1) What are the three things you can do to make other people like another person according to the text below? Please discuss how to use them them to influence other people. Please use examples to demonstrate your applications.

2) The text below discusses the sequential presentations of weaknesses and strengths as a method to increase your influence. Discuss the rationales and how to plan to apply this idea in the future when you try to influence other people. Please use examples to demonstrate your applications.

"Welcome to Stanford University I'm Catherine Bryan can your organizationbenefit from effective ethical and enduring partnerships today we'll hear how socialinfluence makes that possible Dr Robert Cialdini arguably the most cited socialpsychologist in the world today outlined six principles for bringing aboutdesirable change let's listen as he tells us how the non-manipulative use of those

principles makes the people in your organization feel personally committed to thechange. Wellthank you I'm very glad to be here today. Let me just bring up thescreen here. As Jenna suggested I want to talk about the psychology ofpersuasion today and as you could probably tell from that introduction I am primarily an academic. And what you might not have been able to tell is that I willalways be primarily an academic one reason is I have tenure and.They can kick me out. The other is that I love it, my job after all involves theinvestigation and communication exploration of ideas I can't think ofa job description I would rather go to in the morning than that one at the same time I do recognize that holy academic concerns are always held in the highestregard outside of the university community I was at a business conferencea while ago where I heard an academic described as someone who's not satisfied bysomething that's working well in practice until he's tried it out in theory.And then the speaker went on to describe the theorist as someone who's willing to assume anything except responsibility and I think there'sa regrettable amount of truth there so I'm going to try to be different today.First of all. I'm going to do more than talk about the theory ofpersuasion theory of influence I want to talk about the practice of influence howit can be that one person can significantly increase the likelihood that another person will say yes to the same thing. The meritsof the case identical in the way that the case is presented.But we know that in the modern world we have competitors who have good cases tomake we have good cases to me. The group that's going to get the lion's share ofthe business are those who can make their good case well and that's what we'll talk about today I'm going to leave it to you to havea good case to make but we're going to learn about how didn't make thata good case optimally so that people will move in the direction of the benefitsthat you can provide for them. The second thing I'm going to do besides talkingabout the. Practice of influence is that I'm going to take responsibility for what I have to say I'll issuea guarantee right now that if you understand and employ the principles of influencethat we talk about this morning you will become significantly more effectiveagents of influence in your professional environments. Now, theseprinciples that we'll talk about are so fundamental so universal that they don't

simply apply to your professional environments although that's where we'll bespending most of our time discussing they also apply to other contexts inwhich you find yourself and if you want to be influential they will allow you to bemore effective in getting people to say yes to you if they are your friends if theyare your neighbors if they are family your family members I'll even guarantee that if you understand and use these principles you will get the most resistant of allaudiences to be willing to say yes to you, your children. I'llguarantee you'll get your kids to say yes to you more often OK So after crawlingout on that limb Let's see if I can come through on that particular guarantee bybeing specific. First of all I want to be specific about a particular kind of influencea particular kind of persuasion that I want to consider it's compliancethe idea that we're not just interested in in changing attitudes or perceptions oropinions we want to change behavior getting people to say yes it's the science ofgetting what you ask for and I don't use this term science lightly as Janet suggested the art of persuasion is not the only route to success thereis a science to persuasion there is a systematic study anda vast body of research fifty years now of scientific investigation into whatcauses people to say yes to requests when when they receive them we'll review whatI think are the most important conclusions from that research so we're talking

