The six principles of influence that are discussed in the video are:
Reciprocity- people are obliged to give back to others what they have received from them. Real life examples would include: inviting a friend to a party because they invited you to theirs; a colleague helping you with something meaning that you ‘owed them a favour’. People are motivated to help people that they feel they ‘owe’ in some way. If you are going to use ‘reciprocity’ as a technique, make sure you are the first person to give, and that what you have given is personalised and unexpected.
Scarcity- people want more of the things that can have less of. Limiting a resource increases its value to people even when nothing else about the resource has changed . To use this technique, you need to go beyond talking about the benefits of your vision - you need to explain why it is unique and what the person will lose if they do not invest in your vision.
Authority- people will follow the lead of credible, knowledgeable experts. It is important that people regard you as a credible, reliable expert before you make your influencing attempt. Asking someone to do this on your behalf will increase people’s trust in you and make them more likely to seriously consider your position.
Consistency- looking for, and asking for, commitments that can be made. If you are using this principle, look for voluntary, active and public commitments and secure those commitments in writing.
Liking- people prefer to say yes to people that they like. Research suggests that we like people who are similar to us, who pay us compliments and cooperate with us towards mutual goals. As more and more of our professional and personal interactions happen online, it is worth thinking about how we can make our online interactions more human and personable to influence people more effectively. Look for similarities that you have with the person you are hoping to influence, and think about genuine compliments that you could give them before beginning your negotiation.
Consensus- particularly when they are uncertain, people will look to the actions of others to inform their own behaviour. This means that if we show that the majority of people agree with our point of view, or that people who are admired by the stakeholder believe in our policy vision, this can be a powerful influencing tool.
Where have you seen one or more of these factors work well? Share your experiences in the comments section.
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