1. PUSHING
BUTTONS
& PULLING
TRIGGERS
Kelsey Ruger, ChaiONE
@themoleskin
http://www.themoleskin.com

2. OMG. Please SHUT UP.

3. PSYCHOLOGY & COGNITIVE SCIENCE
TO CONNECT WITH PEOPLE
AND CREATE VALUE

4. A QUICK STORY ABOUT
UNDERSTANDING PEOPLE

5. models help us frame common
MODELS APPEAR IN A LOT OF
problems and predictions. they
DISCIPLINES.
work - until they don’t.
A QUICK STORY ABOUT
UNDERSTANDING PEOPLE

6. TEACHERS
timeline
Figures ss
ine
Discipl
Facts

7. Q: REMEMBER
YOUR FAVORITE
TEACHER?

8. KNew facts understood understood
don’t ALWAYS basic motivation when these
matter mechanisms mechanisms work
Q: REMEMBER
YOUR FAVORITE
TEACHER?

9. STOP
WHAT’s really going on?

10. PSYCHOLOGY & COGNITIVE SCIENCE HELP
The study of human perception, thinking and learning can
provide us with crucial insight into the needs of the end user.

11. PSYCHOLOGY & COGNITIVE SCIENCE HELP
The study of human perception, thinking and learning can
provide us with crucial insight into the needs of the end user.
We are looking for
psychology studies
ways to change or
behavior change and
create behavior.
way it happens

12. WHY TRIGGERS AND BUTTONS?
WE NEED A SIMPLE WAY TO UNDERSTAND WHAT MOTIVATES PEOPLE
AND WHAT MAKES THEM TAKE ACTION.

13. WHY TRIGGERS AND BUTTONS?
WE NEED A SIMPLE WAY TO UNDERSTAND WHAT MOTIVATES PEOPLE
AND WHAT MAKES THEM TAKE ACTION.
WHY CHANGES IN THE WHY UNDERSTANDING THE Putting
way MARKETS BEHAVE ROLE OF PSYCHOLOGY IN PSYCHOLOGY &
IS IMPORTANT IN our EXPERIENCEs AND COGNITIVE SCIENCE
MARKETING Interactions IS CRITICAL to work for you

14. [DISCLAIMER]
I AM NOT A COGNITIVE SCIENTIST
}
PSYCHOLOGY
COGNITIVE SCIENCE WHETHER YOU ARE A
NEUROSCIENCE MARKETER OR DESIGNER ALL
THESE SUBJECTS ARE
PERSUASION BECOMING MORE IMPORTANT
TO BUILDING PRODUCTS FOR
DECISION MAKING TODAY’S CONSUMER.
STORYTELLING

15. LESSONS IN A TWEET
1 cognitive science can tell us a lot about how to
best create products and services that
consumers will want.
2 YOUR EXPERTISE MAY NOT BE AS VALUABLE AS YOUR
ABILITY TO UNDERSTAND HOW PEOPLE COME MAKE
DECISIONS AND PROCESS CHOICES.

16. WHY CHANGES IN THE
way MARKETS BEHAVE
IS IMPORTANT IN
MARKETING
THE WORLD HAS CHANGED
BEHAVIOR IS A MUCH LARGER PART OF WHAT WE
should TO BE CONCERNED WITH.

17. CASE STUDY
SAMSUNG APPLE FAN BOY COMMERCIAL

18. STOP
WHAT’s really going on?
Heuristics: People often make
decisions based on approximate rules of
thumb and not strict logic.
Framing: The collection of stereotypes that
make up the mental emotional filters
individuals rely on to understand and
respond to events.
Market inefficiencies: These include
mis-pricings and non-rational decision
making.
DAN ARIELY
PREDICTABLY IRRATIONAL

20. PEOPLE DON’T
NECESSARILY BUY
PRODUCTS BASED ON
FEATURES.
People don’t
necessarily base
their decision on
aesthetics.
YOU SHOULDN’T
ASSUME THAT
PEOPLE MAKE
RATIONAL OR
CASE STUDY
LOGICAL CHOICES.
SAMSUNG APPLE FAN BOY COMMERCIAL

