To Sell Is Human: The Surprising Truth About Moving Others

by Daniel H. Pink

A few years ago, a team of behavioral scientists led by Shirli Kopelman of the University of Michigan tested this proposition by simulating a series of negotiations. In one experiment, they presented their participants, executives who were pursuing MBAs, with the following scenario. You’re planning a wedding. Several weeks ago, you made provisional arrangements with a catering company that had provided a good-faith estimate of $14,000 for its services. Now you are about to meet the caterer’s business manager, who’s come bearing bad news. Because of market fluctuations, the estimate has increased to $16,995. What’s more, the caterer has another client ready to take the date if you don’t sign the contract. Unbeknownst to the participants, they’d been divided into three groups. And while the “business manager” (a specially trained actor) gave each of the three groups precisely the same explanation for the changed price, and offered identical terms and conditions for the catering, she varied her emotional approach. To one group, she displayed positive emotions. She “spoke with a friendly tone, smiled often, nodded her head in agreement, and appeared cordial and inviting.” To another, she “spoke antagonistically, appeared intimidating, and was insistent.” To the final group, she “used an even and monotonic voice, displayed little emotion, and spoke in a pragmatic manner.”7 The business manager’s affect had a significant effect. Those who’d heard the positive-inflected pitch wer...