Persuasion in Theory and Practice

PersuasionDale Walker

University of WyomingCollege of Arts & Sciences

ALADN 2005 – New Orleans

PersuasionI. Social PsychologyII. EthosIII. Myth

PersuasionQ: 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.


I. Social Psychology

1. Reciprocity2. Consistency3. Social proof4. Authority5. Likeability6. 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

Cialdini

One of the most potent weapons of influence and compliance:

We want to repay, in kind, what another person has provided us

1. Reciprocity

Cialdini

One of the most potent weapons of influence and compliance:

We want to repay, in kind, what another person has provided us

1. Reciprocity

Cialdini

• 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

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

E.g:

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

provided us

Cialdini

• 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

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

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

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



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

Cialdini

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

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



• 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 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 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

Cialdini

• 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• campaign leadership

Examples:

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

Cialdini

• laugh tracks• faith communities• mob behavior• inaction toward crime or emergency• Jonestown• applause• testimonials

Examples:

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

Cialdini

• similarity of opinion, life-style, background, personality traits

• familiarity and contact• cooperation in shared goals

Compliance factors:

5. Likeability

Cialdini

• physical attractiveness• compliments• association with positive things

(beauty, what’s hip, food)• success• smile

Compliance factors:

5. Likeability

Cialdini

• Tupperware parties• peer solicitation• good cop / bad cop• eating together• celebrity endorsements

Examples:

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


1. Reciprocity2. Consistency3. Social proof4. Authority5. Likeability6. Scarcity



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

2. Consistency3. Social proof4. Authority5. Likeability6. Scarcity




2. Consistency: desire to be (and to appear) consistent with what we have already done

3. Social proof4. Authority5. Likeability6. Scarcity





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

4. Authority5. Likeability6. Scarcity






4. Authority: deep-seated sense of duty to authority5. Likeability6. Scarcity






4. Authority: deep-seated sense of duty to authority

5. Likeability: we say yes to someone we like6. Scarcity







5. Likeability: we say yes to someone we like

6. Scarcity: limitation enhances desirability







5. Likeability: we say yes to someone we like

6. Scarcity: limitation enhances desirability


PersuasionI. Social Psychology

II. EthosIII. 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

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

Comedy thrives on personality types.

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

Variable elements of institutional ethos:

Ethos

Ethos

• diversity, tolerance, and openness• inquiry and discovery• heritage and history• location, region and campus• community• sports

Common elements of institutional ethos:

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?

PersuasionI. Social PsychologyII. Ethos

III.Myth

Myth

• Popular meaning = lies• Greek mythos= story• Greek mythosopposes 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


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Persuasion in Theory and Practice

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