22. Historically Change right-brained skills will
happens based on help you adjust to these
behavior not technology behavior changes

23. CONCEPTUAL
(CREATORS &
EMPATHIZERS)
INFORMATION
(KNOWLEDGE)
INDUSTRIAL
(FACTORY)
AGRICULTURAL
(FARMERS)
18TH CENTURY 19TH CENTURY 20TH CENTURY 21ST CENTURY

24. CONCEPTUAL
(CREATORS &
EMPATHIZERS)
INFORMATION
(KNOWLEDGE)
INDUSTRIAL
(FACTORY)
HAVE WE SEEN THE DEATH OF
AGRICULTURAL
(FARMERS)
THE TANGIBLE GOOD?
18TH CENTURY 19TH CENTURY 20TH CENTURY 21ST CENTURY

25. GOODS Service Experience
“Want a cup of “The best part of “I can’t start my day
coffee for waking up is folgers without a visit to
breakfast?” in your cup” Starbucks”
CONCEPTUAL
INDUSTRIAL INFORMATION
(CREATORS &
(FACTORY) (KNOWLEDGE)
EMPATHIZERS)
4p marketing: new ps Participants,
focused on
product, process and
selling goods.
place,promotion, physical evidence to
commodities very
price. focused on a fill an experience
profitable
market need. need.

26. GOODS Service Experience
“Want a cup of “The best part of “I can’t start my day
coffee for waking up is folgers without a visit to
breakfast?” EXTRINSIC
in your cup” Starbucks”
MOTIVATORS CONCEPTUAL
INDUSTRIAL INFORMATION
PRICE (CREATORS &
(FACTORY) (KNOWLEDGE)
FEATURES EMPATHIZERS)
PRODUCT QUALITY
4pUTILITY
marketing: new ps Participants,
focused on
product, process and
selling goods.
place,promotion, physical evidence to
commodities very
price. focused on a fill an experience
profitable
market need. need.

27. GOODS Service Experience
“Want a cup of “The best part of “I can’t start my day
coffee for waking up is folgers without a visit to
breakfast?” EXTRINSIC
in your cup”
INTRINSIC
Starbucks”
MOTIVATORS MOTIVATORS
CONCEPTUAL
INDUSTRIAL INFORMATION
PRICE FEELING &
(CREATORS
(FACTORY) (KNOWLEDGE)
FEATURES PERSONAL GOALS
EMPATHIZERS)
PRODUCT QUALITY SOCIAL GOALS
4pUTILITY
marketing: SIGNIFICANCE
new ps Participants,
focused on
product, process and
selling goods.
place,promotion, physical evidence to
commodities very
price. focused on a fill an experience
profitable
market need. need.

28. CONCEPTUAL
(CREATORS &
EMPATHIZERS)
INFORMATION
(KNOWLEDGE)
INDUSTRIAL
(FACTORY)
AGRICULTURAL
(FARMERS)
18TH CENTURY 19TH CENTURY 20TH CENTURY 21ST CENTURY

29. CONCEPTUAL
(CREATORS &
SED EMPATHIZERS)
REA
INC
ALLY
NU
NTI
INFORMATION
O
VEC
(KNOWLEDGE)
HA
TION
MP
ONSU
NDC
INDUSTRIAL
ONA
UCTI (FACTORY)
PROD
SATISFACTION HASN’T INCREASED IN KIND
AGRICULTURAL
(FARMERS)
18TH CENTURY 19TH CENTURY 20TH CENTURY 21ST CENTURY

30. CONCEPTUAL
(CREATORS &
SED
EMPATHIZERS)
REA
INC
ALLY
NU
NTI
INFORMATION
O
VEC
(KNOWLEDGE)
HA
TION
SUMP THIS IS WHERE THE
N
D CO OPPORTUNITIES LIVE
AN
INDUSTRIAL
ION (FACTORY)
DUCT
PRO
SATISFACTION HASN’T INCREASED IN KIND
AGRICULTURAL
(FARMERS)
18TH CENTURY 19TH CENTURY 20TH CENTURY 21ST CENTURY