about compliance getting people to to say yes to do what you want rather thanjust to think about it ina positive way. Another way I'm going to be specific is that when I perform this program in a smaller group let's say a half day ora full day workshop I go around the room and I ask people what they want to get from the time that we have together and invariably at least one person says WellI'll tell you walk Dr. Cialdini I think the science of influence and the topic ofpersuasion are inherently interesting they're engaging issues involved I'm sure butI'll tell you what I really want this from this day. I want onething that I can take back to my office and implement tomorrow morning and be more successful asa result give me one thing out of this day and I'll call ita success Well I'll tell you what I'm going to give you more than one thing rightnow I'm going to give you six things right now that you will be able to implementimmediately upon going back to your office because they have to do with things that you confront ona daily basis I will answer the following six questions for you during our timetogether here's the first if you have two options to present toa client which should you present first the more costly or the less costly one.Here's a second question is it better to tell prospects what they stand to gain by movingin your direction or what they stand to lose if they don't. Third if youhavea new piece of information when should you mention that it's new before or afteryou present this information to your audience. Four if you have a product service or idea that has both strengths and weaknesses and what doesn't.When should you present the weaknesses early or late in your presentationclear answer to this. Fifth after someone has praised you, yourproduct or your organization what is the most effective thing you can doimmediately after you have said Thank you I'm here on campus to writea new book The book is going to be called moments of power and it has to do withthe fact that in the course of social interaction there are particular windows ofopportunity where if you know how to identify that moment.And what to fill that moment with you will become significantly more effective there isa moment of power immediately after someone has said Thank you what do youput in that moment I'll tell you when we get to that section finally to arrange forsomeone to like you and want to cooperate with you what is the single mostproductive thing you can do before you try to influence that person to like to you and cooperate with you we'll answer all of those questions. Let's go backto the first one that we considered. If you have two options to present toa client which would you present first the more costly or the less costly one andI'd like to answer that question solve a particular puzzle by solvinga different one. Has to do with a mystery at least it was a mystery to me when several years ago. I encountered.A newspaper article abouta gift of humanitarian aid several thousand dollars of humanitarian aid that hadbeen sent between the countries of Mexico on the one hand and Ethiopia on the other. Now at the time he could lay claim to the greatest suffering privation and misery in the world because of drought because of internal wars because of cropfailure the people of Ethiopia were dying by the hundreds every day and so theirrelief agencies were calling out to the rest of the world for medicine formoney for resources of one sort or another didn't surprise me then that severalthousand dollars would be sent between Mexico and Ethiopia when I read further into the article however I was shocked to learn that the money had not gone from Mexicoto Ethiopia it had gone from Ethiopia to Mexicoto help the victims of the Mexico City earthquake that year.Now how do we explain that puzzling pattern of human behavior theway I'm going to do it is in terms of the first principle of influence the universal principle of influence. That my research has uncovered I have I'veclaimed that there are six laws basic rules of humanbehavior. That we can use to categorize and understand the motivesthat get people to say yes to requests and here's the first one reciprocation inall human cultures there is not a single society that does not train its members in the rule for reciprocationwhich says I am obligated to give back to you the form of behavior thatyou first give to me. If you invite me toa party I should invite you to one of mine if you remember my birthday witha gift I should remember yours if you do me a favor I owe you a favor. And I'll say very simply in the context of obligationpeople say yes to those they own. You canfind it find evidence of this all around I like to talk abouta particular study in my classes that was done bya sociologist at Brigham Young University

a few years ago one holiday season he decided to send holiday greeting cards toa sample of perfect strangers around the country he just went to phone books indifferent cities he closed his eyes he picked the name and he sent these peoplea Christmas card he was expecting some kind of response he was not prepared for theflood of cards that came back to him from people who didn't know him from Adam.

That's how it works on all of us we feel an obligation to giveback to others what they have given to us. So I say I talkabout this in my classes I had a student a couple of years ago come up after classa little different student than most she was a woman who had raiseda family in Scottsdale Arizona where I live she came back to get her degree and she said Dr CialdiniYou have just solveda decade long mystery in my home she said about ten years ago we gota Christmas card from some people in Santa Barbara California the Harrisonsand I didn't remember any Harrisons in hand I asked my how my husband he couldn't place the Harrisons and my kids were too young and she said witha great amount of effort I resisted sending thema card that year because I was sure it wasa mistake but the following year we got another card from the Harrisons. So I sentthem

a card. We're now in the tenth year of exchanging cards with these people. I stilldon't know who they are. That's how it works now here's why it works itworks the way it does because. every humansociety that trains its members every group everyorganization that plays by the rules of reciprocal exchange deems an

enormous competitive advantage it is that within that group.Who ever needs help resources time attentionstaffing whatever it is can call on other members of the group.Who feel free to send those resources. Because theyare not sending them away. Now that's profound for the first

time in evolutionary history there is no other species that has anything like theidea of future obligation for repayment of gifts and favors and servicesfor the first time in evolutionary history it becomes possible for one individualto give resources to another without giving them away he.What you get instead is

