《Influence》是一本由Robert B. Cialdini著作，Allyn & Bacon出版的Paperback图书，本书定价：USD 22.99，页数：262，特精心从网络上整理的一些读者的读后感，希望对大家能有帮助。

　　《Influence》精选点评：

　　●A good story-teller, whereas a tedious textbook

　　●大名鼎鼎的Influence，看的是第五版，看了两遍。说起来内容架构很简单，就是Reciprocity,Consistency,Social proof, Authority, Scarcity, Liking这么几种心理决策时的shortcut。说起来其实应该算是心理学研究成果的一个在实践中被证明有效的子集。当然本书的一大特色就是在攻防两端都会有一些建议，所以在操作层面相较于其它心理学类书籍就会更实用一些。

　　●教材

　　●开卷的时候有些功利，读完觉得是武器。需要一直读一直练的书。

　　●managing people required book 3

　　●很好读，全是各种小故事和案例。一些理论读过能立刻联想到自己的实际经验。但真的有用吗，能识别套路但还是被套路。。

　　●mental shortcut-Reciprocity,Consistency,Social proof, Authority, Scarcity, Liking 作者有讲故事的技巧，心理学实验，轶闻，穿插起来解释心理学理论，让人觉得很有趣。

　　●想立马再看一遍

　　●实用社会心理学，or How to manipulate people...有趣而且实用的小书

　　●I love this game! ^ ^

　　《Influence》读后感(一)：言过其实

　　此书言过其实，至少没有对我形成较大的影响。

　　首先，书中的七章讲的七个方面对我来说均是common sense，不过作者添加了很多detail，很多研究成果，来解释说明这些常识，还是很值得肯定。

　　其次，有些地方英文不好读懂，这和此书的性质有关，既想通俗又有大量晦涩的研究佐证。给阅读造成一定困难。

　　总之，此书对我来说，优点在于对于每一个common sense的分析和论证，缺点在于并无思想上的冲击，这与influence不符，其实是和预期不符。

　　《Influence》读后感(二)：社会

　　书中从心理学的角度对我们的很多社会现象进行了深入分析,并提升到了一个理论的高度.归结出了:

　　互惠、承诺和一致、社会认同、喜好、权威、短缺及机械自动化原理。

　　这些原理几乎存在我们身边的每一个角落,如果我们要充分利用社会这个巨大的资源系统,这些道道是必须要谙熟于心的.

　　所以,这本书几乎成了"销售必读书". :)

　　我的一条销售朋友最近也在读这本书.

　　更绝的是,书中还给出了我们怎么来摆脱这些原理的束缚的技巧.

　　所谓"致人而不致于人"!

　　《Influence》读后感(三)：我的女朋友在哪里

　　这本书跟上本书Predictably Irrational有许多类似的地方，主要区别是Dan Ariely喜欢自己做实验，然而Robert B. Cialdini喜欢从事例中提取想法，个人认为从事例提取需要更强的洞察力，而自己做实验可以让自己更深刻了解并理解自己的观点，两种方法都是十分有用的。

　　题目叫做影响力就是说明生活有哪些可以影响我们的行为但我们却不知道的有时却自觉地运用的方式。作者就是想让我们知道有这些影响力在掌控着我们的行为，故我们知道这些是很有必要的。

　　说一下书中让我影响深刻的案例与结论吧。第一个技巧就是当你想要向一个人借钱的时候，你本来想借100块，你可以先跟他说200块，如果他答应了，那就再好不过的，如果他不答应或犹豫不决，你可以再向他借100块，一般他们都不会再次拒绝的。这里面存在的影响力就是当你想要干一件事的时候，而且做这件事有点难，你可以用曲线救国原则，就是先用一个策略或者是借钱那个，先难后易，也可以你先帮他做一件事（没事困难创造困难也要上，这让我想起了可以用在追女孩上了），然后跟他借钱，十有八九成功。

