Chapter 5 Liking
Compliance settings include ones with reciprocity, commitment, and social proof. The person most effective at selling is not the demonstrator, but rather the hostess. Buying from a friend makes a big difference.
Having the name of a friend to call on makes a difference. People want to help their friends.
Most successful car salesman was a combination of fair price + someone people enjoyed buying from. Mirror + Match.
When you like people, they like you. Pure praise didn’t have to be accurate to work.
Reasons people like others: Attractiveness, Similarity, Compliments
It’s very easy to create a us versus them mentality. Giving two groups separate residence’s is enough to create rivalry. Introducing competitive activities into meetings with one another. By contrast, cooperative ventures created camaraderie.
How to build cooperation. We must “pull together” for mutual benefit. People are teammates. Salespeople do battle with bosses to secure a nice price. Good Cop/Bad Cop is an effective tactic because of the contrast principle, reciprocity rule, and more.
Bearer of bad news is in an unfortunate position. Association with either bad or good things influence how people feel about us. That’s why there’s guilt by association.
Interestingly, credit cards have positive associations with them. People tip more on credit cards, and are otherwise more generous.
All things equal, you root for your own sex, culture, locality, anything to prove you are better than others.
Defense: Vigilance should not be directed at liking the compliance practitioner, but rather because it’s been produced. The main issue is the feeling that we have come to like the practitioner more quickly than we would have expected. From this, focus on what you are getting out of the bargain, rather than how nice the person selling something is.
Chapter 6: Authority
There’s a deep-seated deference to authority that people have. People follow authority, but not necessarily peers.
When there are multiple authorities who are disagreeing, the subject tried to figure out who was the bigger boss. Without that being clear, they follow their own instincts.
We are taught as a little kid that obedience to a proper authority is right, and disobedience is wrong. Similarly, religious instruction + civic messaging suggests that. Obedience to authority is mostly rewarding, but the challenge is its mechanical character.
What people at the top do is adopted quickly. Advertisers often hire famous people to play as doctors on behalf of products. Appearance of authority is often enough.
Titles are the hardest and easiest symbols to acquire. Someone can adopt the title without doing the time. Increases in status are associated with increases in height. As are things with greater magnitude (both positive and negative).
Con artists often wear lifts in their shoes, demonstrating that power and authority can often be counterfeit easily. People, even professionals, listen and obey, rather than think critically.
Clothing is another thing that can create compliance. The power of the uniform works to get people to listen. Well-tailored business suit can make a difference too.
Defense: Because we don’t see how powerful authority is, we fail to think critically. However, thinking critically about everything is a massive waste of time. So, having heuristics about what is a prudent or imprudent strategy should be sufficient.
A good question: Is this authority truly an expert? A good followup question: How truthful is this expert going to be?
In compliance, people often make small concessions that seem to go against their interest.
Super successful waiter tactics: Different techniques for different people. For families, be a bit clownish, young couples should be formal to intimidate young man into ordering more expensively, older couples should have formality without intimidating factor, and solo diners should be treated nicely. Also, when working with a large group, he would show concern by saying first item isn’t as good as it normally is, and recommend something less expensive. This meant that he was able to be seen as a trusted guide, getting bigger tips and more compliance in general.
Letters of recommendation are most favorable if they have one unflattering comment about candidates, rather than a wholly positive set of remarks.
Chapter 7: Scarcity
If I don’t have the opportunity to do something again, I get FOMO.
Opportunities seem more valuable to us when they are less available. People are more motivated by the thought of losing something than gaining something of similar value.
One tactic is the ‘limited-number’ tactic. If you are trying to get rid of something, say it’s sold. But, if there’s one in the back, you want it with these specific parameters.
Another thing is a deadline tactic. Publicizing customer deadlines may generate interest where none has existed before.
As opportunities become less available, we feel less free, and nothing rubs people the wrong way like a lack of autonomy over things we previously had.
The theory behind psychological reactance theory is when free choice is limited or threatened, we feel a strong desire to retain our freedoms more than before. We react against the interference by desiring possession of the item
If you want something done, you have 3 options: Do it yourself, pay someone top dollar, or forbid teenagers to do it. Interference can make things stronger.
When you want to persuade teenagers, use preference and persuasion as opposed to prohibitions and punishments.
Censored things become more attractive, because we can’t otherwise have them. This has odd results in hearings. Inadmissibility in court for instance. Information may not have to be censored, it could also just be scarce.
For rulers, when it comes to freedoms, it’s better not to give at all, than to give and take away.
The feeling of being in competition for scarce resources can motivate effectively. The appearance of a rival makes a huge difference. Sometimes it’s good to lose, because auctions can bring out the winner’s curse. Things that are difficult to attain are typically seen as more valuable, and as a shortcut cue to quality.
Defense: The rising tide of getting engaged should be a signal to calm and proceed with care. If you feel competition, leave.
Chapter 8: Instant Influence
Nothing of note. Just recognize that a lot of decisions are automatic, and maybe should be more considered about how we approach it to challenge deceptive tactics.
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