Influence: The Psychology of Persuasion

by Robert B. Cialdini

“If you want things to stay as they are, things will have to change,”

Civilization advances by extending the number of operations we can perform without thinking about them.

we tend to pay attention to differences rather than similarities.

“Since 95 percent of the people are imitators and only 5 percent initiators, people are persuaded more by the actions of others than by any proof we can offer.”

Clearly, then, as a victim you must do more than alert bystanders to your need for emergency assistance; you must also remove their uncertainties about how that assistance should be provided and who should provide it. What would be the most efficient and reliable way to do so? Based on research findings, my advice would be to focus on one individual in the crowd, then stare at, speak to, and point directly at that person and no one else: “You, sir, in the blue jacket, I need help. Call 911 for an ambulance.” With that one utterance, you would dispel all the uncertainties that might prevent or delay help. With that one statement you will have put the man in the blue jacket in the role of “rescuer.” He should now understand that emergency aid is needed; he should understand that he, not someone else, is responsible for providing the aid; and, finally, he should understand exactly how to provide it. All the scientific evidence indicates the result should be quick, effective assistance.

“By far the strongest predictor of whether we install solar panels, buy electric cars, eat more responsibly, and support climate-friendly policies is the percentage of peers who take those steps.”

Annual deaths in the United States from medical errors exceed those of all accidents, and, worldwide, 40 percent of primary- and outpatient-care patients are harmed by medical errors each year.

“All you have to do is agree to this proposal, and we will have a deal.” I thought I recognized the problem and suggested a minor wording change to, “We have a deal. All you have to do is agree to this proposal.”

When screening potential jurors before a trial, Jo-Ellen Demitrius, reputed to be the best consultant in the business of jury selection, asks an artful question: “If you were the only person who believed in my client’s innocence, could you withstand the pressure of the rest of the jury to change your mind?” How could any self-respecting prospective juror say no? And having made the public promise, how could any self-respecting selected juror repudiate it later?