　　还有就是社会因素，作者一开始举例在一般情景喜剧里面的背景笑声，这容易影响你的感觉，而从众应该也是其中之一了，说一下我自己昨天遭遇的蠢事。第一节课下课我出去方便，回来的时候发现有好几个同班同学已经背着书包走人了，我随意问了一下，他们说课讲完了可以走了，听完之后我大喜，二话不说，立马收拾跑回宿舍。下午才知道那节课的老师看不爽我们的行为，要求签到。太潇洒地走了，后果就要自己背了，这里面我是犯了从众的错误。另外这本书还讲说社会总会崇拜权威。在上面那个例子，我因为看到我的一个舍友，一般从来不缺课早退的也走了，我也潇洒地走了（哎），这里就是被权威人士给影响了，要汲取教训，下次不要再犯了。

　　另外作者还有说人们对你的喜欢性也会影响他们的行为，有两个因素我记得比较清楚，一是外貌（好看的有福了），一是相似度（以后跟老板找个跟你有共同语言的，谈恋爱也需要，必要时候也可以培养，感觉这本书可以用在追女孩上啊），另外就是缺乏性，一般限量版人们会觉得很珍贵，这个比较容易理解，就不用举例。

　　总之，有了这本书，追女孩不用愁了。哈哈。

　　2019.06.25

　　《Influence》读后感(四)：Extract from Influence

　　Chapter 1 Weapons of Influence

　　Civilization advances by extending the number of operations we can perform without thinking about them.

　　ALFRED NORTH WHITEHEAD

　　Click, Whirr

　　Just as the cheep‐cheep sound of turkey chicks triggered an automatic mothering response from mother turkeys, even when it emanated from a stuffed polecat, so the word because triggered an automatic compliance response from Langer's subjects, even when they were given no subsequent reason to comply.

　　etting the Shortcut Odds

　　Quite a lot of laboratory research has shown that people are more likely to deal with information in a controlled fashion when they have both the desire and the ability to analyze it carefully; otherwise, they are likely to use the easier click, whirr approach. I have recently become impressed by evidence suggesting that the form and pace of modern life is not allowing us to make fully thoughtful decisions, even on many personally relevant topics (Cohen, 1978; Milgram, 1970). That is, sometimes the issues may be so complicated, the time so tight, the distractions so intrusive, the emotional arousal so strong, or the mental fatigue so deep that we are in no cognitive condition to operate mindfully. Important topic or not, we have to take the shortcut.

　　The Profiteers

　　There are some people who know very well where the weapons of automatic influence lie and who employ them regularly and expertly to get what they want. They go from social encounter to social encounter, requesting others to comply with their wishes; their frequency of success is dazzling. The secret of their effectiveness lies in the way that they structure their requests, the way that they arm themselves with one or another of the weapons of influence that exist is the social environment. To do this may take no more than one correctly chosen word that engages a strong psychological principle and sets rolling one of our automatic behavior tapes.

　　Jujitsu

　　A woman employing the Japanese martial art form called jujitsu would use her own strength only minimally against an opponent. Instead, she would exploit the power inherent in such naturally present principles as gravity, leverage, momentum, and inertia. If she knows how and where to engage the action of these principles she can easily defeat a physically stronger rival…Even the victims themselves tend to see their compliance as a result of the action of natural forces rather than the designs of the person who profits from that compliance. If a man has just spent a lot of money to purchase a suit, he may be reluctant to spend much more on the purchase of a sweater; but the clothiers know better. They behave in accordance with what the contrast principle would suggest: Sell the suit first, because when it comes time to look at sweaters, even expensive ones, their prices will not seem as high in comparison.[] The trick is to bring up the options independently of one another so that each small price will seem petty when compared to the already determined much larger price. As veteran car buyers can attest, many a budget‐sized final price figure has ballooned out of proportion from the addition of all those seemingly little options.

