The document discusses the principles of persuasion and their applications in project management, emphasizing the importance of commitment, reciprocity, liking, authority, and scarcity. It highlights that decision-making often involves emotional factors rather than strictly logical ones, and suggests strategies to enhance stakeholder engagement and project team dynamics. Additionally, it underscores the need to manage perceptions of authority and social proof to improve project outcomes.

1. Influence
Understanding the principles of persuasion
and their applications to projects.
Dr. Vince Repaci vincenzorepaci@gmail.com (902) 210 1942

2. Because decision making isn’t logical
Couples tend to
have the same
type of earlobe
The MHC is a series of genes that
controls disease resistance in
vertebrates. It also influences
peoples choice of romantic partner.
Dr. Vince Repaci vincenzorepaci@gmail.com (902) 210 1942

3. Applications to projects
 Projects fail because of lack of commitment
 Will stakeholders commit time, resources and energy to the project,
even if it means temporary pain for BAU?
 Are stakeholders willing to negotiate mutually beneficial and best
compromise solutions for the good of the organisation
 Is the project team willing to do more than they have to for each other?
 The project team is often better positioned for facilitation than
advocacy
 What factors other than logical arguments might impact decision making
and how can they be minimized
Dr. Vince Repaci vincenzorepaci@gmail.com (902) 210 1942

4. Thought leaders in the Field
 Robert Cialdini
 Reciprocity
 Commitment & Consistency
 Social Proof
 Liking
 Authority
 Scarcity
Dr. Vince Repaci vincenzorepaci@gmail.com (902) 210 1942
B.J. Fogg

5. Starting a project
 Reciprocity
 Liking
 Scarcity
Dr. Vince Repaci vincenzorepaci@gmail.com (902) 210 1942

6. Reciprocity: We like to give back
 The Mint at the end of a meal
 1 mint  3% increase in tips
 2 mints  14%
 2 unexpected mints  23%
 Offer something first
 Offer unexpectedly
 Personalize the offer
 Invest in the project team first
Dr. Vince Repaci vincenzorepaci@gmail.com (902) 210 1942

7. Liking: We do things for people we like
 People who are similar
 People who compliment
 Co-operative people
 Tupperware parties
 Negotiation classes (55% vs 90%)
 Invest into the project group
 Manage culture
 Build social interactions between the project team and key stakeholders
Dr. Vince Repaci vincenzorepaci@gmail.com (902) 210 1942

8. Scarcity: We want things that are hard
to get
 Socialcam launched to a small group of people with the ability to invite others
 1 million users in four months
 16 million downloads in less than a year
 Acquired for $60 Million
 Scarcity can be used to build the project teams
and get buy into project roll outs
Dr. Vince Repaci vincenzorepaci@gmail.com (902) 210 1942

9. Running a project
 Commitment and Consistency

10. Commitment & Consistency: We tend to follow
through
 Small commitments lead to larger actions
 18% less missed appointments at medical centre when patients
write the appointment card themselves
 400% more homeowners will erect a billboard in their yard if
they have first agreed to show a much smaller sign
 Voluntary
 Small actions first
 Public
 Participants write their own cards for the Kanban board in the
meeting
Dr. Vince Repaci vincenzorepaci@gmail.com (902) 210 1942

11. Decision points
 Social Proof
 Authority
Dr. Vince Repaci vincenzorepaci@gmail.com (902) 210 1942

12. Authority: We tend to agree with
authority figures
 Physiotherapist increase compliance with
treatment when displaying medical degree
 Titles, Appearance & Environment
 Be aware of who is presenting ideas
Dr. Vince Repaci vincenzorepaci@gmail.com (902) 210 1942

13. Social Proof / Social Transmission: We watch
others to determine the right choice
 The actions of peers are the most powerful social proof
 Bias towards choosing what have other organisations have chosen
Dr. Vince Repaci vincenzorepaci@gmail.com (902) 210 1942

14. Take away
 Getting the best outcome in project work requires both using influence and
minimizing the role of influence
 How an option is presented and by who can be as important as the option
itself