Persuasion
Dale Walker
University of Wyoming
College of Arts & Sciences
ALADN 2005 – New Orleans
Persuasion
I. Social Psychology
II. Ethos
III. Myth
Persuasion
Q: What about logic and reason?
A: That’s what you studied in
college, and you know that’s
only a small part. So let’s 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 person’s 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 person’s 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 person’s 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 Dean’s 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, what’s 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
one’s speech
Ethos
• Definition: the type of
person that a writer or
speaker projects
• Aristotle: demonstrate
trustworthiness within
one’s 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? It’s
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 λογος
(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