　　UMMARY

　　Ethologists, researchers who study animal behavior in the natural environment, have noticed that among many animal species behavior often occurs in rigid and mechanical patterns. Called fixed‐action patterns, these mechanical behavior sequences are noteworthy in their similarity to certain automatic (click, whirr) responding by humans. For both humans and subhumans, the automatic behavior patterns tend to be triggered by a single feature of the relevant information in the situation. This single feature, or trigger feature, can often prove very valuable by allowing an individual to decide on a correct course of action without having to analyze carefully and completely each of the other pieces of information in the situation. The advantage of such shortcut responding lies in its efficiency and economy; by reacting automatically to a usually informative trigger feature, an individual preserves crucial time, energy, and mental capacity. The disadvantage of such responding lies in its vulnerability to silly and costly mistakes; by reacting to only a piece of the available information (even a normally predictive piece), an individual increases the chances of error, especially when responding in an automatic, mindless fashion. The chances of error increase even further when other individuals seek to profit by arranging (through manipulation of trigger features) to stimulate a desired behavior at inappropriate times. Much of the compliance process (wherein one person is spurred to comply with another person's request) can be understood in terms of a human tendency for automatic, shortcut responding. Most individuals in our culture have developed a set of trigger features for compliance, that is, a set of specific pieces of information that normally tell us when compliance with a request is likely to be correct and beneficial. Each of these trigger features for compliance can be used like a weapon (of influence) to stimulate people to agree to requests.

　　Chapter 2 Reciprocation: The Old Give and Take . . . and Take

　　ay every debt, as if God wrote the bill. ALPH WALDO EMERSON

　　The rule(reciprocation) says that we should try to repay, in kind,what another person has provided us. If a woman does us a favor, we should do her one in return

　　How the Rule Works

　　Without question, Joe was more successful in selling his raffle tickets to the subjects who had received his earlier favor. Apparently feeling that they owed him something, these subjects bought twice as many tickets as the subjects who had not been given the prior favor.(During a short rest period, Joe left the room for a couple of minutes and returned with two bottles of Coca‐Cola, one for the subject and one for himself, saying "I asked him [the experimenter] if I could get myself a Coke, and he said it was OK, so I bought one for you, too.")

　　The Rule Is Overpowering

　　after accepting a gift, customers are willing to purchase products and services they would have otherwise declined

　　(Gruner, 1996).舍为了得

　　olitics

　　At the top, elected officials engage in "logrolling" and the exchange of favors that makes politics the place of strange bedfellows, indeed. The out‐of‐character vote of one of our elected representatives on a bill or measure can often be understood as a favor returned to the bill's sponsor. Even with legitimate political contributions, the stockpiling of obligations often underlies the stated purpose of supporting a favorite candidate.

　　The Not‐So‐Free Sample

　　The Rule Enforces Uninvited Debts

　　Earlier we suggested that the power of the reciprocity rule is such that, by first doing us a favor, strange, disliked, or unwelcome others can enhance the chance that we will comply with one of their requests. However,…A person can trigger a feeling of indebtedness by doing us an uninvited favor (Paese & Gilin, 2000).

　　The Rule Can Trigger Unequal Exchanges

　　Reciprocal Concessions

　　The reciprocation rule brings about mutual concession in two ways. The first is obvious; it pressures the recipient of an already‐made concession to respond in kind. The second, while not so obvious, is pivotally important. Because of a recipient's obligation to reciprocate, people are freed to make the initial concession and, thereby, to begin the beneficial process of exchange. After all, if there were no social obligation to reciprocate a concession, who would want to make the first sacrifice？

　　Rejection‐Then‐Retreat

　　ecause the rule for reciprocation governs the compromise process, it is possible to use an initial concession as part of a highly effective compliance technique. The technique is a simple one that we will call the rejection‐then‐retreat technique, although it is also known as the door‐in‐the‐face technique.

　　e.g. "Well, if it is your feeling that a fine set of encyclopedias is not right for you at this time, perhaps you could help me by giving me the names of some others who might wish to take advantage of our company's great offer.

　　What would be the names of some of these people you know？" Many individuals who would not otherwise subject their friends to a high‐pressure sales presentation do agree to supply referrals when the request is presented as a concession from a purchase request they have just refused.

　　Reciprocal Concessions, Perceptual Contrast, and the Watergate Mystery

　　Damned If You Do, Damned If You Don't

　　The clearest utilization of this aspect of the large‐then‐small‐request sequence occurs in the retail store sales practice of "talking the top of the line." Here the prospect is invariably shown the deluxe model first. If the customer buys, there is frosting on the store's cake. However, if the customer declines, the salesperson effectively counteroffers with a more reasonably priced model.

