Shape attitudes.
sway decisions.
shift behavior.
influence 51: Move people
motivation, PERSUAsion, IMPACT
We all want to motivate more effectively, persuade more convincingly, and maximize our impact. Science shows us how.
HOW TO communicate persuasively
Attitudes are complex. Learn how we form them and what causes us to reconsider them in order to craft communication strategies that connect, convince, and ultimately change minds.
Learn how our financial clients use our services to convince their own clients to adopt more prudent decision-making among their own clients.
Learn how our political clients use our services to create communications that resonate with their supporters and win over undecided voters.
Learn how our charity and non-profit clients use our services to tailor their messages to increase impact and garner greater support.
HOW TO impact decision-making
If you understand how people choose, you can better predict what they will choose. Learn about the factors that influence choice to more effectively impact consumer, legal, and organizational decision-making.
Learn how our healthcare and medical clients use our services to encourage their patients choose and adhere to healthier lifestyles.
Learn how our legal clients use our services to equip their teams with psychologically-informed courtroom strategies designed to change minds.
Learn how our restaurant clients use our services to influence customer choice by optimizing both their pricing strategies and menu layouts.
HOW TO motivate action
If we want to drive people to take action, we need to understand the dynamics of behavior change: what inspires us to engage, motivates us to participate, and shifts the way we operate?
Learn how our leadership clients use our services to become more powerful motivators of both behavior and culture change.
Learn how our community clients use our services to maximize the number of citizens who participate in voting and other civic initiatives.
Learn how our government clients use our services to promote greener habits such as sustainable living, energy reduction, and recycling.
THREE COMMON MISTAKES
From assuming humans are rational creatures to believing persuasion is about “overpowering” someone with logic, Founder and CEO JonRobert Tartaglione discusses three common influence mistakes.
THE FIVE PRINCIPLES OF INFLUENCE
Influence is an incredibly complex concept. While by no means exhaustive, the five principles below represent the most important things you should know about human nature prior to designing any influence strategy.
principle 1:
the human brain is not a computer
Humans are not perfectly rational creatures. Our brains were not built to maximize accuracy, but rather to find an optimal equilibrium between accuracy and effort. As a result, people are prone to a set of common cognitive “errors” that are both systematic in nature and predictable in direction. Understanding the patterns of the cognitive biases and heuristics to which we are all susceptible allows us to better anticipate how one will think and behave and, consequently, position us to better influence those processes.
principle 2:
our social nature matters
Who we fundamentally are can be a tricky thing. We act one way in our social circles, another in our professional networks, and yet another way with our families and loved ones. Whether we like it or not, our character has a great deal of fluidity based on our social context. Individuals who understand how the presence of others moderates behavior have a distinct advantage over their less-informed peers. A conceptual grasp of how particular social dynamics can moderate processes like conformity, groupthink, and compliance can prove an immensely valuable asset in your ability to influence.
principle 3:
our political sensibilities matter
Liberals and conservatives differ more than just inside the voting booth. Individuals on opposite ends of the political spectrum diverge emotionally, psychologically, and philosophically. These differences create irreconcilable world views, wherein people can be presented with identical information yet process it in disparate ways, ultimately receiving two fundamentally different messages. Understanding how political orientation impacts how messages are received allows us to design the most potent communication strategies for influencing opposing constituencies.
principle 4:
OUR APPROACH matters
Many people operate under the assumption that, if someone is provided with strong enough arguments for why they should change their minds, then they’ll be forced to shift their opinions; that persuasion is, in essence, about “overpowering someone with logic.” But humans are complex and sometimes stubborn creatures, and often being told “you have to do this” is all the motivation they need to look for ways to do the exact opposite. Consequently, persuasion is never an act of force, but rather a process: of gaining someone’s trust, their respect, and ultimately their willingness to consider an alternative point of view. Thus, in many ways, persuasion is less about your argument than it is about your approach.
principle 5:
our structure and presentation matters
The color gray is neither light nor dark; rather, its brightness depends on the color to which it is contrasted. Next to a white pillow, a gray blanket looks dark, yet next to a black coat it appears light. Similarly, persuasive appeals can gain or lose impact depending on what information is included (or omitted) and how it is framed. The content you present is important, but what you choose to include and how you choose to include it is equally critical. One must pay attention to not only the substance of their offering, but also the careful construction of its presentation.