a credit and now when you need something. You can callother members of the group who you have helped in the past and they are verywilling in fact they are waiting to help because the saddle of obligation weighsheavy on us and we want to repay our debts we want to give back to those who havegiven to us. If it's

a manager's dream this rule. Who ever isneedy within the organization whoever hasa deficit can get resources from others. And can feel good aboutasking for them because they're not being. Solicitors of ofinformation or resources that don't get paid back they now will pay back whoever

needs it that resource is sent that deficit is resolved within the groupterrific system now let me finish the story of the woman who came to my officeand told me about the Christmas card story she came back to my officea few months later and she said Dr Cialdini I have to tell you the end of thisstory. She said My son Skip was applying to colleges this year he's

a very good student so we got into all of his schools in clothing his top choicethe University of California at Santa Barbara. She said He's sucha good student that he was asked to be in their honors program and to come tocampusa day early for the honors convocation. Well his dorm room wasn't ready so he

neededa place to stay in Santa Barbara. And she said I thought to myself Who do we knowin Santa Barbara Harrison Harrison's. So I she called them on thephone and she was the sort of person who didn't just make a Christmas card witha greeting she would also include

a Xerox letter describing what the family had been up to for the so the Harrisonsknew about Skip since little league days. They said Skip the skip man the skipmeister of course you can come and stay with us.That's not. Here's the other side of that should beHarrison's ever have a son or daughter traveling across the country who needs

a place to stay in Arizona Well my student and her family have to be willing tolive by the rule and give back but why not now they have of what the Harrisons needIt'sa terrific system we should not bungle this system away when it's right in our weshould master the art of exchange

exchange is the initiator that begins relationships thatcreate partnerships alliances and allegiances and it means you shouldbe first the implication of this is if you want to set the tone for therelationship that you want to engender and cultivate you act first.Your question when you go into

a room where you want to be influential is not Who can that who can help me here itshould be Who can I help here who can I genuinely advantage especially ina business way how can I promote the business prospects of the people in this roomand they will now want to promote the business prospects of you and yourorganization. Now we have to be careful not to fumble this one away it's easy to

do let me give you an example. Suppose. You go back to your officesafter this event and there'sa phone call for you from somebody within your organization maybe somebody outsideof your organization who you would like to be able to influence in the future. Thisperson's needs a favor from you. Let's say she's doing

a presentation tomorrow and was working on it and realize that she hasa gap in her knowledge but she thinks that in your files you have the data thatwill fill this gap and she ask you would still go to your Would you go to yourfiles get that information out collate it get it intoa table for me and get it to me by the end of the day so I can get it into my Power

Point presentation Well you've just come back from this meeting there are e-mailsthere are other phone messages there are notes to get to your door but you say OKI'll do it and you will spend three hours getting this information you even driveacross town you get it to this person on time and the following day she calls youup to say Thank you I really appreciate it and how many times how many times have

you heard yourself say in response. Don't think anything of it nobig deal it's OK just part of the job I would have done it for anybody. Soundfamiliar. Well you have just fumbled away one of the mostpowerful principles of influence we have and you don't want to do that the wholesystem works better when people who give also receive

in return otherwise they're not willing to give in the first place you have to bewilling to accept what in return for what you have given so what do yousay when that person says Thanks I really appreciate that that was above and beyondthe call of duty well what you don't say is yeah and you own me one now Buster no.No. No. That's your proof resistance and resentment here's what I'm going to

recommend that you say instead. Sure listen. I know that if thesituation were ever reversed you do the same for me you do the same forme see what you've done with that one statement you haven't you haven't dismissedthe genuine you have put people on record yes there wasa genuine favor that was done you haven't overblown it you've simply labeled

as such and I will guarantee Now the next time you needa big favor you can ask this person and the answer will be significantly morelikely yes then no and you know what else you can waita long time before you call in your favor How do I know that that you can waita long time I know it by solving the mystery of the Ethiopian aid.