　　Here's My Blood, and Do Call Again

　　e.g.Targets in one group were first asked to give a pint of blood every six weeks for a minimum of three years. The other targets were asked only to give a single pint of blood. Those of both groups who agreed and later appeared at the blood center were then asked if they would be willing to give their phone numbers so they could be called upon to donate again in the future. Nearly all the students who were about to give a pint of blood as a result of the rejection‐then‐retreat technique agreed to donate again (84 percent), while less than half of the other students who appeared at the blood center did so (43 percent).

　　The Sweet, Secret Side Effects

　　Responsibility

　　Thus the uncanny ability of the rejectionthen-retreat technique to make its targets meet their commitments becomes understandable: A person who feels responsible for the terms of a contract will be more likely to live up to that contract.

　　atisfaction

　　feeling responsible for getting a better deal led to more satisfaction with the process

　　and more repurchases of the product (Schindler, 1998).

　　Rejecting the Rule

　　Another solution holds more promise. It advises us to accept the offers of others but to accept those offers only for what they fundamentally are, not for what they are represented to be. The rule says that favors are to be met with favors; it does not require that tricks be met with favors.

　　moking Out the Enemy

　　After all, the reciprocity rule asserts that if justice is to be done, exploitation attempts should be exploited.

　　Chapter 3 Commitment and Consistency: Hobgoblins of the Mind

　　It is easier to resist at the beginning than at the end. LEONARDO DA VINCIA

　　just after placing bets they are much more confident of their horses' chances of winning than they are immediately before laying down the bets. Of course, nothing about the horse's chances actually shifts;

　　Whirring Along

　　To understand why consistency is so powerful a motive, we should recognize that, in most circumstances, consistency is valued and adaptive.

　　The Quick Fix

　　ince it is so typically in our best interests to be consistent, we fall into the habit of being

　　automatically consistent even in situations where it is not the sensible way to be. When it occurs unthinkingly, consistency can be disastrous. Nonetheless, even blind consistency has its attractions. Once we have made up our minds about issues, stubborn consistency allows us a very appealing luxury: all we have to do when confronted with the issues is click on our consistency tape, whirr, and we know just what to believe, say, or do. We need only believe, say, or do whatever is consistent with our earlier decision.

　　The Foolish Fortress

　　These were people with real problems, and they were desperately searching for a way to solve those problems. They were seekers who, if our discussion leaders were to be believed, had found a potential solution in TM. Driven by their needs, they very much wanted to believe that TM was their answer. Now, in the form of my colleague, intrudes the voice of reason, showing the theory underlying their newfound solution to be unsound. Panic! Something must be done at once before logic takes its toll and leaves them without hope once again. Quickly, quickly, walls against reason are needed; and it doesn't matter that the fortress to be erected is a foolish one.

　　eek and Hide

　　ome of the consequences were a government false advertising charge against the Kids' make for continuing to advertise dolls that were not available; frenzied groups of adults battling at

　　toy outlets or paying up to $700 apiece at auction for dolls they had promised their children; and

　　an annual $150 million in sales that extended well

　　eyond the Christmas months. During the 1998 holiday season, the least available toy that everyone wanted was the Furby, created by a division of toy giant Hasbro. When asked what frustrated, Furby‐less parents should tell their kids, a Hasbro spokeswoman advised the kind of promise that has profited toy manufacturers for decades,

　　quot;I'll try, but if I can't get it for you now, I'll get it for you later" (Tooher, 1998).

　　Commitment Is the Key

　　The Chinese answer was elementary: Start small and build.

　　For instance, prisoners were frequently asked to make statements that were so mildly anti‐American or pro‐Communist that they seemed inconsequential. he might be asked to make a list of these "problems with America" and to sign his name to it. The Chinese might then use his name and his essay in an anti‐American radio broadcast beamed not only to the entire camp but to other POW camps in North Korea as well as to American forces in South Korea. Suddenly he would find himself a "collaborator," having given aid and comfort to the enemy. Aware that he had written the essay without any strong threats or coercion, many times a man would change his self‐image to be consistent with the deed and with the new "collaborator" label, often resulting in even more extensive acts of collaboration. Thus, while "only a few men were able to avoid collaboration altogether," according to Schein, "the majority collaborated at one time or another by doing things which seemed to them trivial but which the Chinese were able to turn to their own advantage.... This was particularly effective in eliciting confessions, self-criticism, and information during interrogation" (1956).

