Persuasion

Persuasion
I. Social Psychology II. Ethos III. Myth

Persuasion
Q: What about logic and reason? A: Thats what you studied in college, and you know thats only a small part. So lets look at other things.

Persuasion
I. Social Psychology
II. Ethos III. Myth

I. Social Psychology
1. 2. 3. 4. 5. 6. Reciprocity Consistency Social proof Authority Likeability Scarcity
Robert B. Cialdini, Influence: The Psychology of Persuasion (revised; New York: Quill, 1993)

Robert B. Cialdini, Influence: The Psychology of Persuasion (revised; New York: Quill, 1993)

1. Reciprocity
One of the most potent weapons of influence and compliance: We want to repay, in kind, what another person has provided us

Cialdini

1. Reciprocity
One of the most potent weapons of influence and compliance: We want to repay, in kind, what another person has provided us

Cialdini

1. Reciprocity
I.e.: We want to repay, in kind, what another person has provided us

E.g: give a flower then ask for a donation

LBJ called in favors; Carter had none to call in; political patronage send prospect pre-printed return address labels with solicitation letter small gifts and comped meals Cialdini

1. Reciprocity
I.e.: We want to repay, in kind, what another person has provided us

Technique 1: If someone makes a concession, we are obligated to respond with a concession Making a concession gives the other party a feeling of responsibility for the outcome and greater satisfaction with resolution
Cialdini

1. Reciprocity
I.e.: We want to repay, in kind, what another person has provided us Technique 1: If someone makes a concession, we are obligated to respond with a concession Making a concession gives the other party a feeling of responsibility for the outcome and greater satisfaction with resolution

Technique 2: Rejection then retreat: exaggerated request rejected, desired lesser request acceded to
Cialdini

1. Reciprocity
I.e.: We want to repay, in kind, what another person has provided us Technique 1: If someone makes a concession, we are obligated to respond with a concession Making a concession gives the other party a feeling of responsibility for the outcome and greater satisfaction with resolution Technique 2: Rejection then retreat: exaggerated request rejected, desired lesser request acceded to

Technique 3: Contrast principle: sell the costly item first; or present the undesirable option first Cialdini

1. Reciprocity
I.e.: We want to repay, in kind, what another person has provided us Technique 1: If someone makes a concession, we are obligated to respond with a concession Making a concession gives the other party a feeling of responsibility for the outcome and greater satisfaction with resolution Technique 2: Rejection then retreat: exaggerated request rejected, desired lesser request acceded to Technique 3: Contrast principle: sell the costly item first; present undesirable option first

Cialdini

2. Consistency
Our nearly obsessive desire to be (and to appear) consistent with what we have already done Consistency is usually associated with strength, inconsistency as weak; we want to look virtuous

Cialdini

2. Consistency
Our nearly obsessive desire to be (and to appear) consistent with what we have already done Consistency is usually associated with strength, inconsistency as weak; we want to look virtuous

Cialdini

2. Consistency
Technique 1: Elicit a commitment, then expect consistency Technique 2: Public, active, effortful commitments tend to be lasting commitments Technique 3: Get a large favor by first getting a small one (small commitments manipulate a persons self-image and position them for large commitment)
Cialdini

2. Consistency
Technique 1: Elicit a commitment, then expect consistency Technique 2: Public, active, effortful commitments tend to be lasting commitments Technique 3: Get a large favor by first getting a small one (small commitments manipulate a persons self-image and position them for large commitment)
Cialdini

2. Consistency
Technique 1: Elicit a commitment, then expect consistency Technique 2: Public, active, effortful commitments tend to be lasting commitments Technique 3: Get a large favor by first getting a small one (small commitments begin to shape a persons self-image and position them for large commitment)
Cialdini

2. Consistency
Outcome 1: Commitments people own, take inner responsibility for, are profound Outcome 2: Commitments lead to inner change and grow their own legs

Cialdini

2. Consistency
Outcome 1: Commitments people own, take inner responsibility for, are profound Outcome 2: Commitments lead to inner change and grow their own legs

Cialdini

2. Consistency
Examples: negotiating a car price Hi, how are you? Howard Deans campaign (meet ups and volunteers writing letters) have customers not salespeople fill out sale agreements testimonials Cialdini campaign leadership

3. Social Proof
One means we use to determine what is correct is to find out what other people think is correct. The greater number of people who find an idea correct, the more the idea will be correct. Pluralistic ignorance: each person decides that since nobody is concerned, nothing is wrong Similarity: social proof operates most powerfully when we observe people just like us
Cialdini

3. Social Proof
One means we use to determine what is correct is to find out what other people think is correct. The greater number of people who find an idea correct, the more the idea will be correct. Pluralistic ignorance: each person decides that since nobody is concerned, nothing is wrong Similarity: social proof operates most powerfully when we observe people just like us
Cialdini

3. Social Proof
Examples: laugh tracks faith communities mob behavior inaction toward crime or emergency Jonestown applause testimonials
Cialdini

4. Authority
We have a deep-seated sense of duty to authority Tests demonstrate that adults will do extreme things when instructed to do so by an authority figure

Cialdini

4. Authority
We have a deep-seated sense of duty to authority Tests demonstrate that adults will do extreme things when instructed to do so by an authority figure

Cialdini

4. Authority
Titles Uniforms Clothes Trappings of status

Cialdini

5. Likeability
We prefer to say yes to someone we know and like

Cialdini

5. Likeability
We prefer to say yes to someone we know and like

Cialdini

5. Likeability
Compliance factors:
similarity of opinion, life-style, background, personality traits familiarity and contact cooperation in shared goals

Cialdini

5. Likeability
Compliance factors:
physical attractiveness compliments association with positive things (beauty, whats hip, food) success smile
Cialdini