31. THREE KEY TAKEAWAYS

32. TAKE SIGNIFICANCE SERIOUSLY
UTILITY
YESTERDAY
SIGNIFICANCE
TODAY

33. TAKE SIGNIFICANCE SERIOUSLY
UTILITY
YESTERDAY
SIGNIFICANCE
TODAY
this is about
making things
usable

34. TAKE SIGNIFICANCE SERIOUSLY
this is about
making things
UTILITY useful
YESTERDAY
SIGNIFICANCE
TODAY
this is about
making things
usable

35. TAKE SIGNIFICANCE SERIOUSLY
this is about
making things
UTILITY useful
YESTERDAY
SIGNIFICANCE
TODAY
this is about
making things
usable IT’s also about
making things
desirable.

36. TAKE SIGNIFICANCE SERIOUSLY
this is about
making things
UTILITY useful
YESTERDAY
SIGNIFICANCE
TODAY
Bigger margins
this is about live here
making things
usable IT’s also about
making things
desirable.

37. INTENT NOT JUST TANGIBLES
IT’S NOT JUST TANGIBLES, IT’S ALSO ABOUT INTENT, THE
Even if I buy a widget from how I perceive and process
CONSUMPTION PROCESS, AND THE POST happen before,
you the widget is just things that SERVICE
EXPERIENCEevidence ofAthe OF THEduring and after the
physical - WITH LOT INTREPRETATION
experience I have with you.
HAPPENING IN OUR HEADS. experience is also important.

38. With few exceptions, every job people need or
want to do has a social, a functional, and an
emotional dimension. If marketers understand
each of these dimensions, then they can design a
product that's precisely targeted to the job.
CLAYTON M. CHRISTENSEN
HARVARD BUSINESS JOURNAL
”
In other words, UNDERSTANDING the job,
not the DEMOGRAPHIC, is the STARTING PLACE
for a marketer who WANTS TO GET THE
customers TO buy.

39. SHIFT HOW WE DEFINE MARKETS
TRADITIONAL MARKET NEEDS BASED MARKET
DEFINED AS THE GROUP OF THE GROUP OF PEOPLE AND THE
ACTUAL AND POTENTIAL BUYERS. JOB THEY ARE TRYING TO GET DONE.
The fact that you're 18 to 35 we want to understand what
years old with a college causes PEOPLE to buy a
degree does not cause you product, not what's
to buy a product correlated with it.

40. SHIFT HOW WE DEFINE MARKETS
TRADITIONAL MARKET NEEDS BASED MARKET
DEFINED AS THE GROUP OF THE GROUP OF PEOPLE AND THE
ACTUAL AND POTENTIAL BUYERS. JOB THEY ARE TRYING TO GET DONE.
The fact that you're 18 to 35 we want to understand what
years old with a college causes PEOPLE to buy a
degree does not cause you product, not what's
to buy a product correlated with it.
originates from
COMPETITION or AN
INTERNAL VIEW OF
CUSTOMER need.

41. SHIFT HOW WE DEFINE MARKETS
TRADITIONAL MARKET NEEDS BASED MARKET
DEFINED AS THE GROUP OF THE GROUP OF PEOPLE AND THE
ACTUAL AND POTENTIAL BUYERS. JOB THEY ARE TRYING TO GET DONE.
The fact that you're 18 to 35 we want to understand what
years old with a college causes PEOPLE to buy a
degree does not cause you product, not what's
to buy a product correlated with it.
originates from originates from
COMPETITION or AN WHAT A NEED IS AND
INTERNAL VIEW OF WHY CUSTOMERS
CUSTOMER need. MAKE THAT CHOICE.

42. Primary job
FUNCTIONAL EMOTIONAL
direct jobs indirectly jobs personal jobs social jobs
THE CUSTOMER’S
EXPECTED OUTCOME

43. Primary job
FUNCTIONAL EMOTIONAL
direct jobs indirectly jobs personal jobs social jobs
THE CUSTOMER’S
EXPECTED OUTCOME
EXPERIENCE

44. LESSONS IN A TWEET
1 Predicting markets is hard now, success
requires a strategy for influencing consumer
behavior in a sustained and positive manner.
2 Experiences happen in our heads, managing
them requires some attention to how we
actually process information and experiences.