　　Hearts and Minds

　　There are certain conditions that should be present for a commitment to be effective in this way: they should be active, public, effortful, and freely chosen.

　　Magic Act

　　it seems that active commitments give us the kind of information we use to shape self‐image, which then shapes future actions, which solidify the new self‐image. People have a natural tendency to think that a statement reflects the true attitude of the person who made it. What is surprising is that they continue to think so even when they know that the person did not freely choose to make the statement.

　　avvy politicians have long used the committing character of labels to great advantage. Once an active commitment is made, then, self‐image is squeezed from both sides by consistency pressures. From the inside, there is a pressure to bring self‐image into line with action. From the outside, there is a sneakier pressure tendency to adjust this image according to the way others perceive .

　　articipants voluntarily write essays for attractive prizes that they have only a small chance to win. They know that for an essay to have any chance of winning at all, however, it must include praise for the product. So they search to find praiseworthy features of the product, and they describe them in their essays. The result is hundreds of POWs in Korea or hundreds of thousands of people in America who testify in writing to the products' appeal and who, consequently, experience that magical pull to believe what they have written.

　　The Public Eye

　　Of course, there's no need to pay a special clinic in order to engage a visible commitment as any ally. One San Diego woman described to me how she employed a public promise to help herself finally stop smoking: got some blank business cards and I wrote on the back of each card, "I promise you that I will never smoke another cigarette." Within a week, I had given or sent a signed card to everybody but one the guy I was dating then. I was just crazy about him, and I really wanted him to value me as a person. But one day,handed him the card, and walked away without saying anything.

　　The Effort Extra

　　The evidence is clear that the more effort that goes into a commitment, the greater is its ability to influence the attitudes of the person who made it. Why should it be that concert promoters are increasingly hiding the cost of admission from fans？ Perhaps they're afraid that their ever‐higher prices will scare ticket buyers away. But, potential concertgoers are more likely to buy tickets after that call or visit than before. Even phoning to inquire about ticket prices constitutes an initial commitment to the concert. Combine that with the time and effort expended waiting interminably on hold after speed‐redialing through jammed phone lines the harassments, the exertions, even the beatings of initiation rituals begin to make sense. Military groups and organizations are by no means exempt from these same processes. The agonies of "boot camp" initiations to the armed services are legendary and effective.

　　The Inner Choice

　　ocial scientists have determined that we accept inner responsibility for a behavior when we think we have chosen to perform it in the absence of strong outside pressure. Suppose a

　　couple wants to impress upon their daughter that lying is wrong. A strong, clear threat ("It's bad to lie, honey, so if I catch you at it, I'll cut your tongue out") might well be effective when the parents are present or when the girl thinks she can be discovered. However, it will not achieve the larger goal of convincing her that she does not want to lie because she thinks it's wrong. To do that, a much subtler approach is required. A reason must be given that is just strong enough to get her to be truthful most of the time but is not so strong that she sees it as the obvious reason for her truthfulness. It's a tricky business because this barely sufficient reason changes from child to child.

　　Growing Legs to Stand On

　　e.g. An advantage is offered that induces a favorable purchase decision. Then, sometime after the decision has been made, but before the bargain is sealed, the original purchase advantage is deftly removed…The loss can be shrugged off by the customer who is consoled, even made happy, by the array of other good reasons favoring the choice. It never occurs to the buyer that those additional reasons might never have existed had the choice not been made in the first place.

　　tanding Up for the Public Good

　　Depending on the motives of the person wishing to use them, any of the compliance techniques discussed in this book can be employed for good or for ill.