5. Likeability
Examples:
Tupperware parties peer solicitation good cop / bad cop eating together celebrity endorsements
Cialdini

6. Scarcity
Opportunities seem more valuable to us when their availability is limited We want it even more when we are in competition for it E.g.: final $4.4 million in matching funds disappeared in one week

Cialdini

6. Scarcity
Opportunities seem more valuable to us when their availability is limited We want it even more when we are in competition for it E.g.: final $4.4 million in matching funds disappeared in one week

Cialdini

I. Social Psychology
1. 2. 3. 4. 5. 6. Reciprocity Consistency Social proof Authority Likeability Scarcity
Robert B. Cialdini, Influence: The Psychology of Persuasion (revised; New York: Quill, 1993)

I. Social Psychology
1. Reciprocity: we want to repay, in kind, what another person has provided us 2. Consistency 3. Social proof 4. Authority 5. Likeability 6. Scarcity
Robert B. Cialdini, Influence: The Psychology of Persuasion (revised; New York: Quill, 1993)

I. Social Psychology
1. Reciprocity: we want to repay, in kind, what another
person has provided us

2. Consistency: desire to be (and to appear) consistent with what we have already done 3. Social proof 4. Authority 5. Likeability 6. Scarcity
Robert B. Cialdini, Influence: The Psychology of Persuasion (revised; New York: Quill, 1993)

I. Social Psychology
1. Reciprocity: we want to repay, in kind, what another
person has provided us

2. Consistency: desire to be (and to appear) consistent

with what we have already done

3. Social proof: to determine what is correct find out what other people think is correct 4. Authority 5. Likeability 6. Scarcity
Robert B. Cialdini, Influence: The Psychology of Persuasion (revised; New York: Quill, 1993)

I. Social Psychology
1. Reciprocity: we want to repay, in kind, what another
person has provided us

2. Consistency: desire to be (and to appear) consistent

with what we have already done

3. Social proof: to determine what is correct find out what

other people think is correct

4. Authority: deep-seated sense of duty to authority 5. Likeability 6. Scarcity

Robert B. Cialdini, Influence: The Psychology of Persuasion (revised; New York: Quill, 1993)

I. Social Psychology
1. Reciprocity: we want to repay, in kind, what another
person has provided us

2. Consistency: desire to be (and to appear) consistent

with what we have already done

3. Social proof: to determine what is correct find out

what other people think is correct

4. Authority: deep-seated sense of duty to authority 5. Likeability: we say yes to someone we like 6. Scarcity
Robert B. Cialdini, Influence: The Psychology of Persuasion (revised; New York: Quill, 1993)

I. Social Psychology
1. Reciprocity: we want to repay, in kind, what another
person has provided us

2. Consistency: desire to be (and to appear) consistent

with what we have already done

3. Social proof: to determine what is correct find out

what other people think is correct

4. Authority: deep-seated sense of duty to authority 5. Likeability: we say yes to someone we like 6. Scarcity: limitation enhances desirability
Robert B. Cialdini, Influence: The Psychology of Persuasion (revised; New York: Quill, 1993)

I. Social Psychology
1. Reciprocity: we want to repay, in kind, what another
person has provided us

2. Consistency: desire to be (and to appear) consistent

with what we have already done

3. Social proof: to determine what is correct find out

what other people think is correct

4. Authority: deep-seated sense of duty to authority 5. Likeability: we say yes to someone we like 6. Scarcity: limitation enhances desirability
Robert B. Cialdini, Influence: The Psychology of Persuasion (revised; New York: Quill, 1993)

Persuasion
I. Social Psychology

II. Ethos
III. Myth

Ethos
The type of person that a writer or speaker projects. Goal = credibility Personae: expert, friend, genuine

Ethos
Definition: the type of person that a writer or speaker projects Aristotle: demonstrate trustworthiness within ones speech

Ethos
Definition: the type of person that a writer or speaker projects Aristotle: demonstrate trustworthiness within ones speech

Ethos
Definition: The type of person that a writer or speaker projects. Lysias: provide words appropriate to the speaker E.g., the simple rustic

Ethos
Definition: The type of person that a writer or speaker projects. Lysias: provide words appropriate to the speaker E.g., the simple rustic

Ethos

Ethos

Ethos

Ethos

Ethos
Comedy thrives on

personality types.

the absentminded professor the overbearing school principal the precocious child the immature father the rich snob the bimbo

Ethos
Variable elements of institutional ethos: simplicity or sophistication elitism or egalitarianism emphasis on faculty or students, research or teaching careers and professionalism or the liberal arts athletics or academics regional or national or global

Ethos

Ethos
Common elements of institutional ethos: diversity, tolerance, and openness inquiry and discovery heritage and history location, region and campus community sports

Ethos
The type of person that a writer or speaker projects. What is the ethos of your school? Its defining characteristics and values? What is the ethos you bring to your writing and speaking? What is the ethos you wish to project?

Persuasion
I. Social Psychology II. Ethos

III.Myth

Myth
Popular meaning = lies Greek muqo (mythos) = story Greek muqo (mythos) opposes (logos), i.e., reason Goal: frame or define a situation to create common ground Benefit: enliven rhetoric

Myth
some myths / stories explain why and how we do the things we do (the first Thanksgiving); some reinforce the values we share in common (Horatio Alger); some frame the way we view the world (manifest destiny)

What is your story?

Help your donors see themselves in a story, especially a meaningful story Touch big ideas Make the story sensory Fill it with shared values (ethos) Provide meaning to your donors lives and their philanthropy Create their self-image as donors

Persuasion
I. Social Psychology II. Ethos III. Myth

Persuasion
ddwalker@uwyo.edu