practice, are the results of years of study into the reasons why people comply with requests in business settings. Worldwide, Influence has sold over 2 million copies. Influence has been published in twenty-five languages. His most recent co-authored book, Yes! 50 Scientifically Proven Ways to be Persuasive, has been on the New York Times, USA Today & Wall Street Journal Best Seller Lists.
In the field of influence and persuasion, Dr. Cialdini is the most cited living social psychologist in the world today.
Dr. Cialdini received his Ph.D from the University of North Carolina and post doctoral training from Columbia University. He has held Visiting Scholar Appointments at Ohio State University, the University of California, the Annenberg School of
Communications, and the Graduate School of Business of Stanford University. Currently, Dr Cialdini is Regents’ Professor Emeritus of Psychology and Marketing at Arizona State University.
Dr. Cialdini is President of INFLUENCE AT WORK, an international consulting, strategic planning and training organization based on the Six Principles of Influence.
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October 15, 2016
If I had read this book a few years ago I probably would have thought it was fantastic. Now I rate it as largely worthless.
Why the change? The book largely relies on so-called "priming" research, which is the idea that our decisions are substantially influenced by seemingly trivial elements of one's background environment. For example, in Pre-Suasion we are told that customers are more likely to buy French wine if there is French music playing in the background. Similarly, worker productivity shoots up if they are shown a photo of a runner winning a race, people express more conservative political opinions on questionnaires that include a miniature American flag in the corner, and Parisian men are more likely to help a woman retrieve a stolen phone if they had previously been asked how to get to Valentine Street (because the word Valentine primed them with associations of romance and chivalry).
If these findings seem hard to believe, you may be onto something. Priming has been a hot topic in pop psychology in recent years, but attempts to replicate the findings of many priming studies have failed. As far back as 2012 Daniel Kahneman (who won a Nobel prize for his work in psychology) said that priming research had become the "poster child for doubts about the integrity of psychological research."
Yet while the problems with priming research have been known for years, there is zero hint in Pre-Suasion that the findings being presented are questionable. This means that either Cialdini is unaware of these criticisms (which would be bad), or that he is aware but he decided not to mention it because it would undercut the thrust of his argument (which would be worse). Either way, you should not let a book based on such questionable research influence you.
Why the change? The book largely relies on so-called "priming" research, which is the idea that our decisions are substantially influenced by seemingly trivial elements of one's background environment. For example, in Pre-Suasion we are told that customers are more likely to buy French wine if there is French music playing in the background. Similarly, worker productivity shoots up if they are shown a photo of a runner winning a race, people express more conservative political opinions on questionnaires that include a miniature American flag in the corner, and Parisian men are more likely to help a woman retrieve a stolen phone if they had previously been asked how to get to Valentine Street (because the word Valentine primed them with associations of romance and chivalry).
If these findings seem hard to believe, you may be onto something. Priming has been a hot topic in pop psychology in recent years, but attempts to replicate the findings of many priming studies have failed. As far back as 2012 Daniel Kahneman (who won a Nobel prize for his work in psychology) said that priming research had become the "poster child for doubts about the integrity of psychological research."
Yet while the problems with priming research have been known for years, there is zero hint in Pre-Suasion that the findings being presented are questionable. This means that either Cialdini is unaware of these criticisms (which would be bad), or that he is aware but he decided not to mention it because it would undercut the thrust of his argument (which would be worse). Either way, you should not let a book based on such questionable research influence you.
February 7, 2017
While I was reading “Pre-Suasion” I took a look at some of the reviews on Goodreads. I saw a few that suggested the scientific studies this book is based on are questionable, and a few reviewers downgraded their reviews of the book because of that. I finished the book with that in mind. What I found was that most of the book, the first 2/3 or so, describe ways that, in effect, the state of mind of a person comes into play when they make a decision. You know, if it is sunny, you’d expect a person to make more positive decisions. How Cialdini writes this first 2/3 of the book is to describe a way of influencing people that he found from investigating a number of sales training programs and working with sales professionals. He describes these findings from experience, and then he gives some examples of the use of the concept in real life – a lot like my mention of how a sunny day can pre-dispose people to positive choices. Then, in many cases, he refers to the scientific literature. He doesn’t write this as if he is basing it on the science, he writes this as if basing it on personal observation and common experience, with the science as a final bit of proof of validity. Even if the science wasn’t included, this would be an interesting collection of methods of “pre-suasion” that, based on my experience, ring true to a great extent.
The last third, though is different. Cialdini updates his research from his earlier book “Influence”, and here, he leads with new scientific research. If this is the research that other reviewers are referencing, then this section is wounded, but I don’t think it is. Once again, it is quite interesting following Cialdini re-categorizing ways to influence. He ends with a discussion of the ethics of using these techniques to influence decisions. Here, he seems to be saying that the use of these techniques is unethical. Cialdini has completed a study regarding the outcomes of this “unethical” behavior – this chapter was just a way to document that, even though it seems to be at odds with the rest of the book. Why write a book suggesting ways to increase the chances of a specific outcome regarding human decision-making when you end up just saying it is wrong? Very odd. Especially to me – I read this book not just thinking about business decision-making and marketing and advertising, I also thought about how these concepts have been applied to politics and especially religion. If the concepts here are unethical, then most sermons I’ve heard are unethical. That last section just doesn’t sit right.
Overall, I did appreciate the ideas discussed in the book. I know enough to use some of these concepts, knowing that they have a possibility of helping make my case when I need someone to make a decision. But as importantly, this will help me recognize those situations when my own decision-making is being influenced.
The last third, though is different. Cialdini updates his research from his earlier book “Influence”, and here, he leads with new scientific research. If this is the research that other reviewers are referencing, then this section is wounded, but I don’t think it is. Once again, it is quite interesting following Cialdini re-categorizing ways to influence. He ends with a discussion of the ethics of using these techniques to influence decisions. Here, he seems to be saying that the use of these techniques is unethical. Cialdini has completed a study regarding the outcomes of this “unethical” behavior – this chapter was just a way to document that, even though it seems to be at odds with the rest of the book. Why write a book suggesting ways to increase the chances of a specific outcome regarding human decision-making when you end up just saying it is wrong? Very odd. Especially to me – I read this book not just thinking about business decision-making and marketing and advertising, I also thought about how these concepts have been applied to politics and especially religion. If the concepts here are unethical, then most sermons I’ve heard are unethical. That last section just doesn’t sit right.
Overall, I did appreciate the ideas discussed in the book. I know enough to use some of these concepts, knowing that they have a possibility of helping make my case when I need someone to make a decision. But as importantly, this will help me recognize those situations when my own decision-making is being influenced.
May 7, 2017
If you have read Cialdini's other books (including the more recent ones he co-wrote with other authors, such as "The Small Big: Small Changes that Spark Big Influence" and "Yes! 50 Scientifically Proven Ways to be Persuasive"), you won't feel like you are reading substantially different or new content in this one. He gives a great interview and covers nearly all of the main points in this recent podcast as well:
http://pca.st/episode/688b9ff0-50af-0...
http://pca.st/episode/688b9ff0-50af-0...
February 1, 2022
Prime the recipients of your message by altering what is in their mind at the moment of decision. Using a single-chute question (ex. "Are you a helpful/adventurous/etc person") channels attention. Even getting people to lean forward makes the message seem more important.
Drawing attention to something increases its importance to the listener. Direct attention to the favorable characteristics of what you are selling and do not ask people to compare- singular evaluation. Decision makers spend all their time on what can go right and hardly any time on what could go wrong and the consequences.
Whatever people focus on will be assumed as being causal. Presumed causality can be a huge factor in videotaped interrogations (similar to discussion of the Reid Technique in "Mistakes were made, but not by me" also in my Goodreads) - make sure the camera is aimed equally at you and the interrogator. If just aimed at one person, they will be presumed as causal simply because they are in focus. And always have a lawyer present. Questioning is the same since Salem Witch Trials, China's cultural revolution, McCarthy hearings, etc. Even extends to CEO pay gap because our focus is on them.
Attracting attention - people are much more likely to be influenced by stimuli that fit the goal they have for the situation. When afraid or threatened, we want to be part of a group. When a question of love/sex, we want to stand out and be distinctive. Can also attract attention to your product by offering multiple choices of similar-featured products and yours as a standalone with slightly different features - others will cancel each other out.
Use the word "you" instead of "people", has much greater impact. People remember things better and focus more attention on unfinished tasks - the "Ziegarnik effect." Don't offer closure, keeps people (or yourself) involved. Best way to communicate a story is a mystery, it requires an explanation. Draw people in, provide clues, then resolve. Be mysterious!
Metaphors are very powerful, understand what associations the metaphor invokes. Manipulate your external geography (place that makes you most productive) and internal geography (happiness, gratitude, past success).
Program goals internally by using if/when-then cues. We notice the favorable situation and act on our plan.
Updating the 6 concepts of social influence from his first book, Influence.
Reciprocation - what we give needs to be meaningful, unexpected, and customized.
Liking - highlight similarities and give compliments. Show customers you genuinely like them, rather than worrying about being liked.
Social Proof - does it seem valid and feasible
Authority - trustworthiness is acquired more quickly by acknowledging a shortcoming from the beginning, allowing for more belief from the audience when strengths are presented.
Scarcity - loss aversion is huge motivator. Less of any item raises perceived value.
Consistency.
Adds a seventh concept, Unity. Use the power of kinship to create a "we". Uses example of Warren Buffett writing about BRK future and saying it was exactly how he would explain it to his family. Children who grow up seeing s variety of people in their home, that their parents welcome and care for in some way, will be more likely to develop a charitable nature. Incredible example of Japanese ambassador helping Polish Jews resettle during WWII.
Acting together builds Unity. When people act in unison, they see themselves as more alike, which turns into elevated liking. Synchronize your actions even with people you've just met or are not part of your group. Music activates our non-rational brain. Continuing reciprocal exchange creates incredibly tight bonds in a short period of time. Co-creation also creates bonds (the "ikea effect" - people who have built items themselves see them as similar in value to experts' creations). If managers had a hand in creating something, they also give more credit to the ability of their employees. Asking for advice (not for opinion) builds connections (when we ask for advice we are usually looking for an accomplice).
Interesting chapter on the ethical implications of using these techniques, focused more on the fact that many CEOs & managers already unethical - because they think they won't get caught. Organizational dishonesty leads to poor employee performance, turnover, and malfeasance. Author believes honesty ratings by customers should be part of incentive structures, and that exec comp should have a component that is employee ratings of the firm's ethics.
Drawing attention to something increases its importance to the listener. Direct attention to the favorable characteristics of what you are selling and do not ask people to compare- singular evaluation. Decision makers spend all their time on what can go right and hardly any time on what could go wrong and the consequences.
Whatever people focus on will be assumed as being causal. Presumed causality can be a huge factor in videotaped interrogations (similar to discussion of the Reid Technique in "Mistakes were made, but not by me" also in my Goodreads) - make sure the camera is aimed equally at you and the interrogator. If just aimed at one person, they will be presumed as causal simply because they are in focus. And always have a lawyer present. Questioning is the same since Salem Witch Trials, China's cultural revolution, McCarthy hearings, etc. Even extends to CEO pay gap because our focus is on them.
Attracting attention - people are much more likely to be influenced by stimuli that fit the goal they have for the situation. When afraid or threatened, we want to be part of a group. When a question of love/sex, we want to stand out and be distinctive. Can also attract attention to your product by offering multiple choices of similar-featured products and yours as a standalone with slightly different features - others will cancel each other out.