　　Defense

　　tomach Signs

　　Heart‐of‐Hearts Signs

　　UMMARY

　　ychologists have long recognized a desire in most people to be and look consistent within their words, beliefs, attitudes, and deeds. This tendency for consistency is fed from three sources. First, good personal consistency is highly valued by society. Second, aside from its effect on public image, generally consistent conduct provides a beneficial approach to daily life. Third, a consistent orientation affords a valuable shortcut through the complexity of modern existence. By being consistent with earlier decisions, one reduces the need to process all the relevant information in future similar situations; instead, one merely needs to recall the earlier decision and to respond consistently with it. Within the realm of compliance, securing an initial commitment is the key. After making a commitment (that is, taking a stand or position), people are more willing to agree to requests that are in keeping with the prior commitment. Thus, many

　　compliance professionals try to induce people to take an initial position that is consistent with a behavior they will later request from these people. Not all commitments are equally effective, however, in producing consistent future action. Commitments are most effective when they are active, public, effortful, and viewed as internally motivated (uncoerced). Commitment decisions, even erroneous ones, have a tendency to be self‐perpetuating

　　ecause they can "grow their own legs." That is, people often add new reasons and justifications to support the wisdom of commitments they have already made. As a

　　consequence, some commitments remain in effect long after the conditions that spurred them have changed. This phenomenon explains the effectiveness of certain deceptive compliance practices such as "throwing the low‐ball." To recognize and resist the undue influence of consistency pressures on our compliance decisions, we should listen for signals coming from two places within us: our stomachs and our heart of hearts. Stomach signs appear when we realize that we are being pushed by commitment and consistency pressures to agree to requests we know we don't want to perform. Under these circumstances, it is best to explain to the requester that such compliance would constitute a brand of foolish consistency in which we prefer not to engage. Heart‐of‐heart signs are different. They are best employed when it is not clear to us that an initial commitment was wrongheaded. Here, we should ask ourselves a crucial question, "Knowing what I know, if I could go back in time, would I make the same commitment？" One informative answer may come as the first flash of feeling registered.

　　Chapter 4 Social Proof: Truths Are Us

　　Where all think alike, no one thinks very much. VALTER LIPPMANN

　　Anyone can recognize dubbed laughter. Yet, transparent forgery that it is, it works on us!

　　The Principle of Social Proof

　　the principle of social proof. This principle states that we determine what is correct by finding out what other people think is correct. The principle applies especially to the way we decide what constitutes correct behavior. We view a behavior as correct in a given situation to the degree that we see others performing it.

　　100 People Power

　　After the Deluge

　　If they could spread the Word, if they

　　could inform the uninformed, if they could persuade the skeptics,and

　　if, by so doing, they could win new converts, their threatened but treasured beliefs would become truer. The principle of social proof says so: The greater the number of people who find

　　any idea correct, the more a given individual will perceive the

　　idea to be correct. The group's assignment was clear; since the physical evidence could not be changed, the social evidence had to be. Convince and ye shall be convinced.

　　Cause of Death: Uncertainty

　　In general, when we are unsure of ourselves, when the situation is unclear or ambiguous, when uncertainty reigns, we are most likely to look to and accept the actions of others as correct (Tesser, Campbell, & Mickler, 1983; Woolen & Reed, 1998).

　　e.g.It had been a long, loud, tortured, public event. Her assailant had chased and attacked her in the street three times over a period of 35 minutes before his knife finally silenced her cries for help.

　　Incredibly, 38 of her neighbors watched from the safety of their apartment windows without so much as lifting a finger to call the police. a bystander to an emergency will be unlikely to help when there are a number of other bystanders present. The first reason is fairly straightforward. With several potential helpers around,

　　the personal responsibility of each individual is reduced. The second reason is the more psychologically intriguing one; it is founded on the principle of social proof and involves the pluralistic ignorance effect

　　A Scientific Approach

　　These three natural characteristics of urban environments their confusion, their populousness, and their low levels of acquaintanceship hit in very well with the factors shown by research to decrease bystander aid. then, we can explain why so many instances of bystander inaction occur in our cities.

　　Devictimizing Yourself

　　Even a resounding call for help is not your most effective tactic. Based on the research findings we have seen, my advice would be to isolate one individual from the crowd: Stare, speak, and point directly at that person and no one else

　　Monkey Me, Monkey Do

　　Of course it would be to little Tommy, not to a 6'2" graduate student,

　　that Chris would look for the most relevant information about what he could or should do.

　　Monkey Die

　　a highly publicized suicide prompts copycat suicides from similar others copies of the

　　cat. I believe the same can be said for a highly publicized multiple murder. media officials need to think deeply about how and how prominently to present

　　reports of killing sprees. Such reports are not only

　　riveting, sensational, and newsworthy, they are malignant.