45. THE ROLE OF PSYCHOLOGY
IN our EXPERIENCEs AND
Interactions IS CRITICAL
PUTTING EXPERIENCE
IN PERSPECTIVE

46. TO GET STARTED....
What is *not* Experience

49. WHAT IS EXPERIENCE?

50. WHAT GOES INTO STAGING A
PERFORMANCE?
PARTICIPANTS
PLACE PROCESS
The Stage The Actors The Audience The director The SCRIPT
USHERS STAGE HANDS Sales Agent

51. WHAT GOES INTO STAGING A
PERFORMANCE?
PARTICIPANTS
PLACE PROCESS
The Stage The Actors The Audience The director The SCRIPT
USHERS STAGE HANDS Sales Agent

52. EXPERIENCE
IS THE FEELING PEOPLE
INTERACTING WITH
YOUR COMPANY GET

53. EXPERIENCE
IS THE FEELING PEOPLE
INTERACTING WITH
YOUR COMPANY GET
IN THEIR GUT

54. IN THEIR HEAD
EXPERIENCE
IS THE FEELING PEOPLE
INTERACTING WITH
YOUR COMPANY GET
IN THEIR GUT

55. THE TRIGGERS
EXPERIENCE
SHOULD BE MANAGED
THROUGH INTERACTIONS
THE BUTTONS

56. WHAT IS EXPERIENCE DESIGN?
IMPROVING THE USER’S PERCEPTION OF AN EXPERIENCE
WITH A PRODUCT OR SERVICE THROUGH GREAT
ARCHITECTURE AND THE PURPOSEFUL DESIGN OF
INTERACTIONS.
understand behavior enable behavior influence behavior

57. 3 PARTS OF EXPERIENCE
understand behavior enable behavior influence behavior
USER INTERACTION PERSUASION
RESEARCH DESIGN DESIGN

58. 3 PARTS OF EXPERIENCE
understand behavior enable behavior influence behavior
• INTERACTION • INTERACTION
• INTERACTION
• INTERACTION • INTERACTION
• INTERACTION • INTERACTION
• INTERACTION • INTERACTION
• INTERACTION
• INTERACTION
• INTERACTION
USER INTERACTION PERSUASION
RESEARCH DESIGN DESIGN

59. 3 PARTS OF EXPERIENCE
understand behavior enable behavior influence behavior
• INTERACTION • INTERACTION
• INTERACTION
• INTERACTION • INTERACTION
• INTERACTION • INTERACTION
• INTERACTION • INTERACTION
• INTERACTION
• INTERACTION
• INTERACTION
USER INTERACTION PERSUASION
RESEARCH DESIGN DESIGN

60. Feeling Thinking Acting
What motivates Framing how they What behavior can
a customer? perceive an experience be driven through
understanding?

61. LESSONS IN A TWEET
1 experiences are the sum of the interactions are
person has with an organization.
2 more and more marketing is about directing the
interactions that make up an experience.

62. Putting
PSYCHOLOGY
COGNITIVE SCIENCE
to work for you
MAPPING EXPERIENCE AND PSYCHOLOGY
RELATING MOTIVATION TO EXPERIENCE

63. Q: WHAT DO WE
KNOW ABOUT
PEOPLE?

64. we depend on mental models we want to be in control
we don’t like change we’re not great at remembering
we love a good story we are highly visual by nature
we do have some limitations we are social creatures
We’re curious
we don’t want to put in a lot of effort
we love patterns
we make mistakes
Q: WHAT DO WE
KNOW ABOUT
PEOPLE?