Use the word "you" instead of "people", has much greater impact. People remember things better and focus more attention on unfinished tasks - the "Ziegarnik effect." Don't offer closure, keeps people (or yourself) involved. Best way to communicate a story is a mystery, it requires an explanation. Draw people in, provide clues, then resolve. Be mysterious!
Metaphors are very powerful, understand what associations the metaphor invokes. Manipulate your external geography (place that makes you most productive) and internal geography (happiness, gratitude, past success).
Program goals internally by using if/when-then cues. We notice the favorable situation and act on our plan.
Updating the 6 concepts of social influence from his first book, Influence.
Reciprocation - what we give needs to be meaningful, unexpected, and customized.
Liking - highlight similarities and give compliments. Show customers you genuinely like them, rather than worrying about being liked.
Social Proof - does it seem valid and feasible
Authority - trustworthiness is acquired more quickly by acknowledging a shortcoming from the beginning, allowing for more belief from the audience when strengths are presented.
Scarcity - loss aversion is huge motivator. Less of any item raises perceived value.
Consistency.
Adds a seventh concept, Unity. Use the power of kinship to create a "we". Uses example of Warren Buffett writing about BRK future and saying it was exactly how he would explain it to his family. Children who grow up seeing s variety of people in their home, that their parents welcome and care for in some way, will be more likely to develop a charitable nature. Incredible example of Japanese ambassador helping Polish Jews resettle during WWII.
Acting together builds Unity. When people act in unison, they see themselves as more alike, which turns into elevated liking. Synchronize your actions even with people you've just met or are not part of your group. Music activates our non-rational brain. Continuing reciprocal exchange creates incredibly tight bonds in a short period of time. Co-creation also creates bonds (the "ikea effect" - people who have built items themselves see them as similar in value to experts' creations). If managers had a hand in creating something, they also give more credit to the ability of their employees. Asking for advice (not for opinion) builds connections (when we ask for advice we are usually looking for an accomplice).
Interesting chapter on the ethical implications of using these techniques, focused more on the fact that many CEOs & managers already unethical - because they think they won't get caught. Organizational dishonesty leads to poor employee performance, turnover, and malfeasance. Author believes honesty ratings by customers should be part of incentive structures, and that exec comp should have a component that is employee ratings of the firm's ethics.
September 10, 2021
This book tells how to persuade by influencing a person before they decide. It tells not just what to say, but when to say it. It's educational and entertaining. The lessons can be applied to marketing, sales, or any role that requires persuasion. It cites many scientific studies and includes illustrative anecdotes.
Cialdini's popular book Influence told consumers how to resist unwelcome influence attempts. This book tells businesses and individuals how to be more influential in ethical, scientifically-based ways.
I heard about this book on Copyblogger FM, and I decided to read it because I liked Influence. Notes follow.
Part 1: Pre-Suasion: The Frontloading of Attention
Pre-Suasion: An Introduction
Highest-achieving salespeople and marketers spend more time crafting what they say and do before making request. Before introducing message, they make audience sympathetic to it.
To reduce price resistance, before you give your fee, joke, "As you can tell, I'm not going to be able to charge you X dollars for this," where X is an unrealistically high amount (say, 10x actual fee).
Privileged Moments
To change someone's behavior, alter what's prominent in their mind at the decision moment. E.g., ask, "Do you consider yourself helpful?" or, "Do you consider yourself adventurous, liking to try new things?"
People believe what they pay attention to (or ignore) reflects what they value at that time. To make something seem more important, make them focus on it.
"Nothing in life is as important as you think it is while you are thinking about it."
Website visitors who saw the site with a background of clouds became inclined towards soft, comfortable furniture. Those who saw the site with a background of pennies became inclined towards inexpensive furniture.
When you ask people to evaluate your products or services, they focus on the product or service or your company, and think more favorably of them.
What's Focal is Causal
People automatically view what's focal as causal. E.g., leaders are given more credit or blame than they deserve simply because they're in spotlight.
The more prominent and attention-grabbing scare tactics are, the better they work. To make them more effective, add to the chilling message clear info about available steps that can be taken to avoid problem.
Make something appear distinctive from competing options to attract attention, which makes that distinguishing factor seems more important and alluring.
Commanders of Attention 2: The Magnetizers
Start your message with self-relevant cues (such as word "you," person's age, sex, etc.)
Telling a mystery story keeps audience focused on issues and makes them want to pay attention so they can solve the mystery.
Structure of mystery story
1. Pose mystery.
2. Deepen mystery.
3. Home in on proper explanation by considering (and offering evidence against) alternative explanation.
4. Provide clue to proper explanation.
5. Resolve mystery.
6. Draw implication for phenomenon under study.
Counterarguments are typically more powerful than arguments, especially when counterclaim shows the rival to be a generally untrustworthy source of info, in addition to being wrong in this particular instance.
Part 2: Processes: The Role of Association
The Primacy of Associations: I Link, Therefore I Think
Words and images that connote achievement increase worker performance on an assigned task, and more than double willingness to keep at it.
Metaphors are powerful. Example: if crime is described as a raging beast, people are more likely to recommend catch-and-cage solutions. If crime is described as a virus, people are more likely to recommend solutions that remove unhealthy conditions.
People holding a heavy object perceive related items as serious, important, or requiring effort. People holding a warm object feel warmer toward, closer to, more trusting of those around them.
Avoid negative connotations. Replace "used" with "pre-owned," "cost" or "price" with "purchase" or "investment."
People give more attention and importance to anything self-connected. E.g., people with same birthday, birthplace, first name, language; products with names that share letters of alphabet with their names.
When people grasp something fluently (picture or process it quickly and effortlessly) they like it more and think it's more valid and worthwhile. E.g., poetry with rhyme and regular meter is perceived as more favorable and aesthetic, persuasive.
People have a greater liking for those with easily recognizable facial features and easily pronounced names (regardless of foreignness of name).
Difficult-to-read claims are seen as less true.
Persuasive Geographies: All the Right Places, All the Right Traces
To produce work more suited to your target audience, work while surrounded by people or objects that remind you of them, or with photos of those people.
The elderly feel happier than when they were younger, stronger, healthier because they concentrate on positive thoughts and go to places that lift their moods (positive memories, pleasant thought, favorable info, happy faces, upsides of products). Elderly with best moods are those with greatest ability to pay attention, because they can focus on those previously listed items.
Increase personal happiness:
1. Write your blessings/gratitude at beginning of each day.
2. Look on bright side of situations, events, future possibilities. Be optimistic.
3. Limit time spent on problems or unhealthy comparisons with others.
The Mechanics of Pre-Suasion: Causes, Constraints, and Correctives
To prompt an action, find a concept already associated strongly and positively with that action, and bring that concept to mind in audience just before requesting the action. E.g., bring up concept of togetherness just before asking for help.
Part 3: Best Practices: The Optimization of Pre-Suasion
Six Main Roads to Change: Broad Boulevards as Smart Shortcuts
To increase return on using rule of reciprocation, what you give before asking should be meaningful, unexpected, customized.
To be more likable, be friendly, attractive, humorous. Highlight similarities and give compliments. Show people you genuinely like them. "People don't care how much you know until they know how much you care."
People view popular choices as more right, morally and practically. Label products "most popular" to increase sales.
Telling people that their peers are doing the thing you want them to do is more effective than appealing to self interest.
Admit a weakness early on to gain instant trustworthiness. Channel the weakness onto a strength. E.g., "Our setup costs aren't the lowest, but you'll recoup them quickly due to our superior efficiency." This works best when strength doesn't just add something positive, but instead challenges relevance of weakness.
Any constraint on access (number of items, period of time, etc.) increases the worth of what's offered.
People want to be consistent, so get them to commit to something before they need to do it, or remind them of their previous commitment.
When to use influence principles
Stage 1 (cultivating a positive association): use Reciprocity and Liking. Give first (in a meaningful, unexpected, customized way), highlighting genuine commonalities, offering true compliments.
Stage 2 (reducing uncertainty): use Social Proof and Authority. Give evidence that choice is well-regarded by peers or experts.
Stage 3 (motivating action): use Consistency and Scarcity. Remind what they said about topic in past, and what they could lose.
Unity 1: Being Together
7th principle of influence: Relationships. They not only intensify willingness to help, but also cause it.
Most influential relationships are those that allow people to say, "that person is of us," not just "that person is like us." It's about shared identities (race, ethnicity, nationality, family, politics, religion).
Being of same family (bloodline) is ultimate relationship.
You can use power of family even with those not genetically connected by using familial language and imagery (brotherhood, sisterhood, forefathers, motherland, heritage, etc.) You can also say you'll treat them as family.
The medium can be the message; the multitude can be the message (via social proof); the messenger can be the message (via authority) the merger (of self and other, via relationships) can be the message.
Being of same place forms strong relationship. This applies at levels of home/domicile, locality, region.
To help your kids develop a broadly charitable nature, give them contact in your home to people from a wide spectrum of backgrounds, and treat them like family.
Unity 2: Acting Together
When people act in united ways, they become united. Acting together in motoric, vocal, sensory ways can be a substitute for being together in kinship.
If buyer is shopping based on how product will affect them emotionally, use feeling-related arguments and say "I feel …." If buyer is shopping based on logic and reason, use logical arguments and say "I think…."
People feel a special affinity for things they have a hand in creating. The more involved they are, the higher they rate its quality.
Companies can get consumers to feel more loyal by inviting current and prospective customers to co-create new or updated products and services, mostly by giving info on desirable features. Call it "advice," not "opinions" or "expectations."
When you ask someone for advice, they feel a sense of partnership with you, and responsibility.
Post-Suasion: Aftereffects
Persuasive openers can produce dramatic, immediate shifts in people, but to turn these shifts into lasting changes, get people to commit to them (in active, effortful, voluntary way). Ideally, get them to behave consistently with the change. Incorporate behaviors that affect their personal identity.
Cialdini's popular book Influence told consumers how to resist unwelcome influence attempts. This book tells businesses and individuals how to be more influential in ethical, scientifically-based ways.
I heard about this book on Copyblogger FM, and I decided to read it because I liked Influence. Notes follow.
Part 1: Pre-Suasion: The Frontloading of Attention
Pre-Suasion: An Introduction
Highest-achieving salespeople and marketers spend more time crafting what they say and do before making request. Before introducing message, they make audience sympathetic to it.
To reduce price resistance, before you give your fee, joke, "As you can tell, I'm not going to be able to charge you X dollars for this," where X is an unrealistically high amount (say, 10x actual fee).
Privileged Moments
To change someone's behavior, alter what's prominent in their mind at the decision moment. E.g., ask, "Do you consider yourself helpful?" or, "Do you consider yourself adventurous, liking to try new things?"
People believe what they pay attention to (or ignore) reflects what they value at that time. To make something seem more important, make them focus on it.
"Nothing in life is as important as you think it is while you are thinking about it."
Website visitors who saw the site with a background of clouds became inclined towards soft, comfortable furniture. Those who saw the site with a background of pennies became inclined towards inexpensive furniture.
When you ask people to evaluate your products or services, they focus on the product or service or your company, and think more favorably of them.
What's Focal is Causal
People automatically view what's focal as causal. E.g., leaders are given more credit or blame than they deserve simply because they're in spotlight.
The more prominent and attention-grabbing scare tactics are, the better they work. To make them more effective, add to the chilling message clear info about available steps that can be taken to avoid problem.