　　Monkey Island

　　We have already seen that when people are uncertain, they look to the actions of others to guide their own actions.(e.g.) In the alien, Guyanese environment, then, Temple members were very

　　ready to follow the lead of others. In a country like Guyana, there were no similar others for a Jonestown resident but the people of Jonestown itself.

　　130 Defense

　　abotage

　　The first occurs when the social evidence has been purposely falsified. much of the fakery is strikingly obvious. e.g. claque

　　Looking Up

　　there is another time when the principle of social proof will regularly steer us wrong. In such an instance, an innocent, natural error will produce snowballing social proof that pushes us to an incorrect decision. The pluralistic ignorance phenomenon, in which everyone at an emergency sees no cause for alarm, is one example of this process. we need to look up and around periodically whenever we are locked into the evidence of the crowd.

　　UMMARY

　　The principle of social proof states that one important means that people use to decide what to believe or how to act in a situation is to look at what other people are believing or doing there. Powerful imitative effects have been found among both children and adults and in such diverse activities as purchase decisions, charity donations, and phobia remission. The principle of social proof can be used to stimulate a person's compliance with a request by informing the person that many other individuals (the more, the better) are or have been complying with it. Social proof is most influential under two conditions. The first is uncertainty. When people are unsure, when the situation is ambiguous, they are more likely to attend to the actions of others and to accept those actions as correct. In ambiguous situations, for instance, the decisions of bystanders to help are much more influenced by the actions of other bystanders than when the situation is a clear‐cut emergency. The second condition under which social proof is most influential is similarity: People are more inclined to follow the lead of similar others. Evidence for the powerful effect of the actions of similar others on human behavior can be readily seen in the suicide statistics compiled by sociologist David Phillips. Those statistics indicate that after highly publicized suicide stories other troubled individuals, who are similar to the suicide‐story victim, decide to kill themselves. An analysis of the mass suicide incident at Jonestown, Guyana, suggests that the group's leader, Reverend Jim Jones, used both of the Social Proof 141 factors of uncertainty and similarity to induce a herdlike suicide response from the majority of the Jonestown population. Recommendations to reduce our susceptibility to faulty social proof include a sensitivity to clearly counterfeit evidence of what similar others are doing and a recognition that the actions of similar others should not form the sole basis for our decisions.

　　Chapter 5 Liking: The Friendly Thief

　　The main work of a trial attorney is to make a jury like his client. Clarence DARROW

　　e.g. each new prospect is visited by a salesperson armed with the name of a friend "who suggested I call on you." Turning the salesperson away under those circumstances is difficult; it's almost like rejecting the friend.

　　Making Friends to Influence People

　　Compliance practitioners' widespread use of the liking bond between friends tells us much about the power of the liking rule to produce assent. In fact, we find that such professionals seek to benefit from the rule even when already formed friendships are not present for them to employ. Under these circumstances, the professionals still make use of the liking bond by employing a compliance strategy that is quite direct: They first get us to like them.

　　Why Do I Like You ？ Let Me List the Reasons

　　hysical Attractiveness

　　imilarity

　　Compliments

　　Contact and Cooperation

　　Off to Camp

　　how to remove the now entrenched hostility. They first tried the contact approach of bringing the bands together more often. Even when the joint activities were pleasant, such as movies and social events, the results were disastrous. They constructed a series of situations in which competition between the groups would have harmed everyone's interest; instead, cooperation was necessary for mutual benefit. When success resulted from the mutual efforts, it became especially difficult to maintain feelings of hostility toward those who had been teammates in the triumph.

　　ack to School

　　Conditioning and Association

　　Weatherman and bad weather; restaurant patrons gave larger tips when paying with a credit card instead of cash. Manufacturers regularly rush to connect their products with the current cultural rage.