65. WHAT DOES SCIENCE DO FOR US?
GOAL:
IMPROVING THE USER’S PERCEPTION OF AN
EXPERIENCE WITH A PRODUCT OR SERVICE
1 HELPS WITH FRAMING AND TIMING
HOW OUR ENVIRONMENT TIMING AFFECT DECISIONS
2 HELPS US UNDERSTAND DECISION MAKING PROCESSES
HOW WE MAKE DECISIONS THE ROLE OF EMOTION
3 HELPS US ALIGN OUR GOALS WITH CONSUMER NEEDS
MAKING SURE OUR GOALS DON’T CONFLICT WITH NEEDS
4 GIVES US HEURISTICS TO GUIDE THE WAY
SHORTCUTS FOR ALIGNING GOALS NEEDS

66. YOU COULD STUDY
ALL THE INFORMATION...

67. HERE ARE SOME OF THE RESOURCES

68. RULES OF
THUMB

69. RECOGNIZE
GOOD AND BAD
PATTERNS
GOOD PATTERNS
Good patterns are those that are
created to help us to get work done
faster and more effectively.
BAD PATTERNS
Patterns that are assumed or
ignored because we don’t
understand patterns of behavior.

70. BEHAVIOR HABITS
B.J. FOGG
Researcher, Stanford
FOGG BEHAVIOR MODEL
Tiny Habits project

71. motivation x
PLEASURE PAIN
x
WHY WOULD I HOPE FEAR
DO THIS? x
ACCEPTANCE REJECTION
TRUST SHOULD BE PRESENT
Motivation Ability must be in sync to work
ability RESOURCES
DO I HAVE THE Time Physical Effort Social Deviance
SKILLS TO DO Money Brain Cycles Non-Routine
THIS?
Timing opportunity windows
trigger SPARKS = Trigger + Motivation + Ability
WHAT GETS ME TO FACILITATOR = Trigger + High Motivation - Ability
TAKE ACTION? SIGNAL = Trigger + Balanced Ability Motivation

72. OPPORTUNITY
WINDOWS OPEN
AND CLOSE

73. OPPORTUNITY
WINDOWS OPEN
AND CLOSE
THERE ARE ALWAYS WINDOWS
WHERE PERSUASION WILL BE
MORE EFFECTIVE.
Time / Place / Context

74. OPPORTUNITY
WINDOWS OPEN
AND CLOSE
in a good mood
worldview no longer makes sense
action can be taken immediately
Feel indebted because of favor
immediately after a mistake
immediately after denying a request

75. OPPORTUNITY
WINDOWS OPEN
AND CLOSE
in a good mood
Sync these with the
worldview no longer makes sense behavior you are trying
to Encourage
action can be taken immediately
Feel indebted because of favor
immediately after a mistake
immediately after denying a request

76. AVOID MISTAKES IN BEHAVIOR CHANGE
Persuasive Technology Lab at Stanford
1 BELIEVING THAT INFORMATION LEADS TO ACTION
2 FOCUSING ON ABSTRACT GOALS INSTEAD OF TANGIBLE BEHAVIOR
3 SEEKING TO CHANGE BEHAVIOR FORVER INSTEAD IN THE SHORT-TERM
4 ASSUMING BEHAVIOR CHANGE IS DIFFICULT
5 TRYING TO STOP OLD BEHAVIOR INSTEAD OF CREATING A NEW ONE
6 RELYING ON WILLPOWER FOR LONG-TERM CHANGE
7 ATTEMPTING BIG LEAPS INSTEAD OF BABY-STEPS
8 IGNORING HOW ENVIRONMENT SHAPES BEHAVIOR
9 BLAMING FAILURE ON LACK OF MOTIVATION
10 UNDERESTIMATING THE POWER OF TRIGGERS

77. AVOID MISTAKES IN BEHAVIOR CHANGE
Persuasive Technology Lab at Stanford
1 BELIEVING THAT INFORMATION LEADS TO ACTION
2 FOCUSING ON ABSTRACT GOALS INSTEAD OF TANGIBLE BEHAVIOR
3 SEEKING TO CHANGE BEHAVIOR FORVER INSTEAD IN THE SHORT-TERM
4 ASSUMING BEHAVIOR CHANGE IS DIFFICULT
5 TRYING TO STOP OLD BEHAVIOR INSTEAD OF CREATING A NEW ONE
6 RELYING ON WILLPOWER FOR LONG-TERM CHANGE
7 ATTEMPTING BIG LEAPS INSTEAD OF BABY-STEPS
8 IGNORING HOW ENVIRONMENT SHAPES BEHAVIOR
9 BLAMING FAILURE ON LACK OF MOTIVATION
10 UNDERESTIMATING THE POWER OF TRIGGERS

