The Psychology of Persuasion

An Interview with Psychologist and

NYT Bestselling Business Author Dr. Robert B. Cialdini

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Robert B Cialdini, PhD
please contact
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© 2008 INFLUENCE AT WORK All Rights Reserved. reprinted with permission from the July 2005 article
Unauthorized reproduction or distribution is strictly prohibited. at www.journalofbusinessstragegy.com.
 INFLUENCE AT WORK ™

The Psychology of Persuasion

An Interview with Psychologist and NYT Bestselling Business Author Dr. Robert Cialdini

“One of the best things we can do is use the process Why is the psychology of persuasion an important
of writing things down, even if it is only in a pre- concept for business managers to understand?

liminary meeting. What we’ve learned in research is Just saying “I’m the boss” doesn’t work in a world
that people live up to what they write down.” where cross-functional teams, joint ventures, and
inter-company partnerships have blurred the lines

E
xtensive scholarly training in the psychol-
ogy of influence, together with over 30
years of research into the subject, has
earned Dr. Robert Cialdini an international
reputation as an expert in the fields of persuasion,
compliance, and negotiation.
of authority. In such an environment, persuasion
skills exert far more influence over others’ behavior
than formal power structures do. Influence is best
exerted horizontally, not vertically. We all need to
be influencers at some point or another, no matter
what position we occupy in a company.

His books are the results of years of study into the What is the difference between persuasion and
reasons that people comply with manipulation?
requests in business settings. Manipulation involves the un-
Together they have sold more ethical use of the principles of
than a million copies in nine- persuasion and some of those
teen languages. involve brute force or coercion
Dr. Cialdini received under- to achieve a goal. Persuasion
graduate, graduate, and post- involves the use of principles
graduate training in psychology that exist in the situation and
from the University of Wisconsin, that allow us to inform people
the University of North Carolina, into yes, to educate them into yes,
and Columbia University, respec- by giving them a view of reality as
tively. He has held Visiting Scholar we see it. It involves moving them in a
Appointments at Ohio State University, direction that we desire, on the basis of
the University of California, the Annen- valid information.
berg School of Com- American culture
munications, and the likes to celebrate
Graduate School of Just saying “I’m the boss” doesn’t the hero who fights
Business of Stan- work in a world where cross-functional authority, the indi-
ford University. He vidual who bucks a
is currently Regent’s teams, joint ventures, and inter- crooked system. Are
Professor of Psychol- company partnerships have blurred the all the scandals over
ogy at Arizona State the past few years,
University, where he lines of authority. from Enron to Tyco
has also been named to now AIG, proving
Distinguished Gradu- that managers often
ate Research Professor. He spoke to the Journal still go along with what an authority figure says,
of Business Strategy about the key principles of even when they feel uneasy about it?
persuasion and how they affect leadership and com-
munication in business. I’m not sure the managers and employees know
what they are doing is wrong really. When an
authority figure speaks, people presume there is

©2008 INFLUENCE AT WORK page 2

 INFLUENCE AT WORK ™

The Psychology of Persuasion

An Interview with Psychologist and NYT Bestselling Business Author Dr. Robert Cialdini

some legitimacy there. Part of what an authority the culture and the nationality of the audience. It’s
is defined as is a legitimately constituted expert in not just that the messages are sent electronically, it’s
some sense, a person who has been given a place also that they are being sent across cultural bound-
at the top of the hierarchy because of some special aries.
knowledge, wisdom, or experience. So we defer
to these individuals as a shortcut on what to do in First, it is possible to deal with the problem of
these situations. purely electronic communication. There was a study
done at the Stanford Business School having to do
Shortcuts are useful in our daily lives. When I am with negotiation undertaken by students at Stanford
going through the supermarket and I need a tube and Northwestern. They had students negotiate
of toothpaste, I don’t want to first have to go to either face to face or by e-mail. They found that
the library and research the properties and benefits when using e-mail, there were far more stymied ne-
of a good dentifrice. I want to see on the box that gotiations where nobody benefited and the parties
a product has been approved by the simply walked away from the discus-
American Council on sion. However, some of the
Dental Health. Bang, subjects were told to
it’s in my basket and “get to know each oth-
I’m on to the next er” first, exchanging
decision in my deci- personal information
sion-overloaded day. I and even photos. After
need some decisions to doing that, the number
be made by legitimately stymied negotiations
constituted experts in between these subjects
order to get through my fell to close to that of
day. Most of the time that the face to face meeting
works, but sometimes the subjects. So it is possible
expert is wrong. to conquer the difficulties
of electronic exchanges by
Your book talks a lot infusing into those
about verbal cues When the message comes from people exchanges the kinds
and body language of elements that
and how that ties who are like those who are resisting, the
exist in a personal
into the important influence is coming in from the side to meeting.
emotional pull of
liking someone. In make the change happen, not from above; On the cultural side,
a business envi- and it’s likely to be more impactful. my book has been
ronment where so translated into 19
much communica- languages and has
tion is now “virtual” and spanning the globe, is it sold well in some very different cultures than the
more difficult to influence someone? U.S., so it is fair to assume the overall elements of
persuasion and influence are somewhat universal.
That question really requires two levels of answers, Having said that, different cultures give different
one involving electronic communication and the weight to these principles.
other having to do with the global nature of it.
There are differences in susceptibility of certain For example, there was a Citibank survey done with
psychological principles of influence depending on global employees. One question was, “If someone