Make something appear distinctive from competing options to attract attention, which makes that distinguishing factor seems more important and alluring.
Commanders of Attention 2: The Magnetizers
Start your message with self-relevant cues (such as word "you," person's age, sex, etc.)
Telling a mystery story keeps audience focused on issues and makes them want to pay attention so they can solve the mystery.
Structure of mystery story
1. Pose mystery.
2. Deepen mystery.
3. Home in on proper explanation by considering (and offering evidence against) alternative explanation.
4. Provide clue to proper explanation.
5. Resolve mystery.
6. Draw implication for phenomenon under study.
Counterarguments are typically more powerful than arguments, especially when counterclaim shows the rival to be a generally untrustworthy source of info, in addition to being wrong in this particular instance.
Part 2: Processes: The Role of Association
The Primacy of Associations: I Link, Therefore I Think
Words and images that connote achievement increase worker performance on an assigned task, and more than double willingness to keep at it.
Metaphors are powerful. Example: if crime is described as a raging beast, people are more likely to recommend catch-and-cage solutions. If crime is described as a virus, people are more likely to recommend solutions that remove unhealthy conditions.
People holding a heavy object perceive related items as serious, important, or requiring effort. People holding a warm object feel warmer toward, closer to, more trusting of those around them.
Avoid negative connotations. Replace "used" with "pre-owned," "cost" or "price" with "purchase" or "investment."
People give more attention and importance to anything self-connected. E.g., people with same birthday, birthplace, first name, language; products with names that share letters of alphabet with their names.
When people grasp something fluently (picture or process it quickly and effortlessly) they like it more and think it's more valid and worthwhile. E.g., poetry with rhyme and regular meter is perceived as more favorable and aesthetic, persuasive.
People have a greater liking for those with easily recognizable facial features and easily pronounced names (regardless of foreignness of name).
Difficult-to-read claims are seen as less true.
Persuasive Geographies: All the Right Places, All the Right Traces
To produce work more suited to your target audience, work while surrounded by people or objects that remind you of them, or with photos of those people.
The elderly feel happier than when they were younger, stronger, healthier because they concentrate on positive thoughts and go to places that lift their moods (positive memories, pleasant thought, favorable info, happy faces, upsides of products). Elderly with best moods are those with greatest ability to pay attention, because they can focus on those previously listed items.
Increase personal happiness:
1. Write your blessings/gratitude at beginning of each day.
2. Look on bright side of situations, events, future possibilities. Be optimistic.
3. Limit time spent on problems or unhealthy comparisons with others.
The Mechanics of Pre-Suasion: Causes, Constraints, and Correctives
To prompt an action, find a concept already associated strongly and positively with that action, and bring that concept to mind in audience just before requesting the action. E.g., bring up concept of togetherness just before asking for help.
Part 3: Best Practices: The Optimization of Pre-Suasion
Six Main Roads to Change: Broad Boulevards as Smart Shortcuts
To increase return on using rule of reciprocation, what you give before asking should be meaningful, unexpected, customized.
To be more likable, be friendly, attractive, humorous. Highlight similarities and give compliments. Show people you genuinely like them. "People don't care how much you know until they know how much you care."
People view popular choices as more right, morally and practically. Label products "most popular" to increase sales.
Telling people that their peers are doing the thing you want them to do is more effective than appealing to self interest.
Admit a weakness early on to gain instant trustworthiness. Channel the weakness onto a strength. E.g., "Our setup costs aren't the lowest, but you'll recoup them quickly due to our superior efficiency." This works best when strength doesn't just add something positive, but instead challenges relevance of weakness.
Any constraint on access (number of items, period of time, etc.) increases the worth of what's offered.
People want to be consistent, so get them to commit to something before they need to do it, or remind them of their previous commitment.
When to use influence principles
Stage 1 (cultivating a positive association): use Reciprocity and Liking. Give first (in a meaningful, unexpected, customized way), highlighting genuine commonalities, offering true compliments.
Stage 2 (reducing uncertainty): use Social Proof and Authority. Give evidence that choice is well-regarded by peers or experts.
Stage 3 (motivating action): use Consistency and Scarcity. Remind what they said about topic in past, and what they could lose.
Unity 1: Being Together
7th principle of influence: Relationships. They not only intensify willingness to help, but also cause it.
Most influential relationships are those that allow people to say, "that person is of us," not just "that person is like us." It's about shared identities (race, ethnicity, nationality, family, politics, religion).
Being of same family (bloodline) is ultimate relationship.
You can use power of family even with those not genetically connected by using familial language and imagery (brotherhood, sisterhood, forefathers, motherland, heritage, etc.) You can also say you'll treat them as family.
The medium can be the message; the multitude can be the message (via social proof); the messenger can be the message (via authority) the merger (of self and other, via relationships) can be the message.
Being of same place forms strong relationship. This applies at levels of home/domicile, locality, region.
To help your kids develop a broadly charitable nature, give them contact in your home to people from a wide spectrum of backgrounds, and treat them like family.
Unity 2: Acting Together
When people act in united ways, they become united. Acting together in motoric, vocal, sensory ways can be a substitute for being together in kinship.
If buyer is shopping based on how product will affect them emotionally, use feeling-related arguments and say "I feel …." If buyer is shopping based on logic and reason, use logical arguments and say "I think…."
People feel a special affinity for things they have a hand in creating. The more involved they are, the higher they rate its quality.
Companies can get consumers to feel more loyal by inviting current and prospective customers to co-create new or updated products and services, mostly by giving info on desirable features. Call it "advice," not "opinions" or "expectations."
When you ask someone for advice, they feel a sense of partnership with you, and responsibility.
Post-Suasion: Aftereffects
Persuasive openers can produce dramatic, immediate shifts in people, but to turn these shifts into lasting changes, get people to commit to them (in active, effortful, voluntary way). Ideally, get them to behave consistently with the change. Incorporate behaviors that affect their personal identity.
February 15, 2017
If you haven't read anything about mental framing (writing down a high number pushes you to buy a more expensive bottle of wine) then this book will hit you with all the force of Cialdini's classic Influence. If, however, you've read Thinking Fast and Slow or Nudge, or any other of a thousand books on how we're relatively easily influenced in our thinking, then nothing in this book will surprise you. Cialdini basically argues that prompting someone with a cue of some kind can influence what they buy, think, spend, love, etc. He also notes that the effect is inversely related to how close the prompt is to what you're supposed to think about. In other words, prompting someone about buying expensive Hollywood mansions is less effective in persuading them to buy a more expensive bottle of French wine than prompting them to think about something French. Sex doesn't always sell. Cialdini has read everything, the book is extensively annotated, and full of his own personal stories. So go for it if you're relatively unlettered in the psychology of persuasion.
March 29, 2019
This book reveals lots of small useful nuggets that are scientifically backed. I will be coming to this book again and again to remember these helpful tricks.
February 3, 2017
Nos anos 1980, Cialdini, académico das áreas da Psicologia e do Marketing, lançou um dos livros mais relevantes sobre o poder, causas e efeitos da persuasão — "Influence" (1984). Nesse, apontava seis grandes princípios determinantes da persuasão — 1. Reciprocidade, 2. Prova Social, 3. Cometimento e Consistência, 4. Simpatia, 5. Autoridade, e 6. Escassez. Foram entretanto precisos mais de 30 anos para Cialdini se dispôr a escrever um novo livro, porque segundo ele, não tinha encontrado nada de novo para dizer para além do que já tinha dito. O novo livro, "Pre-Suasion" apresenta-se como um pequeno trocadilho da palavra persuasão, e que define em si mesmo o novo conceito que tem para nos apresentar, que assenta no trabalho a realizar previamente à persuasão.
Na realidade o novo conceito que Cialdini nos traz neste livro tem pouco de revolucionário, já que se baseia em dois grandes princípios do Viés Cognitivo, apresentados por Kahneman no seu opus “Pensar, Depressa e Devagar” (2011): “ancoragem” e a “priming” (preparação). A ancoragem dá conta do viés que possuímos e que tende a conduzir as nossas decisões em função da informação que nos é oferecida (ex. após pensar em números grandes cria-se uma tendência para aceitar valores maiores para produtos). Por sua vez o priming consiste num processo de associação de distintas de memórias que partilham semelhanças (ex. pensar em pessoas idosas pode conduzir as pessoas a reduzir a velocidade; pensar em atletas que se esforçam muito pode conduzir à criação de maior a resiliência).
O que Cialdini faz então é potenciar estes vieses na comunicação, apresentando neste novo livro, "Pre-suasão", uma nova abordagem comunicativa baseada na manipulação do tempo imediatamente anterior à comunicação da mensagem. Nesse tempo defende então a introdução de variáveis de ancoragem ou priming, que conduzam à criação de uma predisposição na audiência para aceitarem o que se vai dizer a seguir. Trata-se assim de uma preparação, ou modelação, para a mensagem. Podemos ver algo parecido com os genéricos cinematográficos, em que se modela o estado emocional dos espectadores para o filme que se vai seguir.
“If you want people to buy a box of expensive chocolates, first arrange for them to write down a number that’s much larger than the price of the chocolates.
If you want people to choose a bottle of French wine, first expose them to French background music before they decide.
If you want people to agree to try an untested product, first inquire whether they consider themselves adventurous.
If you want to convince people to select a highly popular item, we can begin by showing them a scary movie.
If you want people to choose a more expensive but more comfy option, first show them fluffy clouds
If you want people to feel warmly toward you, hand them a hot drink.
If you want people to be more helpful to you, first have them look at photos of individuals standing close together.
If you want people to be more achievement oriented, first provide them with an image of a runner winning a race.
If you want people to make careful assessments, first show them a picture of Auguste Rodin’s The Thinker.” in "Pre-suasion" (2016:Loc. 2338)
O desafio desta abordagem
A pre-suasão de Cialdini assenta na arte de capturar e conduzir a atenção dos recetores, mas para que funcione é necessário conseguir atingir a atenção dos recetores. Ou seja, se aquilo que definirmos como estímulos de ancoragem e priming não falar aos recetores, o efeito será nulo. Por isso conhecer este processo, em si, pode ser interessante, mas nas mãos de alguém que não trabalhe devidamente a sua mensagem e o seu público, de muito pouco valerá. Para ajudar no trilhar do caminho, Cialdini propõe um conjunto de estratégias baseadas em conceitos, de teor mais universal, que podem contribuir para o desenhar de estratégias de pre-suasão.
6 Comandos de Atenção
* O Sexual *
Um dos elementos mais relevantes de toda a sociedade no que toca a captação de atenção, já que está subjacente a toda a origem das artes de persuasão, sendo utilizado por todos aqueles que produzem arte, entretenimento ou marketing. Contudo o sexo não funciona de forma igual para tudo. Se assim fosse, não teríamos apenas 8% dos produtos a recorrerem ao mesmo, como nos diz Cialdini. A título de exemplo o apelo sexual funciona muito bem com a moda ou os perfumes, mas funciona mal com refrigerantes ou detergentes. Ou seja, “In any situation, people are dramatically more likely to pay attention to and be influenced by stimuli that fit the goal they have for that situation.” (Loc. 1141)
* A Ameaça *
Nada funciona melhor quando se quer fazer alguém pensar como nós do que definir uma ameaça à forma de pensar dessa outra pessoa. A necessidade de segurança é essencial ao ser humano. Basta ver a transformação da sociedade, tudo o que passou a aceitar, em face da ameaça terrorista pós 9/11. A título de exemplo a maior parte das campanhas sociais trabalham sob este prisma, desde as campanhas anti-tabaco, com as fotografias devastadoras nos maços de tabaco, aos anúncios publicitários que mostram a violência doméstica, de guerra, ou outras. A ameaça tem ainda a capacidade para unir os seres humanos, para que estes sintam necessidade de se aproximar do seu grupo, o problema é que isso também produz o efeito de rejeição do outro.