78. USE FRAMEWORKS
AS HEURISTICS FOR BEHAVIOR DESIGN
STEPHEN ANDERSON’S
MENTAL NOTES

79. USE FRAMEWORKS
AS HEURISTICS FOR BEHAVIOR DESIGN
DAN LOCKTON’S
DESIGN WITH INTENT

80. USE STORY
Remember we are all the hero of our own stories.

81. Kelsey Ruger’s Face Reve
Story Halo wer
Ans all
C
The Trial lat
Triu ions &
mph
The s
ir
he ns
T o
Th f Ev
ind irati
e C en
F p
o
As DELIVERY
lim ts
ax
(Middle)
e
rs
Ch et Th
cte
RE (E
ara
Me
The e Endin
SO ND)
gin P
Th
g)
Reso
(Be TU
nin
LU
lutio
SE
TIO
Set The
Stage
n&
g
N
I N S P I R E
Presentation
ta
ting Da
Learnin
Story Halo
es
Eth ibility
& Sourc
(Cr
Styles
os
e
)
g
Suppor
gic
d
os )
ng
Lo
(Lo
Un Pathos
nt
Sto ivers (Emotion) n te re
rie al Co uctu
s Str
Met ry &
a Sto age
Sub ries & Im
Plot Vi sual yout
s La

82. Face Reve
er lat
A nsw ll The Trial Triu ions &
Ca mph
The s
ir
he ns
d T tio
Th f Ev
Fin pira
e C en
o
As DELIVERY
lim ts
ax
e
(Middle)
rs
Ch et Th
cte
RE
ara
Me
The e Endin
S
P
Th
)
OL D)
Reso
ing
(Be TU
(EN
n
UT
lutio
gin
SE
Set The
IO
Stage
n&
g
N
I N S P I R E
INITIATE
CHANGE BY USING
CONTRAST IN YOUR DELIVERY

83. Face Reve
er lat
A nsw ll The Trial Triu ions &
Ca mph
The s
ir
he ns
d T tio
Th f Ev
Fin pira
e C en
o
As DELIVERY
lim ts
ax
e
(Middle)
rs
Ch et Th
cte
RE
ara
Me
The e Endin
What Gets
S
P
Th
)
OL D)
Reso
ing
Them Going? (Be TU
(EN
n
UT
lutio
gin
SE
Set The
IO
Stage
n&
g
N
I N S P I R E
INITIATE
CHANGE BY USING
CONTRAST IN YOUR DELIVERY

84. Face Reve
er lat
A nsw ll The Trial Triu ions &
Ca
What Will
mph
The s
ir
he ns
d T tio They Face?
Th f Ev
Fin pira
e C en
o
As DELIVERY
lim ts
ax
e
(Middle)
rs
Ch et Th
cte
RE
ara
Me
The e Endin
What Gets
S
P
Th
)
OL D)
Reso
ing
Them Going? (Be TU
(EN
n
UT
lutio
gin
SE
Set The
IO
Stage
n&
g
N
I N S P I R E
INITIATE
CHANGE BY USING
CONTRAST IN YOUR DELIVERY

85. Face Reve
er lat
A nsw ll The Trial Triu ions &
Ca
What Will
mph
The s
ir
he ns
d T tio They Face?
Th f Ev
Fin pira
e C en
o
As DELIVERY
lim ts
ax
e
(Middle)
rs
Ch et Th
cte
What Will
RE
ara
Me
The e Endin
What Gets
S
P
Th
)
OL D)
Reso
They Learn?
ing
Them Going? (Be TU
(EN
n
UT
lutio
gin
SE
Set The
IO
Stage
n&
g
N
I N S P I R E
INITIATE
CHANGE BY USING
CONTRAST IN YOUR DELIVERY