　　Does the Name Pavlov Ring a Bell？

　　From the News and Weather to the Sports

　　UMMARY

　　eople prefer to say yes to individuals they know and like. Recognizing this rule, compliance professionals commonly increase their effectiveness by emphasizing several factors that increase their overall attractiveness and likability. One feature of a person that influences overall liking is physical attractiveness. Although it has long been suspected that physical beauty provides an advantage in social interaction, research indicates that the advantage may be greater than supposed. Physical attractiveness seems to engender a halo effect that extends to favorable impressions of other traits such as talent, kindness, and intelligence. As a result, attractive people are more persuasive both in terms of getting what they request and in changing others' attitudes. A second factor that influences liking and compliance is similarity. We like people who are like us, and we are more willing to say yes to their requests, often in an unthinking manner. Another factor that produces liking is praise. Although they can sometimes backfire when crudely transparent, compliments generally enhance liking and, thus, compliance. Increased familiarity through repeated contact with a person or thing is yet another factor that normally facilitates liking. This relationship holds true principally when the contact takes place under positive rather than negative circumstances. One positive circumstance that works especially well is mutual and successful cooperation. A fifth factor linked to liking is association. By connecting themselves or their products with positive things, advertisers, politicians, and merchandisers frequently seek to share in the positivity through the process of association. Other individuals as well (sports fans, for example) appear to recognize the effect of simple connections and try to associate themselves with favorable events and distance themselves from unfavorable events in the eyes of observers. A potentially effective strategy for reducing the unwanted influence of liking on compliance decisions requires a special sensitivity to the experience of undue liking for a requester. Upon recognizing that we like a requester inordinately well under the circumstances, we should step back from the social interaction, mentally separate the requester from his or her offer, and make any compliance decision based solely on the merits of the offer.

　　Chapter 6 Authority: Directed Deference

　　Follow an expert. VIRGIL

　　The Power of Authority Pressure

　　milgram's study

　　The Allure and Dangers of Blind Obedience

　　Connotation Not Content

　　Titles Clothes Uniform Trappings

　　Aside from its function in uniforms, clothing can symbolize a more generalized type of

　　authority when it serves an ornamental purpose. Finely styled and expensive clothes carry an aura of status and position, as do similar trappings such as jewelry and cars.

　　e.g. The experimenters discovered that motorists would wait significantly longer before honking their horns at a new, luxury car stopped in front of a green traffic light than at an older, economy model. The motorists had little patience with the economy‐car driver

　　Defense

　　Authoritative Authority Sly Sincerity

　　UMMARY

　　In the Milgram studies of obedience we can see evidence of strong pressure in our society for compliance with the requests of an authority. Acting contrary to their own preferences, many normal, psychologically healthy individuals were willing to deliver dangerous and severe levels of pain to another person because they were directed to do so by an authority figure. The strength of this tendency to obey legitimate authorities comes from systematic socialization practices designed to instill in members of society the perception that such obedience constitutes correct conduct. In addition, it is frequently adaptive to obey the dictates of genuine authorities because such individuals usually possess high levels of knowledge, wisdom, and power. For these reasons, deference to authorities can occur in a mindless fashion as a kind of decision‐making shortcut. When reacting to authority in an automatic fashion, there is a tendency to do so in response to the mere symbols of authority rather than to its substance. Three kinds of symbols that have been shown by research to be effective in this regard are titles, clothing, and automobiles. In separate studies investigating the influence of these symbols, individuals possessing one or another of them (and no other legitimizing credentials) were accorded more deference or obedience by those they encountered. Moreover, in each instance, individuals who deferred or obeyed underestimated the effect of authority pressures on their behaviors. It is possible to defend ourselves against the detrimental effects of authority influence by asking two questions: Is this authority truly an expert？ How truthful can we expect this expert to be？ The first question directs our attention away from symbols and toward evidence for authority status. The second advises us to consider not just the expert's knowledge in the situation but also his or her trustworthiness. With regard to this second consideration, we should be alert to the trustenhancing tactic in which communicators first provide some mildly negative information about themselves. Through this strategy they create a perception of honesty that makes all subsequent information seem more credible to observers.

　　Chapter 7 Scarcity: The Rule of the Few 物以稀为贵

　　Less Is Best and Loss Is Worst

　　Limited Numbers

　　Time Limits

　　ychological Reactance

　　Adult Reactance: Love, Guns, and Suds

　　Censorship

　　Optimal Conditions

　　ew Scarcity: Costlier Cookies and Civil Conflict

　　Competition for Scarce Resources: Foolish Fury