Quotes from Robert B. Cialdini

PINE: I guess your long hair makes you a girl. ZAPPA: I guess your wooden leg makes you a table.

There is no expedient to which a man will not resort to avoid the real labor of thinking." With

A person can trigger a feeling of indebtedness by doing us an uninvited favor (Paese & Gilin, 2000). Recall that the rule states only that we should provide to others the kind of actions they have provided us; it does not require us to have asked for what we have received in order to feel obligated to repay.

But more telling for me as a persuasion scientist attuned to pre-suasive approaches was how Mr. Buffett began that all-important section.

As an old adage advises, "If you really want to get something done, you've got three options: do it yourself, pay top dollar, or forbid your teenagers to do it.

Not all commitments affect self-image, however. There are certain conditions that should be present for a commitment to be effective in this way: they should be active, public, effortful, and freely chosen.

As Samuel Butler wrote more than 300 years ago, "He who agrees against his will / Is of the same opinion still.

I needed to determine whether those reasons were genuine or mere justifications for my decision to stop there. So I asked myself the crucial question, "Knowing what I know about the real price of this gasoline, if I could go back in time, would I make the same choice again?" Concentrating on the first burst of impression I sensed, I received a clear and unqualified answer. I would have driven right past.

The key to the success of this method is that each new prospect is visited by a salesperson armed with the name of a friend "who suggested I call on you." Turning the salesperson away under those circumstances is difficult; it's almost like rejecting the friend.

That's why it is so important to be alert to a sense of undue liking for a compliance practitioner. The recognition of that feeling can serve as our reminder to separate the dealer from the merits of the deal and to make our decision based on considerations related only to the latter.

Las acciones pueden abarcar desde tamborileo con los dedos en un laboratorio, sonreír en una conversación o cambiar de postura en una interacción entre profesor y alumno; todos ellos, si se realizan de forma sincronizada, hacen que las personas mejoren sus respectivas evaluaciones entre sí.

This pattern offers a valuable lesson for would-be rulers: When it comes to freedoms, it is more dangerous to have given for a while than never to have given at all. The problem for a government that seeks to improve the political and economic status of a traditionally oppressed group is that, in so doing, it establishes freedoms for the group where none existed before. Should these now established freedoms become less available, there will be an especially hot variety of hell to pay.

Each prospect who was interested enough to want to see the car was given an appointment time—the same appointment time. So, if six people were scheduled, they were all scheduled for, say, 2:00 that afternoon. This little device of simultaneous scheduling paved the way for later compliance because it created an atmosphere of competition for a limited resource.

The noted archaeologist Richard Leakey ascribes the essence of what makes us human to the reciprocity system: "We are human because our ancestors learned to share their food and their skills in an honored network of obligation,"9

People rarely make decisions in a vacuum; in other words, our choices are almost always influenced by context,

Where all think alike, no one thinks very much. —WALTER LIPPMANN I

conocido principio del comportamiento humano, cuando pedimos a alguien que nos haga un favor, tendremos más posibilidades de conseguirlo si le damos un motivo. A las personas les gusta tener motivos para hacer algo.