When I saw that newspaper report I was puzzled and I went to my university libraryto see if there was another journalist who had written about the gift of aid fromEthiopia to Mexico there wasa journalist who went to the head of the Ethiopian relief agency who hadcommissioned the funds and asked the question that I would have asked why did you do that. Your people are dying by the hundreds every day you'recalling out to the rest of the world for resources and you just took thousands ofdollars of your own people's resources and sent them to Mexico why didyou do that where you have to remember that Ethiopia hasa very longstanding and sophisticated culture and this man is reported to have

straightened his backbone and said because in nineteen thirtyfive when Italy invaded Ethiopia Mexico helpedus. Now fifty years later transcending the greatestprivation and misery in the world the rule for reciprocity triumphs this is notto be bungled away when it is right there in our environments waiting to be

employed or now one more thing about this rule it doesn't just apply. Togifts and favors and services it also applies to concessions that people make toone another in negotiations if you and I start out with two incompatiblepositions on some issues you want this I want that and you are to say to me I'lltell you what Bob I'll move from my extreme position over here to

a more moderate one if you makea concession to me if I'm going to live up to the rule that says I have to giveback to you what you've given to me I have to makea concession in return I have to meet you halfway I know that that would work on meit didn't work on me

a few years ago I was walking in front of my university library I was approached bya young man who wasa Boy Scout selling tickets to the Boy Scout circus to be held at after thatSaturday at the local Coliseum five dollars apiece for his tickets I declined butbefore I could walk away he said Ole Well if you can't do that would you be willing

to buy a couple of our chocolate bars here they're onlya dollar apiece. And I bought two of his chocolate bars and immediately recognizedthat something important had happened. Because I don't like to look. But Ilike dollars and he had arranged for me to give the dollars I like for thechocolate I didn't I went back to my office I called

a meeting of my research assistants trying to figure out what had happened. Andwhere they devoured the evidence I want you to know. And we thought that this rulefor reciprocation of concessions was at work he started out with an extreme requestfive dollars apiece I said no he said Oh well if you can't do that how about justone dollar apiece for what I have to offer and and I said yes and we thought well

maybe this would work on other people besides me if you're interested in gettingpeople to say yes to a favor if you start out witha larger one one that they're likely to turn down and then retreat to thefavor you were interested in all. Is that going to be more effective than justasking for that moderate sized favor straight away or to test this we went out on

to city streets in the Phoenix Arizona area asking passers by fora large favor we said we were from the local county juvenile detention center andwe were asking for volunteers to takea group of juvenile delinquents from the center on a daytrip to the zoo. Would you chaperone a group of juvenile delinquents on

a day trip to the zoo the great majority of people under those circumstances.Declined only seventeen percent were willing to do it. But for another group.We began with even a larger theme would you be a big brothera big sister to one of the kids down at the center This would require three hoursof your time every week for the next two years they blinked two years I don't even

know where I'll be in two years. Then taking our cue from the Boy Scout.We said Oh well if you can't do that would you be willing to chaperona group of juvenile delinquents on a day trip toto the zoo under those circumstances now fifty percent said where do I signIt's the same request we haven't changed the request that the

merits is it's the zoo trip what we changed was what went first.One more breatha few more words and we tripled willingness of people to say yes to our requestsnow. Notice something about the ethics of this.There was no big brother

a big sister program going on at the center we invented that for reasons ofscientific curiosity we were studying this back. But we don't want to be in thatposition of dishonestly using the reciprocation principle webut we can use it honestly how many times is it the case that you have differentlevels of requests to make to people. You can make

a request at this level or at this level and often we censure ourselves and we willnever go for this and so we ask for the more moderate requests.What our data are suggesting is if there are genuinely beneficial requests that youcan makea different levels always start with the larger request if your argument

has been compelling and they say yes to that larger one there is frosting on yourcake give peoplea chance to say yes to you but if the answer is no now you canretreat to the more moderate request and significantly increase the likelihood thatthey will say yes to you just let me remember I said there was

a moment of power after people say thank you to you there is another moment ofpower after they say no to you it'sa moment we hate and it's human for us to retreat from that situation to becauseit's self damaging when people say no to us typically we leave we re-consolidateour energies we think about another thing to say and maybe we come back

a week later witha concession I'll tell you that you have missed the moment. There is evidence toshow if you come backa week later it's perceived as you're there making another request whereas if youmake that concession in the same moment it's perceived as