©2008 INFLUENCE AT WORK page 3

 INFLUENCE AT WORK ™

The Psychology of Persuasion

An Interview with Psychologist and NYT Bestselling Business Author Dr. Robert Cialdini

within your organization came to ask you for help What persuasion advice would you give to a
on a project and this project would take you away leader who faces the task of totally turning
from your own duties, under what circumstances around a company or division and doing things
would you feel most obligated to help?” very differently than they were done in the past.
A company such as Kodak or General Motors for
In the US and similar cultures, it was about reci- instance?
procity. People asked themselves: “What has this
person done for me? Have they helped me in the I would advise leaders to use the principle of scar-
past?” If the answer is yes, the person felt obligated city. People are attracted to opportunities that are
to reciprocate. scarce, rare, or dwindling. If the CEO can describe
what will be lost to everyone if the organization
In Hong Kong, the question people asked them- fails to move in this direction, rather than what will
selves was about the authority be gained if they do, he or she will be more suc-
principle. “Is this per- cessful. There is a lot of evidence to
son connected to my support this. One of the re-
small group, especially cent Nobel Prize winners
a senior member of my in economics, Daniel Kah-
small group? If so, I neman, found in a study
am obligated to help.” that people are more
In Spain, the question affected by the prospect
was, “Is this person of losing something than
connected to my they are by the prospect
friends? If so, I am ob- of gaining something
ligated to help.” So that equivalent. I also read
is the liking principle. another study lately
You must be loyal to showing that CEOs
your friends. Persuasion involves the use of principles weigh information
that exist in the situation and that allow about possible losses
In Germany it was more carefully than
different still, and us to inform people into yes, to educate they weigh informa-
related to consistency. them into yes, by giving them a view of tion about possible
The answers were gains. These leaders
along the lines of “Ac- reality as we see it. It involves moving should also remem-
cording to the rules them in a direction that we desire, on the ber that the people
and regulations of they are leading have
this organization, am basis of valid information. this same bias, so the
I supposed to say yes? leaders have to focus
If so, I am obligated.” in their communica-
So you can see how you would strategically craft a tions on what will be lost more than what will be
communication to a colleague in Berlin as opposed gained.
to one you would draft for one in New York, Ma- The other recommendation I would make is that
drid, or Hong Kong. If you understand the differ- a CEO not try to be the sole voice of change.
ence in weights, in emphasis for the various persua- Multiple individuals within an organization need
sion principles, you can incorporate those levers to be tapped for this task. People are powerfully
into your messaging. influenced by the opinions of people like them.

©2008 INFLUENCE AT WORK page 4

 INFLUENCE AT WORK ™

The Psychology of Persuasion

An Interview with Psychologist and NYT Bestselling Business Author Dr. Robert Cialdini

This has to do with the concept of social proof and responsibilities and to send them around to the
or consensus that I discuss in my book. The best other attendees. Even if these things are decided in
communicators know when they are not the best a preliminary way, people will be more loyal to the
communicators in a situation; they give voice to issues if they have made them public in some writ-
those individuals who are. If there are long­time em- ten form.
ployees who are resisting a change, the best strategy
would not be to keep sending messages from on I also suggest salespeople do this with clients, by
high. The best strategy would be to find those other sending out a quick e-mail summary of what was
long-term employees who can discussed and asking for written confirmation
serve as champions of change from the client. “Here is my under-
and give them voice. You let standing of what we agreed
them speak in employee on-is this your understand-
meetings, in newsletters, ing as well?” That way you
in informal gatherings. either have an agreement
When the message and understanding that is
comes from people public and committed,
who are like those or you get any problem
who are resisting, the areas out in the open
influence is coming in immediately.
from the side to make How do MBA students
the change happen, make the most of
not from above; and these extra few let-
it’s likely to be more ters they are going to
impactful. be able to tack onto
You make the statement the end of their names
that, “Public commit- when they graduate?
ments tend to be lasting That’s about the author-
commitments.” ity principle and how
How can manag- So it is possible to conquer the difficulties they can capitalize
ers or team leaders on it. These students
best capitalize on of electronic exchanges by infusing into
need to communicate
that with their co- those exchanges the kinds of elements that to potential employ-
workers? ers that they have
exist in a personal meeting.
One of the best been tested in two
things we can do is ways. One is that
use the process of writing things down, even if it they have demonstrated competence in a variety
is only in a preliminary meeting. Often you have a of dimensions that are important to business. That
meeting in which certain things are agreed and then is what the MBA program is about. But another
when you come back a week later, nothing has been aspect that is important to emphasize is that they
done. It’s because people didn’t commit themselves have the conscientiousness and the resolve to finish
to anything. What we’ve learned in research is that difficult programs of work that they started. That is
people live up to what they write down. So my ad- very valuable to employers.
vice would be to assign individuals to summarize in For information about Dr. Robert Cialdini, call 480.967.6070, email
writing what they understand to be their agreements info@influenceatwork.com, or visit www.influenceatwork.com.