* A Diferença *
Talvez o maior marcador de atenção que possamos desenvolver, não é por acaso que a palavra de ordem é o Novo, e que a nossa sociedade se dirigiu na última década desenfreadamente para o mundo da Inovação e da Criatividade. A diferença marca o interesse de todos nós. A base desta relevância está no facto de que a ausência de diferença conduz à estagnação e redução de velocidade de processamento, logo redução da atenção. Evolucionariamente estamos treinados para ignorar o normal, relaxar, até que algo diferente surja, e isso nos volte a por em modo ativo. Contudo, é também obviamente um dos comandos mais difíceis de trabalhar.
* A Auto-Relevância *
Mais um marcador poderoso. O ser humano é por razões de sobrevivência auto-centrado — “primeiro Eu, depois Eu, e depois talvez o Outro”. Daí o surgimento nas últimas décadas dos discursos sobre as preferências pessoais, do “você merece mais”. Contudo, tal como o comando anterior, é difícil de construir, muito baseado nas particularidades de cada indivíduo.
* O Não-acabado *
Um princípio roubado à Gestalt, que esta começou por apresentar no domínio visual, pelo facto de necessitarmos de completar tudo o que se encontra incompleto. Este principio levaria à criação de um outro que ficou conhecido como Efeito de Zeigarnik, e que defende que as pessoas têm tendência a recordar melhor aquilo que que se queda incompleto. Cialdini fala neste ponto de uma técnica de escrita muito interessante, e que consiste em parar os nossos processos de escrita a meio de ideias, em vez de as completar para arrumar os materiais. Deste modo, ficamos a pensar na ideia, e acabamos por ter um estímulo adicional para voltar à escrita.
* O Misterioso *
Este princípio não se diferencia propriamente do anterior, já que não é mais do que a particularização narrativa do anterior. Ou seja, Cialdini fala da criação de mistério em redor de um assunto para manter uma audiência (ex. alunos numa aula) ao longo de toda a duração do discurso. Ora, este género de contar histórias, mistério e thriller, define-se por um truque simples, que assenta na criação de uma necessidade de conhecer uma resposta, que funciona como cenoura para a audiência. Mas esta resposta, não é mais do que a chave que fecha a ideia não-acabada apresentada no inicio de um livro, filme ou da tal aula.
No final do livro Cialdini apresenta uma espécie de defesa de um potencial novo princípio de Influência, a juntar aos 6 definidos no seu anterior livro, que seria o de “Unidade”. Apesar de considerar interessante, julgo que o princípio não acrescenta muito ao princípio de “Simpatia”. Ou seja, Cialdini defende que a “Unidade” providenciada pelo sangue, família, região, ou qualquer tipo de relação que una os indivíduos conduz as pessoas a favorecer essas mesmas pessoas. Ora isto é exatamente o mesmo que acontece no princípio de Simpatia (“likeness”), que nos diz que tendemos a favorecer mais aqueles de quem mais gostamos. Embora possamos aqui falar, por exemplo, do ato de defender pessoas da nossa família — irmãos, filhos, pais — mesmo que não gostemos assim tanto deles. Contudo esta definição de não gostar, e do sangue se sobrepôr à amizade, não é assim tão simples, o gostar ou não gostar não se pode definir como mero preto e branco..
Para fechar, é um livro interessante, mas que para ser totalmente compreendido, e poder assacar o todo do que ele entrega, exige o conhecimento do livro anterior. Os princípios de pre-suasão não devem, não apenas por questão éticas, ser utilizados de modo indiscriminado, e sem um conhecimento mais aprofundado da comunicação persuasiva, e dos viés cognitivos que nos definem enquanto seres humanos.
Publicado no Virtual Illusion (https://virtual-illusion.blogspot.pt/...)
Na realidade o novo conceito que Cialdini nos traz neste livro tem pouco de revolucionário, já que se baseia em dois grandes princípios do Viés Cognitivo, apresentados por Kahneman no seu opus “Pensar, Depressa e Devagar” (2011): “ancoragem” e a “priming” (preparação). A ancoragem dá conta do viés que possuímos e que tende a conduzir as nossas decisões em função da informação que nos é oferecida (ex. após pensar em números grandes cria-se uma tendência para aceitar valores maiores para produtos). Por sua vez o priming consiste num processo de associação de distintas de memórias que partilham semelhanças (ex. pensar em pessoas idosas pode conduzir as pessoas a reduzir a velocidade; pensar em atletas que se esforçam muito pode conduzir à criação de maior a resiliência).
O que Cialdini faz então é potenciar estes vieses na comunicação, apresentando neste novo livro, "Pre-suasão", uma nova abordagem comunicativa baseada na manipulação do tempo imediatamente anterior à comunicação da mensagem. Nesse tempo defende então a introdução de variáveis de ancoragem ou priming, que conduzam à criação de uma predisposição na audiência para aceitarem o que se vai dizer a seguir. Trata-se assim de uma preparação, ou modelação, para a mensagem. Podemos ver algo parecido com os genéricos cinematográficos, em que se modela o estado emocional dos espectadores para o filme que se vai seguir.
“If you want people to buy a box of expensive chocolates, first arrange for them to write down a number that’s much larger than the price of the chocolates.
If you want people to choose a bottle of French wine, first expose them to French background music before they decide.
If you want people to agree to try an untested product, first inquire whether they consider themselves adventurous.
If you want to convince people to select a highly popular item, we can begin by showing them a scary movie.
If you want people to choose a more expensive but more comfy option, first show them fluffy clouds
If you want people to feel warmly toward you, hand them a hot drink.
If you want people to be more helpful to you, first have them look at photos of individuals standing close together.
If you want people to be more achievement oriented, first provide them with an image of a runner winning a race.
If you want people to make careful assessments, first show them a picture of Auguste Rodin’s The Thinker.” in "Pre-suasion" (2016:Loc. 2338)
O desafio desta abordagem
A pre-suasão de Cialdini assenta na arte de capturar e conduzir a atenção dos recetores, mas para que funcione é necessário conseguir atingir a atenção dos recetores. Ou seja, se aquilo que definirmos como estímulos de ancoragem e priming não falar aos recetores, o efeito será nulo. Por isso conhecer este processo, em si, pode ser interessante, mas nas mãos de alguém que não trabalhe devidamente a sua mensagem e o seu público, de muito pouco valerá. Para ajudar no trilhar do caminho, Cialdini propõe um conjunto de estratégias baseadas em conceitos, de teor mais universal, que podem contribuir para o desenhar de estratégias de pre-suasão.
6 Comandos de Atenção
* O Sexual *
Um dos elementos mais relevantes de toda a sociedade no que toca a captação de atenção, já que está subjacente a toda a origem das artes de persuasão, sendo utilizado por todos aqueles que produzem arte, entretenimento ou marketing. Contudo o sexo não funciona de forma igual para tudo. Se assim fosse, não teríamos apenas 8% dos produtos a recorrerem ao mesmo, como nos diz Cialdini. A título de exemplo o apelo sexual funciona muito bem com a moda ou os perfumes, mas funciona mal com refrigerantes ou detergentes. Ou seja, “In any situation, people are dramatically more likely to pay attention to and be influenced by stimuli that fit the goal they have for that situation.” (Loc. 1141)
* A Ameaça *
Nada funciona melhor quando se quer fazer alguém pensar como nós do que definir uma ameaça à forma de pensar dessa outra pessoa. A necessidade de segurança é essencial ao ser humano. Basta ver a transformação da sociedade, tudo o que passou a aceitar, em face da ameaça terrorista pós 9/11. A título de exemplo a maior parte das campanhas sociais trabalham sob este prisma, desde as campanhas anti-tabaco, com as fotografias devastadoras nos maços de tabaco, aos anúncios publicitários que mostram a violência doméstica, de guerra, ou outras. A ameaça tem ainda a capacidade para unir os seres humanos, para que estes sintam necessidade de se aproximar do seu grupo, o problema é que isso também produz o efeito de rejeição do outro.
* A Diferença *
Talvez o maior marcador de atenção que possamos desenvolver, não é por acaso que a palavra de ordem é o Novo, e que a nossa sociedade se dirigiu na última década desenfreadamente para o mundo da Inovação e da Criatividade. A diferença marca o interesse de todos nós. A base desta relevância está no facto de que a ausência de diferença conduz à estagnação e redução de velocidade de processamento, logo redução da atenção. Evolucionariamente estamos treinados para ignorar o normal, relaxar, até que algo diferente surja, e isso nos volte a por em modo ativo. Contudo, é também obviamente um dos comandos mais difíceis de trabalhar.
* A Auto-Relevância *
Mais um marcador poderoso. O ser humano é por razões de sobrevivência auto-centrado — “primeiro Eu, depois Eu, e depois talvez o Outro”. Daí o surgimento nas últimas décadas dos discursos sobre as preferências pessoais, do “você merece mais”. Contudo, tal como o comando anterior, é difícil de construir, muito baseado nas particularidades de cada indivíduo.
* O Não-acabado *
Um princípio roubado à Gestalt, que esta começou por apresentar no domínio visual, pelo facto de necessitarmos de completar tudo o que se encontra incompleto. Este principio levaria à criação de um outro que ficou conhecido como Efeito de Zeigarnik, e que defende que as pessoas têm tendência a recordar melhor aquilo que que se queda incompleto. Cialdini fala neste ponto de uma técnica de escrita muito interessante, e que consiste em parar os nossos processos de escrita a meio de ideias, em vez de as completar para arrumar os materiais. Deste modo, ficamos a pensar na ideia, e acabamos por ter um estímulo adicional para voltar à escrita.
* O Misterioso *
Este princípio não se diferencia propriamente do anterior, já que não é mais do que a particularização narrativa do anterior. Ou seja, Cialdini fala da criação de mistério em redor de um assunto para manter uma audiência (ex. alunos numa aula) ao longo de toda a duração do discurso. Ora, este género de contar histórias, mistério e thriller, define-se por um truque simples, que assenta na criação de uma necessidade de conhecer uma resposta, que funciona como cenoura para a audiência. Mas esta resposta, não é mais do que a chave que fecha a ideia não-acabada apresentada no inicio de um livro, filme ou da tal aula.
No final do livro Cialdini apresenta uma espécie de defesa de um potencial novo princípio de Influência, a juntar aos 6 definidos no seu anterior livro, que seria o de “Unidade”. Apesar de considerar interessante, julgo que o princípio não acrescenta muito ao princípio de “Simpatia”. Ou seja, Cialdini defende que a “Unidade” providenciada pelo sangue, família, região, ou qualquer tipo de relação que una os indivíduos conduz as pessoas a favorecer essas mesmas pessoas. Ora isto é exatamente o mesmo que acontece no princípio de Simpatia (“likeness”), que nos diz que tendemos a favorecer mais aqueles de quem mais gostamos. Embora possamos aqui falar, por exemplo, do ato de defender pessoas da nossa família — irmãos, filhos, pais — mesmo que não gostemos assim tanto deles. Contudo esta definição de não gostar, e do sangue se sobrepôr à amizade, não é assim tão simples, o gostar ou não gostar não se pode definir como mero preto e branco..