a concession and in the context of concession people want to reply positively witha concession of their own so here'sa little heuristic. If someone has said no to youif you retreat from the situation you lose if you retreat in the situationyou win OK now let's go on to the next principle that I want to talk about it's the

principle of scarcity another universal principle of influence.People want more of what they can't have what they can have less of. Here's myfavorite example. I like it because it'sa mistake. That was made by one of the most. Effective andsuccessful marketing marketing organizations of all time The Coca-Cola Company Do

you remember what happened back in the late eighty's when the Coca-Cola Companytook something away from us that we had normally been used to the taste of theClassic Coke the old Coke formula and they supplanted it with the new Coke and theythought they was going to bea great success because in blind taste test the majority of people like the new

Coke more than the usual but let me read you what Time magazine which calls thisthe marketing robocall of the decade and one of the worst one hundred ideas ofthe century. Says happened when Coca-Cola announced that it was changing thetaste of the world's most popular soda it failed to perceive the sheer frustrationand fury that the news would create from Bangor to Burbank from Detroit to Dallas

tens of thousands of coke lovers rose up as one to revile the suddenly sweetertaste of their new of this new beverage and to demand their old Coke back myfavorite example of this is personified in a man named Game Owensa retired real estate investor in Seattle who becamea national celebrity by issuing anti new Coke buttons and T.

Shirts setting upa hotline for disgruntled and depressed callers. Threatening to bringa class action suit against the company to make the old cola recipe public heorganized the old cola drinkers of America whose aim was to bring back the belovedsoft drink at any cost and it did not matter to Mr Mullins that in two blind tests

he expresseda preference for the new coal over the old. Itdidn't matter because it wasn't the merits of the thing. It was the context inwhich the thing was placed in the site in the context of scarcity people want whatthey can't have what are the implications for you in this regard. It means

that when you present an ideaor product of service or recommendation you need to explain to people what itis about this that will give them something that they can't get anywhereelse. Now sometimes it's not one single thing sometimes it'sa bundle of advantages that they will not be able to get unless they move in your

direction. And let me tell you one other thing about us whenyou describe these benefits it is not sufficient to describe what they will gainfrom them because the psychological research is very clear people are moremotivated by the idea of losing something then of gaining that very samething anybody hear from Santa Cruz anybody have connections to Santa Cruz Ok few

of you there isa study done at the University of California at Santa Cruz. Researchers went doorto door with a power of official from P.G. And E.Who gave each homeowner an energy audit told them how to put insulationweatherstripping in their homes to reduce the loss of energy. And half of these

people were told if you fully insulate your home you will be able to save fiftycentsa day. The other half were told if you fail to fully implementit. Implement these actions you will losefifty cents a day. Significantly more people insulated their homes under

loss instructions that under gain instructions the same thing but.Couched in terms of loss. Resonated more powerfully with people people aremore interested in information about what they stand to lose than what they standto gain and we are fools if we don't give them the information that they want I sawa recent study that showed in making their projections for the future managers

weight information about losses potential losses more heavily than informationsabout potential demons. We're fools if we don't tell people what they want in needto make their decisions so when you present your recommendations it has to be aswell in terms of the benefits they stand to gain and what they stand to lose theunique benefits that they stand to lose if they don't move in your direction Now

another thing about this principle of scarcity it doesn't just work for commoditiesit also works for information information that's exclusive that not everyone hasaccess to turns out to be more persuasive the best evidence I have for thisactually comes from a study that was done bya student of mine. An unusual student who had. Started

a business in Arizona successful business importing beef into the United States.And then selling it to large supermarket concerns he came back to school to get hisPh D. And I was sitting on his dissertation committee he wanted to doa study using his own people his own. Customers his own sales people his ownindustry and we began to talk about the research that showed that people are more.

