Harnessing the Science of Persuasion Article Critique/Analysis

869 Words Mar 9th, 2010 4 Pages
Harnessing the Science of Persuasion
Article Critique/Analysis

I chose to critique the article “Harnessing the Science of Persuasion” by Robert B. Cialdini. As an undergraduate I was planning on a profession in the medical field, and I enjoy exploring how the science and business worlds correlate. In this article, Cialdini describes six scientific/psychological factors that contribute to enhancing one’s ability to increase influence on others. I interpret that pure motives are the main success factor in building influence at the underlying theme of Cialdini’s principles. I can only be as persuasive as I am sincere in my desires to know, and help others. In this paper I will overview some of the principles that Cialdini
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Like all of Cialdini’s principles these techniques will only work if I am sincerely interested in the person that I’m interacting with. Humans are very skilled at detecting apathy, so if I have to fake it, it’s better to not to try.

I am a pretty witty, creative guy, as such I am fairly successful with the principle of liking/similarity as stated above. I honestly struggle with the principle of consistency. Consistency, as discussed by Cialdini, describes influencing others to firmly commit to do what you desire of them. This principle is mostly applicable in my interactions with my co-workers. I place such a high emphasis on relationships with people that I often leave the opportunity open to be taken advantage of. I have many responsibilities that go unaccomplished if I consistently do the job of a co-worker. In today’s business culture, hierarchal flowcharts are decreasing in authoritative efficacy, and behavior is influenced more strongly by persuasion skills. Getting people to buy in and commit to it because it is in the best interest of the customer, the company, and the person you are trying to convince is the goal of consistency. There are levels of commitment. A person can mentally commit, verbally commit to the issuer of the request, or publicly commit in front of peers. Each increased level of commitment results in higher

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