©2008 INFLUENCE AT WORK page 5

 Thank you for subscribing to the
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Drops August 2008! Influence: Science and Practice
is an examination of the psychology of compliance
(uncovering which factors cause a person to say
”yes“ to another’s request). In this Fifth Edition,
Cialdini combines evidence from experimental work
with techniques and strategies he gathered while
working in positions inside organizations that com-
monly use compliance tactics. The eagerly awaited
revision of Influence organizes persuasion principles
into six categories based on psychological principles
that direct human behavior: reciprocation, consis-
tency, social proof, liking, authority, and scarcity.
store.influenceatwork.com

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For any comments or questions please feel free to world’s most quoted expert on influence, Dr.
Robert Cialdini, Yes! presents dozens of surpris-
contact the IAW staff by telephone 480.967.6070 or ing discoveries from the science of persuasion in
email info@influenceatwork.com. short, enjoyable, and insightful chapters that you
can apply immediately to become a more effective
Sincerely, persuader. The findings presented in Yes! will steer
you away from common pitfalls while empowering
you with little known but proven wisdom. Yes! shows
how making small, scientifically proven changes to
your approach can have a dramatic effect on your
Robert B Cialdini, PhD persuasive powers. store.influenceatwork.com

ABOUT ROBERT B. CIALDINI, Ph.D Media coverage of Dr. Cialdini and his research include:
Influence, Negotiation, Communication, Management, Leadership, Sales • Dateline NBC • Scientific American
• CNBC • Los Angeles Times
Harvard Business Review lists Dr. Cialdini’s research in • CNN • Psychology Today
Breakthrough Ideas for Today’s Business Agenda. • ABC • Selling Power
• Washington Post • Sales and Marketing Magazine
“Influence” has been listed on the • New York Times • Leader to Leader Magazine
New York Times Business Best Seller List. • On Wall Street • The Atlantic Journal
Fortune Magazine lists Influence in their • Forbes Magazine • The Denver Post
“75 Smartest Business Books.” • Chicago Tribune • The New York Times
• USA Today • Harvard Business Review
Extensive scholarly training in the psychology of influence, together with over 30 • London Times • Fortune Magazine
years of research into the subject, has earned Dr. Cialdini an international reputation
as an expert in the fields of persuasion, compliance, and negotiation. Dr. Cialdini’s clients include such organizations as Advanta, IBM, Washington Mutual
Group of Funds, Coca Cola, KPMG, AstraZeneca, Ericsson, Kodak, Merrill Lynch,
His books including, Influence: Science & Practice, are the results of more than 30 Nationwide Insurance, Pfizer, Northern Trust, Prudential, The Mayo Clinic, Glaxo
years of study into the reasons why people comply with requests in business settings. Wellcome, Harvard University - Kennedy School, The Weather Channel, the United
Worldwide, Influence has sold over one million copies. Influence has been published States Department of Justice, and NATO.
in twenty languages and consistently ranks within the top one half of one percent of
books sold on Amazon.com. If you are interested in having Dr. Robert Cialdini come to your orga-
In the field of influence and persuasion, Dr. Cialdini is the most cited living social nization to conduct one of his presentations, view the Corporate POP
psychologist in the world today. Workshop brochure or Contact INFLUENCE AT WORK for more
Dr. Cialdini received his Ph.D from the University of North Carolina and post doc- information.
toral training from Columbia University. He has held Visiting Scholar Appointments
at Ohio State University, the University of California, the Annenberg School of INFLUENCE AT WORK
Communications, and the Graduate School of Business of Stanford University. Cur- www.influenceatwork.com
rently, Dr Cialdini holds dual appointments at Arizona State University. He is a W.P.
Carey Distinguished Professor of Marketing and Regents’ Professor of Psychology, 2248 S Forest Ave
where he has also been named Distinguished Graduate Research Professor. Tempe, AZ 85282
480.967.6070
Dr. Cialdini is President of Influence At Work, an international consulting, strategic
planning and training organization based on the Six Principles of Influence. info@influenceatwork.com