Para fechar, é um livro interessante, mas que para ser totalmente compreendido, e poder assacar o todo do que ele entrega, exige o conhecimento do livro anterior. Os princípios de pre-suasão não devem, não apenas por questão éticas, ser utilizados de modo indiscriminado, e sem um conhecimento mais aprofundado da comunicação persuasiva, e dos viés cognitivos que nos definem enquanto seres humanos.
Publicado no Virtual Illusion (https://virtual-illusion.blogspot.pt/...)
October 19, 2016
When I read a book, I want to learn something. Given that the author of Pre-Suade presents information suggesting that cues (like the American flag) can pre-suade one to recall something (like Republican), I'm skeptical at best of this line of research.
It may work in marketing, such as a check mark making you think of Nike, but in the areas of public policy or related fields it's more difficult to conceive.
The part that was of interest is trying to open research with something that grabs the reader's attention so that it pre-suades them to keep them reading and possibly changes their mind in your direction. But this is simply an extension of a hook.
Overall, I learned little to nothing from this book and would not recommend it.
It may work in marketing, such as a check mark making you think of Nike, but in the areas of public policy or related fields it's more difficult to conceive.
The part that was of interest is trying to open research with something that grabs the reader's attention so that it pre-suades them to keep them reading and possibly changes their mind in your direction. But this is simply an extension of a hook.
Overall, I learned little to nothing from this book and would not recommend it.
January 20, 2018
The first time I heard about that service where you pay for access to summaries of non-fiction and business books, I thought I would never use something like that. After reading Pre-Suasion, I'm thinking they might have a point. Pre-Suasion brought very little to the table, instead repeating itself ad nauseam. The author repeatedly patted himself on the back and slipped into little sexist jokes (which I was maybe, MAYBE willing to forgive in the much older Influence: Science and Practice: The Comic, but not now). The examples are often tenuously linked to the point he's trying to make. The extensive criticism against subliminal effects goes unacknowledged and unquestioned. The whole text can be successfully summarised as "what you momentarily pay attention to influences your choices". On the plus side, the chapter on ethics was actually a lot more interesting and engaging than I expected, since it provided concrete examples of the economic cost of doing business unethically. Other than that... Yeah, go for the summary.
February 6, 2017
حرف رابرت چلدینی توی این کتاب اینه که برای متقاعد کردن افراد، اصولی که قبلا توی کتاب «تاثیرگذاری» مطرح شدن، زمانی بهترین نتیجه رو دارن که مخاطب توی شرایط خاصی قرار بگیره. یعنی پیش از انجام حرکتی که منجر به مجاب کردن مخاطب می شه، اون رو توی شرایطی قرار بدیم که به سمت نتیجه مورد نظر ما متمایل بشه و شانس پذیرش خواسته ما بالاتر بره.
وقتی شرایط مورد نظر رو مهیا کنیم، برای یک لحظه کوتاه فرصتی فراهم می شه تا بتونیم خواسته خودمون رو مطرح کنیم و پذیرش مخاطب رو به دست بیاریم. برای جلب نظر موافق مخاطب، نیازی نیست که بخوایم نظرات، عقاید، باورها و یا هویت فرد و تغییر بدیم، بلکه تنها چیزی که اهمیت داره اینه که در لحظه شکل گیری تصمیم، چه چیزی توی ذهن فرد بیشترین اهمیت رو داره و برجسته تر شده.
ذهن ما قادر نیست در آن واحد به چند موضوع تمرکز کنه. حتا افرادی که به صورت هم زمان چند کار رو انجام می دن، در واقع توجه خودشون رو به یک کار متمرکز می کنن اما به سرعت اون رو به کار بعدی منتقل می کنن. در نتیجه اگه توجه فرد رو متوجه موضوعی که به نفع ماست کنیم، نمی تونه به بقیه موضوعات دیگه توی اون لحظه تمرکز کنه.
در راستای این موضوع بخش اصلی کتاب، راه هایی که برای جلب توجه مخاطب به موضوعات مورد نظر ما و چگونگی تعیین این موضوعات به عنوان راه کارهایی برای آماده سازی فرد برای مجاب شدن رو توضیح می ده.
در ادامه کتاب هم یک اصل دیگه رو به شش اصلی که توی کتاب «تاثیرگذاری» اومده اضافه می کنه: همبستگی، یا اتحاد یا حس یگانگی یا هرچی.
یکمی هم در مورد اخلاق متقاعد کردن حرف زد. و نمونه هایی رو مطرح کرد که نشون می داد فریب دادن و دروغ گویی به لحاظ مالی هم نمی ارزه. توی بلند مدت اونقدر هزینه داره که خیلی از تلاش ها رو هدر می ده. یکی از نمونه هاش هم همین فولکس واگن بود.
در انتهای کتاب هم یک فصل برای پایدار کردن این تصمیم اومده. اگه ما تصمیم رو توی یک آن و تحت تاثیر موضوعاتی که اون لحظه توی ذهنمون بوده بگیریم، مسلما بعدا می تونیم تغییرش بدیم. برای دائمی کردن این تصمیم راه کار ارائه شده: گرفتن تعهد فرد. که خوب این تعهد گرفتن با درخواست از فرد برای انجام کاریه که نشون می ده این نظر و درخواست رو پذیرفته. بهترین حالت برای این تعهد اینه که عمل مورد نظر داوطلبانه، فعالانه و یک کمی سخت باشه و در صورت ممکن هویت فرد رو درگیر کنه.
حرف جدیدی نداشت، بعضی از آزمایش هاش قابل اعتنا نبودن. راضی کننده نبود.
وقتی شرایط مورد نظر رو مهیا کنیم، برای یک لحظه کوتاه فرصتی فراهم می شه تا بتونیم خواسته خودمون رو مطرح کنیم و پذیرش مخاطب رو به دست بیاریم. برای جلب نظر موافق مخاطب، نیازی نیست که بخوایم نظرات، عقاید، باورها و یا هویت فرد و تغییر بدیم، بلکه تنها چیزی که اهمیت داره اینه که در لحظه شکل گیری تصمیم، چه چیزی توی ذهن فرد بیشترین اهمیت رو داره و برجسته تر شده.
ذهن ما قادر نیست در آن واحد به چند موضوع تمرکز کنه. حتا افرادی که به صورت هم زمان چند کار رو انجام می دن، در واقع توجه خودشون رو به یک کار متمرکز می کنن اما به سرعت اون رو به کار بعدی منتقل می کنن. در نتیجه اگه توجه فرد رو متوجه موضوعی که به نفع ماست کنیم، نمی تونه به بقیه موضوعات دیگه توی اون لحظه تمرکز کنه.
در راستای این موضوع بخش اصلی کتاب، راه هایی که برای جلب توجه مخاطب به موضوعات مورد نظر ما و چگونگی تعیین این موضوعات به عنوان راه کارهایی برای آماده سازی فرد برای مجاب شدن رو توضیح می ده.
در ادامه کتاب هم یک اصل دیگه رو به شش اصلی که توی کتاب «تاثیرگذاری» اومده اضافه می کنه: همبستگی، یا اتحاد یا حس یگانگی یا هرچی.
یکمی هم در مورد اخلاق متقاعد کردن حرف زد. و نمونه هایی رو مطرح کرد که نشون می داد فریب دادن و دروغ گویی به لحاظ مالی هم نمی ارزه. توی بلند مدت اونقدر هزینه داره که خیلی از تلاش ها رو هدر می ده. یکی از نمونه هاش هم همین فولکس واگن بود.
در انتهای کتاب هم یک فصل برای پایدار کردن این تصمیم اومده. اگه ما تصمیم رو توی یک آن و تحت تاثیر موضوعاتی که اون لحظه توی ذهنمون بوده بگیریم، مسلما بعدا می تونیم تغییرش بدیم. برای دائمی کردن این تصمیم راه کار ارائه شده: گرفتن تعهد فرد. که خوب این تعهد گرفتن با درخواست از فرد برای انجام کاریه که نشون می ده این نظر و درخواست رو پذیرفته. بهترین حالت برای این تعهد اینه که عمل مورد نظر داوطلبانه، فعالانه و یک کمی سخت باشه و در صورت ممکن هویت فرد رو درگیر کنه.
حرف جدیدی نداشت، بعضی از آزمایش هاش قابل اعتنا نبودن. راضی کننده نبود.
December 15, 2017
There were a few new and interesting things in here, but there has been so much work in this field lately that there just seems like there's nothing more to say. I mean, if you've read Khaneman and Tversky, Nudge, or any of the other behavioral econ or priming books, this is largely a forgettable repeat. It might be very useful as an intro into the idea that the human brain is malleable. And if you are in sales or marketing, this book is a must-read. That's not to say that i didn't find it useful. I will use some of the suggestions--in teaching, start the class with a question or a mystery and don't conclude until the end, when writing, leave one day's work half complete so you start writing the next day, etc.
March 5, 2019
Not that revolutionary to be honest. There's a lot of things that are already known by a lot of people - psychologists and behavioral economists. So instead, author will call these actions pre-suasionary and that's supposed to change the whole thing. I get it, the author reads a lot, studies a lot and teaches a lot. Does that give him a right to name actions pre-suasions just because he wants to? Ehhhh, not in my book.
Oh and the lenght of referrences and notes is amazing as well (that's primarily also the reason why I think its foolish to put a name on something that's not news for anyone), in the quarter you feel like it's never gonna end, by 48% (on kindle) it's the end and you're confused since it was also so unclimatic and dissapointing.
Oh and the lenght of referrences and notes is amazing as well (that's primarily also the reason why I think its foolish to put a name on something that's not news for anyone), in the quarter you feel like it's never gonna end, by 48% (on kindle) it's the end and you're confused since it was also so unclimatic and dissapointing.
December 20, 2021
Es un libro muy importante sobre el tema de la persuasión, que ahonda y continúa en el camino iniciado por el clásico Influence: The Psychology of Persuasion. Está lleno de ejemplos e ideas útiles, y no le doy 5 estrellas porque alude en varias ocasiones a algunos estudios como los de priming social de John Bargh, que no han sido replicados y que están en cuestión.
Esto no desmerece la documentación rigurosa, ni la claridad con la que está escrito, con lo que es absolutamente recomendable.
Esto no desmerece la documentación rigurosa, ni la claridad con la que está escrito, con lo que es absolutamente recomendable.
March 17, 2017
Ultima carte a lui Cialdini publicata in septembrie 2016 este rodul unei activitati de peste 30 de ani in cercetarea psihologiei persuasiunii si tot odata un "must-read" alaturi de lucrarea lui clasica. Cartea prezinta modalitatile prin care putem imbunatati contextul unei comunicari astfel incat sa putem influenta cu integritate decizia celuilat
January 10, 2022
Awesome book. Listened on audio. Super interesting with lots of data and studies cited but remains engaging
September 9, 2020
Amazing research-based guide to the visuals, thoughts and acts that exert massive impact on our subsequent decisions.
July 7, 2019
I'm often asked for recommendations for books on apologetic and evangelism methods. There are some good books out there, but none that really focus on the psychological science of persuasion. So when asked, I recommend the book Influence: Science and Practice by Robert Cialdini (Pronounced chal-dee-nee), who is also the author of this book. Now that I've read Pre-Suasion, I recommend reading the two back-to-back. This one is just as great as Influence.