86. PRODUCE
MEANING FOR THE HERO
BY CREATING A BALANCED MESSAGE
I N S P I R E
Presentation
ta
ting Da
Learnin
Story Halo
es
Eth ibility
& Sourc
(Cr
Styles
os
e
)
g
Suppor
gic
d
os )
ng
Lo
(Lo
Un Pathos t
Sto ivers (Emotion) en re
nt tu
rie al Co uc
s Str
M et ry &
a Sto age
Sub ries & m
Plot ual I out
Vis Lay
s

87. ENGAGEMENT MEANS...
Using persuasion, understanding emotion building trust

88. BRAIN SCIENCE AT WORK
WHAT MAKES US TICK
REPTILIAN BRAIN LIMBIC BRAIN NEOCORTEX
Controls instinctual action Controls EMOTION Controls logic and ration
I feel like I know I’ll give you 10
I WANT FOOD! reasons why I WANT
Feed ME! why I want Food
Food.

89. HOW DO YOU
TIE THESE IDEAS
TOGETHER?

90. TRUST CREDIBILITY
CONSISTENCY
PEOPLE LOOK FOR CONSISTENT MESSAGES
One of the fastest-moving destroyers of trust is inconsistency.
inconsistent messages internally externally can have
significant repercussions.

91. TRUST CREDIBILITY
STANDARDS
PEOPLE WANT BALANCED STANDARDS
If people believe that an individual or the company has
inconsistent standards, their trust will be eroded. People keep
score – relentlessly.

92. TRUST CREDIBILITY
DISCLOSURE
WHEN PEOPLE LACK INFORMATION THEY WILL
MAKE UP THEIR OWN STORIES
When making changes Avoid potential break downs in trust. if
People don’t know the full story (maybe the full story doesn’t
exist yet), they’ll quite naturally over-interpret any shard of
information they get their hands on. Usually negatively.

93. 6 PRINCIPLES OF
PERSUASION

94. 6 PRINCIPLES OF
PERSUASION
PRINCIPLE: LIKING
PEOPLE LIKE THOSE LIKE THEM, WHO LIKE THEM
Business Application
Similarity - Create early bonds with new peers,bosses,
and direct reports by informally discovering common
interest—you’ll establish goodwill and trustworthiness.
Praise - Charm and disarm. Make positive remarks
about others—you’ll generate more willing compliance.

95. 6 PRINCIPLES OF
PERSUASION
PRINCIPLE: RECIPROCITY
PEOPLE REPAY IN KIND
Business Application
Lend a hand to a customer who needs help; you’ll get his
help later.

96. 6 PRINCIPLES OF
PERSUASION
PRINCIPLE: SOCIAL PROOF
PEOPLE FOLLOW THE LEAD OF SIMILAR OTHERS
Business Application
Use peer power to influence horizontally, not vertically;
e.g., ask an esteemed “old timer” to support your
new initiative if other veterans resist.

97. 6 PRINCIPLES OF
PERSUASION
PRINCIPLE: CONSISTENCY
PEOPLE FULFILL WRITTEN PUBLIC AND VOLUNTARY
COMMITMENTS.
Business Application
Make others’ commitments active, public, and voluntary.
If you want customers to donate by a certain date, get that
understanding in writing (a memo); make the
commitment public (note other customer’ agreements
with the memo); and link the commitment to the
customer’s values (the impact of donations on community
spirit).

98. 6 PRINCIPLES OF
PERSUASION
PRINCIPLE: AUTHORITY
PEOPLE DEFER TO EXPERTS WHO PROVIDE
SHORTCUTS TO DECISIONS REQUIRING
SPECIALIZED INFORMATION.
Business Application
Don’t assume your expertise is self-evident. Instead,
establish your expertise before doing business with new
colleagues or partners; e.g., in conversations before an
important meeting, describe how you solved a problem
similar to the one on the agenda.

99. 6 PRINCIPLES OF
PERSUASION
PRINCIPLE: SCARCITY:
PEOPLE VALUE WHAT’S SCARCE
Business Application
Use exclusive information to persuade. Influence and
rivet key players’ attention by saying, for example:“…
Just got this information today. It won’t be distributed
until next week.”

100. LESSONS IN A TWEET
1 WE not rational, We still ruled by emotion,
that’s what makes us human
2 The more you know about people, the more you
will know about what you should be doing in
marketing product development