Attracted to scarce commodities and they are more persuaded by exclusiveinformation and he decided he would do the following study he went to his salespeople who called their customers on the phone told them abouta certain allotment of beef that he said and he said Now divide your customers intothree groups and call them and tell them about this new allotment of beef we have

available that we import from. South American Australia. They use their standardappeal which was we have a certain allotment of beef we have such and sucha price such and such a quality we can guarantee delivery by such and sucha date how many carloads of beef which was that was one groupa second group called and they were told by the way in because of certain weather

conditions in Australia there's likely to be assured of Australian beef in the nearfuture how many car loads would you like so he added scarcity to the mix for thesecond group let me show you what happened adding scarcity more than doubled thenumber of carloads of beef from ten to twenty four but it was the third group thatwas most interesting they were called on the phone they were told about the

allotment of beef they were told about the scarcity and then they were told andthis information comes to us from our exclusive sources in the Australian NationalWeather Service no one else has this information. This was the scarcity doublewhammy wasn't Not only was the beef scarce the information that the beef wasscarce was scarce. Let me show you what happened.

Six hundred and ten percent increase it was the same beef and this man came tome afterwards and said You know Dr Cialdini in all of this was true there was animpending shortage of Australian beef this information did come to us through ourexclusive sources in the Australian National Weather Service and we never knew touse it befor. Because he didn't know what the research says now you know what the

research says and here's the implication for you when you geta new piece of information. And unpublished report comes across your desk.A new piece of information ata conference or. A piece of information from for marketing research. Andit supports what you are trying to to argue with someone in terms of moving in

a particular direction your response should be to get on the form debt onthe backs get in people's offices that information is most powerfulthe newer it is information is not like wine it does not get better with age it'slike bread. We want it more when it's fresh We want to take it anymore when it'swarm rather than cold or let's move to the next principle of an authority if an

expert says it it must be true. We havea regrettable tendency for expert worship in this country. But here's what theresearch shows the most powerful kind of expert authority isa credible authority who has both knowledge and trustworthiness. You need to tellpeople about your expertise and background before you try to influence them they

don't havea crystal ball they can't tell that Secondly you have to establish your trustworthinessNow the difficult thing is establishing your trustworthiness in situations wherethey don't know you they haven't worked with you they don't havea history of knowing that you're a straight shooter but if you are

a trustworthy source of information what can you do to tell them about itimmediately Well here's the strategy that advertisers use successfully in thisregard. Before they present their strongest arguments they presenta weakness in their case they raise to the surfacea drawback in what it is that they are suggesting and then they say however

our strongest points overwhelm that particular weakness what that does is establishyou both asa source of information knowledgeable about the pros and the cons and honest enoughto bring the con to the surface yourself. Before you presentyour strongest arguments it's not what we typically do. But

it's the right thing to do in terms of getting your arguments understood in thecontext of credibility which makes your strongest arguments Sean.Or next principle to the principle consistency. People are significantly morewilling to say yes toa request that is consistent with what they have already said or done.

Let me give you an example there'sa problem that's been facing restaurant owners fora long time no shows people who call on the phone make a reservation fora table and then don't appear to big problem there isa restaurant tour in Chicago Gordon Sinclair who has solved this problem by adding

two words to what he is. Receptionist since by using theprinciple of consistency commitment and consistency that people want to beconsistent with what they have said publicly. Here's what.They used to say. Thank you for calling Gordon's restaurant Please callif you have to cancel your reservation. Now what

words could she add to this that could significantly reduce the number of noshows think about this in terms of the principle of commitment and consistency Whattwo words could get people to makea public commitment to call before they cancel their reservations and how toanybody have an idea yes. Brilliant. Now she

says. Will you. Please call if you have to cancel yourreservation and no shows have dropped from thirty percent to ten percentimmediately two words but the Engage the power ofa rule that people play by so one important thing for you to do is arrangefor people not just to say yes to you verbally

or to nod or to smile. Public commitment and the most powerful form of publiccommitment isa written commitment people live up to what they write down OK Next principle.Principle of consensus. One way people decide what is appropriate for them to do ina situation is to look at what others like them are doing it's the power of the

crowd. Let me give you another example where you can changea few words and creat= an enormous difference in how people respond.You you've all heard infomercials on T.V.Late at night there isa common line in all infomercials that goes like this it's something that's

termed the call to action law and operators are waiting please call now.There is are there isa infomercial producer named. Caroline Zhat who changed threewords in this classic call to action line and produce skyrocketing response thewords engage the principle of consensus

a lot of other people are doing this it must be the right thing. She changed thewords from operators are waiting please call now toIf operators are busy. Pleasecall again. And calls went through the roofthink about the difference in these two images operators are waiting they're

sitting around there twiddling their thumbs or operators are busy everybody elsethinks this is a good thing it must bea good thing and people moved in that direction OK Next principle the principle ofliking and we'll finish here people prefer to say yes to those they know when likebut we all knew that. Here are the factors that increase liking.