This book is somewhat of a sequel to Influence. In Influence, Cialdini explains the six effective principles of persuasion. In this book, he explains the pre-sausive tactics that can be used to make those principles even more effective, he explains a seventh principle, and he makes a convincing case the the ethical use of these persuasive methods is actually more beneficial than using them to take advantage of people.
The book is also enjoyable to read. Cialdini is the world's expert on persuasion, but it somehow able to write a popular level. He includes plenty of personal examples and interesting scientific research to help illustrate his points and make the book fun to read. Even though it's easy to grasp, the content is based on rigorous scientific research, sales techniques, and marketing practices.
I highly recommend this book for all people. Every one can benefit from being more persuasive. Not only will it help them get more of what they want, but it will also help people from being taken advantage of by others and help them be better at seeing things from other people's perspective. This is a great book for apologetics and evangelism and will also be beneficial for parents, managers and executives, salespersons, spouses, and everyone else. The only caveat I would suggest is to read Influence before reading this "sequel."
This book is somewhat of a sequel to Influence. In Influence, Cialdini explains the six effective principles of persuasion. In this book, he explains the pre-sausive tactics that can be used to make those principles even more effective, he explains a seventh principle, and he makes a convincing case the the ethical use of these persuasive methods is actually more beneficial than using them to take advantage of people.
The book is also enjoyable to read. Cialdini is the world's expert on persuasion, but it somehow able to write a popular level. He includes plenty of personal examples and interesting scientific research to help illustrate his points and make the book fun to read. Even though it's easy to grasp, the content is based on rigorous scientific research, sales techniques, and marketing practices.
I highly recommend this book for all people. Every one can benefit from being more persuasive. Not only will it help them get more of what they want, but it will also help people from being taken advantage of by others and help them be better at seeing things from other people's perspective. This is a great book for apologetics and evangelism and will also be beneficial for parents, managers and executives, salespersons, spouses, and everyone else. The only caveat I would suggest is to read Influence before reading this "sequel."
October 28, 2016
Robert Cialdini writes brilliantly on Persuasion and the psychology of Influence. His first book called Persuasion has become something of a cult - this one , almost 15 years after his first, carries on his fascinating thesis. Besides being professor of psychology at Arizona University, Cialdini has also ' worked undercover in several professions that persuade - like car sales and insurance. He's observed first hand what works and what doesn't . And then gone on to explain , in wonderfully written prose - exactly why some things persuade and some don't. No more then on Cialdini, but here are some snippets from his book Presuasion.
" It stands to reason that if our preferences and choices can be swayed unduly - at times by cues as immaterial as whether business has a slogan that rhymes, or a name that's similar to ours, or an ad featuring a beautiful vista, or a stock market symbol that's easy to pronounce - we'd want to be able to correct for those biases in our transactions with that business. ...There is some encouraging news in this regard. Often, simply recognizing these undesired influences will be enough to block their effects.
If we don't have the wherewithal ( time, capacity, will) to think hard about a choice, we're unlikely to deliberate deeply. ..Besides fatigue , numerous other conditions can keep people from recognizing and correcting potentially foolish tendencies .Indeed, such foolish tendencies are likely to predominate when a person is rushed, overloaded, preoccupied, indifferent, stressed, distracted, or, it seems, a conspiracy theorist.
The sheer amount of information today can be overwhelming - its complexity befuddling, its relentlessness depleting, its range distracting, its prospects agitating . Couple those culprits with the concentration-disrupting alerts of devices nearly evryone now carries to deliver that inout, and careful assessment's role as a decision-making corrective becomes sorely diminished .
Its possible to move others in our direction by saying or doing just the right thing immediately before we want them to respond
If we want them to buy a box of expensive chocolates, we can first arrange for them to write down a number that's much larger than the price of the chocolates.
If you want them to choose a bottle of French wine, we can expose them to French background music before they decide.
If we want them to agree to try an untested product, we can inquire whether they consider themselves adventurous.
If we want to convince them to select a highly popular item, we can begin by showing them a scary movie.
If we want them to feel warmly towards us, we can hand them a hot drink.
If we want them to be more helpful to us, we can have then look at photos of individuals standing cloe together.
If we want them to be more achievement oriented , we can provide them with an image of a runner winning a race.
" It stands to reason that if our preferences and choices can be swayed unduly - at times by cues as immaterial as whether business has a slogan that rhymes, or a name that's similar to ours, or an ad featuring a beautiful vista, or a stock market symbol that's easy to pronounce - we'd want to be able to correct for those biases in our transactions with that business. ...There is some encouraging news in this regard. Often, simply recognizing these undesired influences will be enough to block their effects.
If we don't have the wherewithal ( time, capacity, will) to think hard about a choice, we're unlikely to deliberate deeply. ..Besides fatigue , numerous other conditions can keep people from recognizing and correcting potentially foolish tendencies .Indeed, such foolish tendencies are likely to predominate when a person is rushed, overloaded, preoccupied, indifferent, stressed, distracted, or, it seems, a conspiracy theorist.
The sheer amount of information today can be overwhelming - its complexity befuddling, its relentlessness depleting, its range distracting, its prospects agitating . Couple those culprits with the concentration-disrupting alerts of devices nearly evryone now carries to deliver that inout, and careful assessment's role as a decision-making corrective becomes sorely diminished .
Its possible to move others in our direction by saying or doing just the right thing immediately before we want them to respond
If we want them to buy a box of expensive chocolates, we can first arrange for them to write down a number that's much larger than the price of the chocolates.
If you want them to choose a bottle of French wine, we can expose them to French background music before they decide.
If we want them to agree to try an untested product, we can inquire whether they consider themselves adventurous.
If we want to convince them to select a highly popular item, we can begin by showing them a scary movie.
If we want them to feel warmly towards us, we can hand them a hot drink.
If we want them to be more helpful to us, we can have then look at photos of individuals standing cloe together.
If we want them to be more achievement oriented , we can provide them with an image of a runner winning a race.
July 28, 2019
Pre-suasion is a breezy read with some good anecdotes/examples. But it fails to bring anything new to the table with numerous good to great books on our irrational behavior published in the last few decades.
Rationality can be theorized, while anything can only be marveled/sneered at and learnt only through observations. For example, a scientist in a room can pen down the equations of mechanics, Fermat's theorem or Aristotalean structure of logic, but she cannot ever guess the quantum weirdness, the interconnectedness in our brain or even our behavioral quirkiness.
The full list of our quirkiness, aka instinctive behavioral departures from what pure rationality would suggest, would potentially rival the number of base pairs in our DNA. As a result, it is possible for any book focussing on human tendencies to list dozens of new studies and examples describing our sub-rational ways. Dr. Cialdini is a renowned veteran from one of the world's best universities. It is a child's play for him to write multiple books a year filled with interesting real-life or experiment-induced observations that are so far undiscussed in other popular books. Pre-suasion too does this effortlessly.
Beyond them though, the book offers little more than new terms for things discussed better elsewhere. Dr. Cialdini might be right: it is possible that what behavioral scientists are claiming as new and fancy, and winning the Nobles for them, was first analyzed by the psychologists eons ago. However, this still does not remove the fact that a lot of what Dr. Cialdini calls Pre-suasion is better described under other umbrellas like the nudge, the frame dependence, the choice architecture, and the likes.
The Pre-suasion details are different but not the overall theory. It is not wrong to say that most of us should read and re-read behavioral books now and then because we need repeated reminders of our blindspots. These books make us review our most recent patterns, successes, and failures through behavioral lenses. The fact that they make us think and affect some change is the reason why we need to pick the next book by the time the enforced effects of the latest one wear off and our instinctive habits begin to rule.
In other words, the book has utility for anyone who cannot claim that they have mastered all the behavioral irrationalities we have.
Rationality can be theorized, while anything can only be marveled/sneered at and learnt only through observations. For example, a scientist in a room can pen down the equations of mechanics, Fermat's theorem or Aristotalean structure of logic, but she cannot ever guess the quantum weirdness, the interconnectedness in our brain or even our behavioral quirkiness.
The full list of our quirkiness, aka instinctive behavioral departures from what pure rationality would suggest, would potentially rival the number of base pairs in our DNA. As a result, it is possible for any book focussing on human tendencies to list dozens of new studies and examples describing our sub-rational ways. Dr. Cialdini is a renowned veteran from one of the world's best universities. It is a child's play for him to write multiple books a year filled with interesting real-life or experiment-induced observations that are so far undiscussed in other popular books. Pre-suasion too does this effortlessly.
Beyond them though, the book offers little more than new terms for things discussed better elsewhere. Dr. Cialdini might be right: it is possible that what behavioral scientists are claiming as new and fancy, and winning the Nobles for them, was first analyzed by the psychologists eons ago. However, this still does not remove the fact that a lot of what Dr. Cialdini calls Pre-suasion is better described under other umbrellas like the nudge, the frame dependence, the choice architecture, and the likes.
The Pre-suasion details are different but not the overall theory. It is not wrong to say that most of us should read and re-read behavioral books now and then because we need repeated reminders of our blindspots. These books make us review our most recent patterns, successes, and failures through behavioral lenses. The fact that they make us think and affect some change is the reason why we need to pick the next book by the time the enforced effects of the latest one wear off and our instinctive habits begin to rule.
In other words, the book has utility for anyone who cannot claim that they have mastered all the behavioral irrationalities we have.
November 14, 2016
This was not an easy book to work through, not because the subject was difficult or the writing style was obtuse or bad; rather, I had a very difficult time believing the premise, that people are so susceptible to influence that they can be easily manipulated simply by priming them with stimuli -pictures, music, etc. - designed to create feelings of affinity and therefore cause them to behave in a way that the actor desires.
I bought this book after reading about it Scott Adams' blog. I'd been impressed with how Adams had called the outcome of the US presidential election from the beginning and decided to follow his recommendation of this book in order to try to understand more about how voters were being influenced to vote for someone who clearly had no business winning as much as he did.
I remember thinking, "I guess all theories only go so far before they're proven worthless," but that was before Donald Trump was elected president. I finished the book sure in my opinion that there was no way Adams was correct and Trump would win in a landslide. I was, obviously, wrong, hence the fourth star despite the fact that I did not enjoy reading Cialdini's book.
I've since bought Cialdini's earlier work on persuasion and will be reading it carefully.
I bought this book after reading about it Scott Adams' blog. I'd been impressed with how Adams had called the outcome of the US presidential election from the beginning and decided to follow his recommendation of this book in order to try to understand more about how voters were being influenced to vote for someone who clearly had no business winning as much as he did.
I remember thinking, "I guess all theories only go so far before they're proven worthless," but that was before Donald Trump was elected president. I finished the book sure in my opinion that there was no way Adams was correct and Trump would win in a landslide. I was, obviously, wrong, hence the fourth star despite the fact that I did not enjoy reading Cialdini's book.
I've since bought Cialdini's earlier work on persuasion and will be reading it carefully.
October 4, 2016
Robert Cialdini's latest book brings the subtle, almost subliminal concept of *context* to the foreground in a concise and enlightening way. Cialdini, well known for establishing his six key principles of influence, develops these same concepts further by examining the contexts within which these influential moments happen. Specifically, that the contexts / conditions can be carefully constructed with purpose ahead of time, leading to more effective influence or "pre-suasion" as he calls it.
Initially I did have some concern about the direction that Cialdini was headed, but he almost immediately addressed the ethics of manipulation and negative consequences that manipulation can have.
Probably the most enjoyable aspect of the book is the repeated examination of various studies and/or anecdotal examples of how outcomes can be altered by creating initial conditions in various ways. Cialdini makes a convincing case that even if you aren't interested in taking advantage of the powers of influence and persuasion you might be well-served to be aware of how they work, as these ideas are certainly being put into use all the time, possibly to pre-suade you.
