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Influence and Persuasion


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To help web analytics practitioners get management buy-in

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Influence and Persuasion

  1. 1. Influence and Persuasion To help web analytics practitioners get management buy-in Alban Gérôme @albangerome 10 Digital Ladies & Datagirls UK 25 October 2018
  2. 2. Emotions and decision-making @albangerome
  3. 3. No emotion Too much emotion Decision Just enough emotion @albangerome
  4. 4. No emotion Too much emotion Benefit Loss Persuasion power x2 @albangerome
  5. 5. Coping with loss @albangerome
  6. 6. Coping with loss • Denial • Bargaining • Anger • Depression • Acceptance @albangerome
  7. 7. Coping with loss • Denial • Bargaining • Anger • Depression • Acceptance Elizabeth Kübler-Ross @albangerome
  8. 8. Social intelligence @albangerome Ignaz Semmelweis
  9. 9. Social intelligence @albangerome Ignaz Semmelweis Louis Pasteur
  10. 10. Social intelligence @albangerome Ignaz Semmelweis Louis PasteurR. Buckminster Fuller
  11. 11. Do not become the issue @albangerome
  12. 12. No credit for easy goals @albangerome
  13. 13. No credit for easy goals @albangerome
  14. 14. Persuasion and needs • Social Proof • Scarcity • Likeability • Consistency • Reciprocity • Authority @albangerome
  15. 15. Persuasion and needs • Social Proof • Scarcity • Likeability • Consistency • Reciprocity • Authority • Self-actualisation • Esteem • Love and belonging • Safety needs • Physiological needs @albangerome
  16. 16. Fear of missing out @albangerome
  17. 17. Fear of missing out • Need to belong • Loss aversion • Bargaining • Social Proof @albangerome
  18. 18. Fear of missing out • Need to belong • Loss aversion • Bargaining • Social Proof When all 4 emotions are combined people will consider every option to maintain their station in the hierarchy but… @albangerome
  19. 19. Use FOMO responsibly @albangerome
  20. 20. Random closing ideas @albangerome
  21. 21. Random closing ideas • Making a stakeholder addicted to analytics • Letting the stakeholder reach the recommendations you had in mind all along @albangerome
  22. 22. Thank you! @albangerome
  23. 23. References Plato one must control their emotions or emotions eventually control you René Descartes “I think therefore I am”, i.e. rational thoughts are preferable to emotions Antonio Damasio emotions can make decision making difficult to be sure but without emotions decision-making is very difficult so just enough emotion seems right. This suggests that people make decisions on an emotional level and then use facts and hard-data to justify their choices and appear more rational than they really are. So are we, as web analysts, putting the cart before the horse? Amos Tversky and Daniel Kahneman Framing potential as a loss works twice better than framing as a benefit. People have loss aversion, probably the result of evolution where erring on the side of caution gave you a better chance of survival Nancy Duarte Storytelling will infuse emotions into your recommendations. The “I have a dream” speech by Martin Luther King and the iPhone launch by Steve Jobs followed exactly the same storytelling structure, both great successes. Two major brain centres, the hypothalamus and the amygdala are located close to each other and there is a strong synergy between both. The former deals with memory, triggered by a strong story, and the latter is one of the main brain areas dealing with decision-making Elizabeth Kübler-Ross People will dealing with loss will go through denial, bargaining, anger, depression and acceptance. While at the bargaining stage, people are receptive to anything that will help them avoid that loss Leon Festinger People will hold certain beliefs and when faced with evidence contradicting these beliefs, they will do anything they can to reduce the gap between both. That’s called cognitive dissonance and it causes discomfort and people facing this will do anything they can to eliminate the gap. When the stakeholders are at the bargaining stage, convince them that are veering off trajectory, you two can still correct it if they consider your recommendations and take action fast or it will be too little too late Ignaz Semmelweis A Hungarian doctor of the 19th century. As he was working at hospital in Vienna, Austria, he discovered that when the doctors and mid-wives cleaned their hands between operations the mortality rate the hospital dropped massively. Instead of publishing research, many younger doctors presented this discovery around Europe but Semmelweis leverage it instead against the medical establishment, his boss mostly. As Semmelweis’ attitude became a real issue, his supporters abandoned him, his boss fired him, Semmelweis was then interned and died as the result of the beating of the wardens, he was 47 @albangerome
  24. 24. References Louis Pasteur French biologist also of the 19th century. He started researching how alcohol forms. The previous theory was that alcohol formed as the result of decay. He found that microscopic germs transformed sugar into alcohol instead. He did not fight the medical establishment, made many more discoveries and became a household name. R. Buckminster Fuller American architect with a famous quote summarising the Semmelweis-Pasteur paradox. “You never change things by fighting the existing reality. To change something, build a new model that makes the existing model obsolete.” Burleigh Gardner, Ernest Dichter and, to a lower extent, Edward Bernays All three worked on the Betty Crocker cake mix and found that by replacing the powdered eggs from the cake mix and asking the housewives to add an egg the cake mix suddenly started selling a whole lot better. This suggests that people need challenging goals from which they then can claim credit. Nobody is interested in passing exams that almost no one can flunk. People want to stand out. Perhaps by making recommendations that are practically ready to implement, we are leaving too little for our stakeholders to take credit for and see our recommendations like a cake that’s just got too easy to bake. Edward Bernays is credited for being the father of Public Relations, he is the grandson of Sigmund Freud. He also convinced women to start smoking by approaching the film producers of the Hollywood area and get their leading actresses to smoke on film. Eggs and bacon for breakfast, that’s him too Robert Cialdini You can persuade using the following five principles: social proof, scarcity, authority reciprocity, likeability and consistency. Antoine-Augustin Parmentier promoted the introduction of potatoes to the French diet and also the rest of Europe in the 17th century. First, he started serving potatoes at the tables of the royal families and the aristocracy. Then he had a field of potatoes planted outside Paris which was only guarded by day. The poorer neighbours started stealing the potatoes from the field at night. Some had a small plot of land, planted them and started selling them at markets and so became potatoes a stable of the French and European diet. That’s social proof and scarcity in action. If we gave the c-suite exclusive access to analytics data, the incumbent managers would try anything they can to get some of that data too. If the c-suite fails to lead by example with analytics, this sends the message that managers do not need to know analytics to get a shot at the c-suite Abraham Maslow People are social creatures who try to climb up a hierarchy. There are 5 stages to Maslow’s Hierarchy of Needs: self-actualisation, esteem, love and belonging, safety needs, physiological needs. Once at the belonging stage they will start feeling afraid of losing their station in the hierarchy. If you present them with a recommendation framed as a loss, they might equate that loss to a personal loss of status, reach a stage of bargaining which you can leverage to get your recommendation implemented and help them maintain their rank in the group hierarchy @albangerome