Similarities complements and cooperative efforts we like those who are likeus we like those who do like us and say so and we like thosepeople who work with us ina cooperative way to achieve success OK now.I'm going to finiish my remarks here. And add one copy

before we open things for questions which is I could see that none of this wasgoing over anybody's head I mean these aren't issues that are too complicated forus to understand but that's not the problem that's not the problem the problem isnot in understanding these principles it's remembering to use them when you arecaught in the sweep of the moment when you are trying to be influential and some

situation appears where you have to go intoa room and be successful you can't remember all of this stuff that we've beentalking about we've been talking for forty five minutes here you can't rememberthis let's see this guy Cialdini he was talking to us. Two months ago let's see thesix principles there's reciprocation there's liking there doner or there's

a blitzen in there it's sleepy there's sneezy you can't remember these things righthow can you do it here's how I'm going to help. For each of you as youleave I havea little laminated plastic card with the six principles of influence on it.Each of you gets one of these you can put it in a pocket you can put it in

a wallet or purse and when you come upon an influence situation where you want tobe more effective take out that card it will tell you what's available for you touse Are there similarities is there are there. Commitments that you can counton are there really are there concessions you can make in this situation that youcan think about it ahead of time and so on and if you do that I'll be able to come

through on my guarantee that you will become significantly more effective agentsof influency in your environments now this card it is my gift to you.But here's what I figure you do the same for me right so thank you very much foryour kind attention.So here's the question she said Do these principles all work equally well across

cultures very good question because there is some new research on this that wasjust done at the Stanford business school it's not even published yet scarceinformation exclusive information. Professor Michael Moore isJoel Puldone and Sherri Ariel dida study with Citibank that has has locations all over the world and they picked

for cultures in the world and looked at the following question they asked City Bankemployees if one of your colleagues came to you and asked for helpwitha big project under what circumstances would you feel most obligated to say yes whatthey found was that these six principles worked in all of the cultures but the

weights associated with the principles the priorities given to the principleschanged from culture to culture in the United Statesa Citibank employee was most likely to say yes to that request if they could answerthe following question in the affirmative has this person done me a favor latelyif the answer was yes in the United States we were helpless to say anything but yes

. In China. The question thatthey asked was different the question was is this request or connected to my smallgroup especially senior members of my small group here the authority principlewas important in Spain the question was is this requester connected to myfriendship group. Here the linking principle was crucial. In the Mediterranean area

and in Germany it was different than anywhere else in Germany the question was. Isthis request consistent with the rules and regulations of this organization.Here they had to commit they were being consistent with the commitment that theyhad to that to that organizations for years so all of these principles work butwhich one is most powerful so if you're dealing with someone in Barcelona you

ask for your favor differently than if you're dealing with someone in New York orsomeone in Hong Kong. And the other questions yes in the backhere's the question what if you're ina situation where you continue to give and then people don't seem to give back Ihad a question like this a while ago

a man came up after one of my programs and said You know I havea employee I'm about ready to fire him because I think I'm pretty generous aboutallowing him time off to go to the airport to meet his in-laws to take his wife tothe dentist or whatever it is I'll let him come in a little later leavea little early but when I need him to come in early or to stay late to work on

a project he says No I mean my family is important to me that'sa nine to five job and he said I'm about ready to get rid of this guy. And I saidWell try the following he may think that he's entitled to those things rather thansee them as true gifts that you're giving to him that time off maybe in hisprevious job that was part of the way things worked so the next time you give him

something when he asks fora little time off say. Well and he says thank you I appreciate thatthat's your moment of power to say well great because you know I it's importantfor me I would really appreciate it if you would help me out. WhenI need some time from you and now it's in an exchange character

rather than something he's entitled to. And this man wrote me a lettera while ago saying that it's worked beautifully just labeling the exchange as anexchange rather than something that somebody is just entitled to. I thinkthat's all the time we have thank you very much for your attendence.