Initially I did have some concern about the direction that Cialdini was headed, but he almost immediately addressed the ethics of manipulation and negative consequences that manipulation can have.
Probably the most enjoyable aspect of the book is the repeated examination of various studies and/or anecdotal examples of how outcomes can be altered by creating initial conditions in various ways. Cialdini makes a convincing case that even if you aren't interested in taking advantage of the powers of influence and persuasion you might be well-served to be aware of how they work, as these ideas are certainly being put into use all the time, possibly to pre-suade you.
December 1, 2020
I'll save you some time, the first 5 chapters are the only thing you have to read. The others are just examples that are unrelated in so many ways to the subject. The author goes into these examples too much that you tend to loose focus on what he is saying. I actual stopped reading towards the end because it got annoying
February 11, 2021
Read this book a couple of years ago and recently re-read my notes and made a quick summary of what I thought was the most interesting parts of the book.
https://libraryof.xyz/portfolio/pre-s...
Robert Cialdini is the psychologist who in 1984 wrote the legendary book called Influence. Cialdini’s second “solo book”, Pre-Suasion, was released in 2016 and provides a new understanding of effective persuasion. The new big idea is that it’s not the message itself, but rather what happened before the message was delivered that matters. It’s not necessary to change the listener’s attitudes or beliefs with arguments but rather redirect the listener’s attention before the message is presented, so that the target immediately feels “yes”.
STATE OF MIND > ARGUMENT. ”Priming” is when exposure to a stimulus affects a response to a subsequent stimulus, without conscious guidance or intention. It is before the delivery of a message that the window to a changed state of mind is greatest.
SYSTEM 1 & 2 MUST MATCH. According to psychologist Daniel Kahneman, people have two decision-making systems. System 1 is fast, associative, intuitive and often emotional. System 2 is slow, conscious, analytical and rational. Since system 1 takes less energy, it is also the state of mind that listeners are normally in. In the long term, systems 1 and 2 should be matched in all offers.
POSITIVE TESTS CAN ”LOCK IN PERCEPTION”. When Cialdini asked test subjects if they had certain characteristics, such as stubbornness, the test subjects searched their memory and thought it was true. When asked if they saw themselves as adventurous, 75% answered yes in a larger study. People can recognize themselves in many different behaviors and this type of “positive test strategy” can become self-fulfilling.
“We’ve covered a lot of data showing that (1) what is more accessible in mind becomes more probable in action, and (2) this accessibility is influenced by the informational cues around us and by our raw associations to them”
HONESTY AND TRACK-RECORD IS ”PRE-SUASIVE”. Warren Buffett has a long history of successful business and ethical decision making, making audiences receptive to what he says. Buffett is also in the habit of addressing his mistakes and Berkshire’s problems early in each annual report, and then presents the consequences for the future. When he later describes Berkshire’s strengths and successes, a trust is established.
LOWER THE GUARD. Decision making is often about minimizing uncertainty. To get past this built-in skepticism of new things, marketers often try to create a “bridge” between existing perception and desired perception. Associating your product with a popular celebrity is one way and relationships with the buyer is another. Human connection is also created when Warren Buffett describes a potential weakness but adds “With that warning, I will tell you what I would say to my family if they asked me about Berkshires future”.
METAPHORS IS UNDERSTOOD INSTINCTIVELY. Gun Semin has said that “The main purpose of speech is to direct listener’s attention to a selected sector of reality. He who wants to persuade should put his trust not in the right argument, but in the right word”. Cialdini cites an opposition politician who described the city’s crime wave as a “wild beast driving through the city and must be stopped”. An insurance salesman who also understood the power of metaphors said that people did not die, they ”walked out of life”. ”When you walk out, your insurance money walks in”.
FOCUS ILLUSION & RED HERRING. Everything that draws focused attention is overestimated. And when we pay attention to something, we lose attention to something else. The US head of military communications has said that journalists were allowed to report from the front lines in Iraq with the aim to reduce the uprising around the US entry into Iraq. The reporting then mainly concerned personal portraits and 71% of all news from the war was not in any meaningful way about broad political issues. The lack of weapons of mass destruction occurred in only 2% of all reports. This is what is called a “Red Herring”, something that misleads or distracts from an important issue.
“The amount of news coverage can make a big difference in the perceived significance of an issue among observers as they are exposed to the coverage”
POST-SUASION. One study showed that test subjects who had first read a happy story were more likely to fancy a painting than those who had not. Five days later, the researchers followed up with the test subjects. Only those who in their exalted state had ranked the painting still felt strongly about it. Those who had not rated the painting – and therefore had not “locked in” the experience – felt nothing special about their experience five days later.
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Robert Cialdini is the psychologist who in 1984 wrote the legendary book called Influence. Cialdini’s second “solo book”, Pre-Suasion, was released in 2016 and provides a new understanding of effective persuasion. The new big idea is that it’s not the message itself, but rather what happened before the message was delivered that matters. It’s not necessary to change the listener’s attitudes or beliefs with arguments but rather redirect the listener’s attention before the message is presented, so that the target immediately feels “yes”.
STATE OF MIND > ARGUMENT. ”Priming” is when exposure to a stimulus affects a response to a subsequent stimulus, without conscious guidance or intention. It is before the delivery of a message that the window to a changed state of mind is greatest.
SYSTEM 1 & 2 MUST MATCH. According to psychologist Daniel Kahneman, people have two decision-making systems. System 1 is fast, associative, intuitive and often emotional. System 2 is slow, conscious, analytical and rational. Since system 1 takes less energy, it is also the state of mind that listeners are normally in. In the long term, systems 1 and 2 should be matched in all offers.
POSITIVE TESTS CAN ”LOCK IN PERCEPTION”. When Cialdini asked test subjects if they had certain characteristics, such as stubbornness, the test subjects searched their memory and thought it was true. When asked if they saw themselves as adventurous, 75% answered yes in a larger study. People can recognize themselves in many different behaviors and this type of “positive test strategy” can become self-fulfilling.
“We’ve covered a lot of data showing that (1) what is more accessible in mind becomes more probable in action, and (2) this accessibility is influenced by the informational cues around us and by our raw associations to them”
HONESTY AND TRACK-RECORD IS ”PRE-SUASIVE”. Warren Buffett has a long history of successful business and ethical decision making, making audiences receptive to what he says. Buffett is also in the habit of addressing his mistakes and Berkshire’s problems early in each annual report, and then presents the consequences for the future. When he later describes Berkshire’s strengths and successes, a trust is established.
LOWER THE GUARD. Decision making is often about minimizing uncertainty. To get past this built-in skepticism of new things, marketers often try to create a “bridge” between existing perception and desired perception. Associating your product with a popular celebrity is one way and relationships with the buyer is another. Human connection is also created when Warren Buffett describes a potential weakness but adds “With that warning, I will tell you what I would say to my family if they asked me about Berkshires future”.
METAPHORS IS UNDERSTOOD INSTINCTIVELY. Gun Semin has said that “The main purpose of speech is to direct listener’s attention to a selected sector of reality. He who wants to persuade should put his trust not in the right argument, but in the right word”. Cialdini cites an opposition politician who described the city’s crime wave as a “wild beast driving through the city and must be stopped”. An insurance salesman who also understood the power of metaphors said that people did not die, they ”walked out of life”. ”When you walk out, your insurance money walks in”.
FOCUS ILLUSION & RED HERRING. Everything that draws focused attention is overestimated. And when we pay attention to something, we lose attention to something else. The US head of military communications has said that journalists were allowed to report from the front lines in Iraq with the aim to reduce the uprising around the US entry into Iraq. The reporting then mainly concerned personal portraits and 71% of all news from the war was not in any meaningful way about broad political issues. The lack of weapons of mass destruction occurred in only 2% of all reports. This is what is called a “Red Herring”, something that misleads or distracts from an important issue.
“The amount of news coverage can make a big difference in the perceived significance of an issue among observers as they are exposed to the coverage”
POST-SUASION. One study showed that test subjects who had first read a happy story were more likely to fancy a painting than those who had not. Five days later, the researchers followed up with the test subjects. Only those who in their exalted state had ranked the painting still felt strongly about it. Those who had not rated the painting – and therefore had not “locked in” the experience – felt nothing special about their experience five days later.
January 30, 2021
The “embedded reporter program”of the war in Iraq was the product of a joint decision by US officials and major media bureau chiefs to place reporters directly within combat units—to eat, sleep, and travel with them—during the course of military operations. Although the exact numbers vary depending on the source, at the program’s height, between six hundred and seven hundred media representatives had the kind of access to the hostilities that had been denied them by US decision makers in the 1991 Gulf War and prior military operations in Afghanistan. Partly as a way to better ensure the safety of all concerned and partly as a public relations move, the US military developed the idea for the program with direction from Bush administration public affairs officials in the Department of Defense. To media heads, the advantages of the program were obvious and exciting. With their personnel functioning alongside the troops in almost every sense, they would be able to convey to their audiences the experience of combat with levels of detail and currency rarely available to them before. The prospect of viscerally engaging video, graphic photographs, and riveting first-person accounts offered a dream come true to news organizations that had chaffed under the information restrictions of earlier military campaigns. Besides a window into the reality of soldiering, their live-in status would allow embedded reporters special access to the soldiers themselves and, thus, to the personal circumstances of these men and women. Those human interest stories are also highly coveted by news media for their audience-drawing powers. One study found that embedded reporters were able to include such human interest elements in over a third of their stories, whereas unembedded reporters could do so in only 1 percent of theirs.
A problem that afflicts most writers is procrastination. Writing is hard; at least, writing well (texting doesn’t count) is hard. On this point, consider an exchange between the great British novelist Somerset Maugham and a young interviewer. “So, Mr. Maugham, do you enjoy writing?”“I enjoy having written."
Normally, we want to be (and to be seen) as consistent with our existing commitments—such as the previous statements we’ve made, stands we’ve taken, and actions we’ve performed. Therefore communicators who can get us to take a pre-suasive step, even a small one, in the direction of a particular idea or entity will increase our willingness to take a much larger, congruent step when asked. The desire for consistency will prompt it. This powerful pull toward personal alignment is used in a wide range of influence settings. Psychologists warn us that sexual infidelity within romantic relationships is a source of great conflict, often leading to anger, pain, and termination of the relationship. Fortunately, they’ve also located a pre-suasive activity that can help prevent the occurrence of this toxic sequence: prayer—not prayer in general, though, but a particular kind. If one romantic partner agrees to pray for the other’s well-being every day for an extended period of time, he or she becomes less likely to be unfaithful while doing so. After all, such behavior would be inconsistent with the daily, actively made commitment to the partner’s welfare.
A problem that afflicts most writers is procrastination. Writing is hard; at least, writing well (texting doesn’t count) is hard. On this point, consider an exchange between the great British novelist Somerset Maugham and a young interviewer. “So, Mr. Maugham, do you enjoy writing?”“I enjoy having written."
Normally, we want to be (and to be seen) as consistent with our existing commitments—such as the previous statements we’ve made, stands we’ve taken, and actions we’ve performed. Therefore communicators who can get us to take a pre-suasive step, even a small one, in the direction of a particular idea or entity will increase our willingness to take a much larger, congruent step when asked. The desire for consistency will prompt it. This powerful pull toward personal alignment is used in a wide range of influence settings. Psychologists warn us that sexual infidelity within romantic relationships is a source of great conflict, often leading to anger, pain, and termination of the relationship. Fortunately, they’ve also located a pre-suasive activity that can help prevent the occurrence of this toxic sequence: prayer—not prayer in general, though, but a particular kind. If one romantic partner agrees to pray for the other’s well-being every day for an extended period of time, he or she becomes less likely to be unfaithful while doing so. After all, such behavior would be inconsistent with the daily, actively made commitment to the partner’s welfare.
October 14, 2018
This book had some interesting new facts. For example everybody knows the Pavlov's experiments but this fact is not so known that he could not reproduce them with other observers present because learned habits are overridden and focus shifts when there is radically new information in the environment (survival instincts kick in). There were a lot of examples about different priming methods and how to act in specific situations to get the desired reactions. Cialdini also discussed the damage from organizations who are using those methods for unethical gains, yet the suggested remedies remained quite naive (to show the management how damaging such behavior is at bigger scale and measure their performance by it). Organizations mainly use those methodologies because they do not expect to be caught at it.
Rather than seek to change what people think (difficult), change what they think about instead by directing their attention (easy). The changed focus of our attention primes, anchors, frames and sets the agenda for our subsequent choices. Whilst "Influence" focuses on what to say to influence consumers, distilling the findings of scientific research into six universal messages, "Pre-suasion" focuses on when to influence. And that time is before people notice they are being influenced.
6 attention grabbing strategies:
*The sexual (priming with romantic or sexual associations, linking products to sexuality (this does not work with products that do not have link to sexuality).
*The threatening (tobacco packaging)
*The different (when something grabs our attention, the importance of what makes it distinctive is amplified)
*The self-relevant (tailored communication)
*The unfinished (our attention and memory shuts down once a problem is solved or an action is completed, we remember stuff better when it's unfinished. A good method for progressing with long tasks is to leave the last part unfinished for the next day when you can pick up automatically).
*The mysterious (posing a mystery and leaving it open, even making it deeper - after that going to the main topic).
###Process for non-rational influence:
1. Start with Pre-suasion. Capture and channel attention with by embedding positive category (goal) associations in attention appeals (The Sexual, The Threatening, The Different, The Self-Relevant, The Unfinished, The Mysterious)
2. Use Liking (The obligations of friendship, or of being swayed by people you like) and Reciprocity (The obligation to give back) to establish rapport and cultivate a positive association with you as a communicator – in a meaningful, unexpected, and customized manner
3. Use Authority (We follow those we view as experts) and Social Proof (The power of consensus, doing what we feel others are also doing) to reduce perceptions of uncertainty and risk
4. Finally, use Consistency (Need for personal alignment) and Scarcity (We want what may not be available) to motivate action
“There's a critical insight in all this for those of us who want to learn to be more influential. The best persuaders become the best through pre-suasion - the process of arranging for recipients to be receptive to a message before they encounter it. To persuade optimally, then, it's necessary to pre-suade optimally. But how?
In part, the answer involves an essential but poorly appreciated tenet of all communication: what we present first changes the way people experience what we present to them next.”
"Pre-questions – To encourage shoppers to take part in a questionnaire, the sales people pre-suaded with an opening question, “Excuse. do you regard yourself as a helpful person?” Volunteer rates rose from 29% to 77%. Likewise, to get people to try a new product/provide contact details they asked people if they considered themselves to be adventurous (33% -> 77%)."
Rather than seek to change what people think (difficult), change what they think about instead by directing their attention (easy). The changed focus of our attention primes, anchors, frames and sets the agenda for our subsequent choices. Whilst "Influence" focuses on what to say to influence consumers, distilling the findings of scientific research into six universal messages, "Pre-suasion" focuses on when to influence. And that time is before people notice they are being influenced.
6 attention grabbing strategies:
*The sexual (priming with romantic or sexual associations, linking products to sexuality (this does not work with products that do not have link to sexuality).
*The threatening (tobacco packaging)
*The different (when something grabs our attention, the importance of what makes it distinctive is amplified)
*The self-relevant (tailored communication)
*The unfinished (our attention and memory shuts down once a problem is solved or an action is completed, we remember stuff better when it's unfinished. A good method for progressing with long tasks is to leave the last part unfinished for the next day when you can pick up automatically).
*The mysterious (posing a mystery and leaving it open, even making it deeper - after that going to the main topic).
###Process for non-rational influence:
1. Start with Pre-suasion. Capture and channel attention with by embedding positive category (goal) associations in attention appeals (The Sexual, The Threatening, The Different, The Self-Relevant, The Unfinished, The Mysterious)
2. Use Liking (The obligations of friendship, or of being swayed by people you like) and Reciprocity (The obligation to give back) to establish rapport and cultivate a positive association with you as a communicator – in a meaningful, unexpected, and customized manner
3. Use Authority (We follow those we view as experts) and Social Proof (The power of consensus, doing what we feel others are also doing) to reduce perceptions of uncertainty and risk
4. Finally, use Consistency (Need for personal alignment) and Scarcity (We want what may not be available) to motivate action
“There's a critical insight in all this for those of us who want to learn to be more influential. The best persuaders become the best through pre-suasion - the process of arranging for recipients to be receptive to a message before they encounter it. To persuade optimally, then, it's necessary to pre-suade optimally. But how?
In part, the answer involves an essential but poorly appreciated tenet of all communication: what we present first changes the way people experience what we present to them next.”
"Pre-questions – To encourage shoppers to take part in a questionnaire, the sales people pre-suaded with an opening question, “Excuse. do you regard yourself as a helpful person?” Volunteer rates rose from 29% to 77%. Likewise, to get people to try a new product/provide contact details they asked people if they considered themselves to be adventurous (33% -> 77%)."
February 24, 2019
I've always valued competence way more than professionalism. Since quite some time, I've never tried to present myself better, but just in an original way to others(assuming they'll question me with things they don't understand) with seldom any success. This books made me think quite in the opposite direction to that attitude.
It started off with the concept that creating the moment where people are ready to accept your pitch (be it of a product, convincing, dating nature) is extremely more important than what's in the message. To do that, Robert Cialdini presented different studies in which subconsciously, people were made to like someone or create a bias towards some product.
eg. To ask the person for an advice on something, capturing his attention by appreciating a public renowned figure like M.S. Dhoni(say) in India in extremely subtle ways.
There's a high chance that people like other people to respect their views and Indians liking M.S.Dhoni. It's so subtle that it changes people's attitudes towards following questions without them understanding it.
An absolutely crazy concept was attentional bias. Huge. Daniel Kahneman was asked what is the most important thing that people need to know. He explained that things in attention seem much more important to you than any other thing. Looking at it from different point of views, you'll appreciate how we can be happy using attention, why average authors giving decent enough talks on stage are seen as outstanding achievers by audience, and many more things. This was mentioned in the chapter named "What's focal is causal".
Towards the mid-part, he started having lots of unconnected theories based on biased studies where it got a bit strange. But an amazing book to read overall.
It started off with the concept that creating the moment where people are ready to accept your pitch (be it of a product, convincing, dating nature) is extremely more important than what's in the message. To do that, Robert Cialdini presented different studies in which subconsciously, people were made to like someone or create a bias towards some product.
eg. To ask the person for an advice on something, capturing his attention by appreciating a public renowned figure like M.S. Dhoni(say) in India in extremely subtle ways.
There's a high chance that people like other people to respect their views and Indians liking M.S.Dhoni. It's so subtle that it changes people's attitudes towards following questions without them understanding it.
An absolutely crazy concept was attentional bias. Huge. Daniel Kahneman was asked what is the most important thing that people need to know. He explained that things in attention seem much more important to you than any other thing. Looking at it from different point of views, you'll appreciate how we can be happy using attention, why average authors giving decent enough talks on stage are seen as outstanding achievers by audience, and many more things. This was mentioned in the chapter named "What's focal is causal".
Towards the mid-part, he started having lots of unconnected theories based on biased studies where it got a bit strange. But an amazing book to read overall.
August 13, 2017
Cialdin’s seminal text “Influence” found its way onto the shelves of everyone from educators, salespeople, politicians and would be pickup artists looking to hone their levels of strategic communication. This follow-up builds on his classic primer with the contention that the receptivity and “stickiness” of one’s message can be significantly enhanced by establishing a number of psychological preconditions.
I didn’t expect much from this book, but it’s definitely a useful addition to further improve the effectiveness of the persuasive methods discussed in the first. I especially liked that the case studies and research presented were new and not the same old, worn material rehashed in many of the pop-psychology books.
Overall, a very resourceful book for those wanting to play both offence and defence in a world where the deceptive and often invisible forces of persuasion are either working for you, or against you.
I didn’t expect much from this book, but it’s definitely a useful addition to further improve the effectiveness of the persuasive methods discussed in the first. I especially liked that the case studies and research presented were new and not the same old, worn material rehashed in many of the pop-psychology books.
Overall, a very resourceful book for those wanting to play both offence and defence in a world where the deceptive and often invisible forces of persuasion are either working for you, or against you.
June 15, 2017
I read this book thanks to Blinkist.
Absoultely. Fucking. Amazing.
The key message in this book:
Pre-suasion is the art of priming someone to do something by executing certain directive actions, or uttering certain directive sentences, before the actual moment when that person has to make a decision. This is pre-suasion: setting the stage and putting the pieces into place, thus getting people to say, or do, what you want.
Actionable advice:
Invite consumers to give advice instead of an opinion.
Many companies try to bond with their customers by asking for their opinion. But this is an introspective act, one that ultimately directs their attention toward their own needs. So, instead, ask them for their advice, which prompts them to put themselves in your shoes, creating a more genuine bond between company and customer. This will also help them identify with the product, which is a way of pre-suading them into purchasing more.
Absoultely. Fucking. Amazing.
The key message in this book:
Pre-suasion is the art of priming someone to do something by executing certain directive actions, or uttering certain directive sentences, before the actual moment when that person has to make a decision. This is pre-suasion: setting the stage and putting the pieces into place, thus getting people to say, or do, what you want.
Actionable advice:
Invite consumers to give advice instead of an opinion.
Many companies try to bond with their customers by asking for their opinion. But this is an introspective act, one that ultimately directs their attention toward their own needs. So, instead, ask them for their advice, which prompts them to put themselves in your shoes, creating a more genuine bond between company and customer. This will also help them identify with the product, which is a way of pre-suading them into purchasing more.
January 2, 2019
I wanted to like this book more than I did.
Don’t get me wrong; it wasn’t bad, and I learned some new things. But I expected it to be a totally immersing and fascinating read, like The Chemistry Between Us or So You Want to Talk About Race, and it just didn’t grab my attention to that level.
The crux of this book is this:
“The best persuaders become the best through pre-suasion–the process of arranging for recipients to be receptive to a message before they encounter it.” (P4)
Robert Cialdini then goes on to discus various examples of pre-suasion and discuss studies that show how certain openers can affect outcomes.
See my key takeaway from this book.
Don’t get me wrong; it wasn’t bad, and I learned some new things. But I expected it to be a totally immersing and fascinating read, like The Chemistry Between Us or So You Want to Talk About Race, and it just didn’t grab my attention to that level.
The crux of this book is this:
“The best persuaders become the best through pre-suasion–the process of arranging for recipients to be receptive to a message before they encounter it.” (P4)
Robert Cialdini then goes on to discus various examples of pre-suasion and discuss studies that show how certain openers can affect outcomes.
See my key takeaway from this book.
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