Dr. Robert Cialdini and 6 principles of persuasion.Image.Marked文档.pdfVIP

Dr. Robert Cialdini and 6 principles of persuasion.Image.Marked文档.pdf

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Dr. Robert Cialdini and 6 principles of persuasion.Image.Marked文档

Dr. Robert Cialdini and 6 principles of persuasion By Tom Polanski, EVP, eBrand Media and eBrand Interactive I have long been a big fan of Dr. Cialdini. I originally became familiar with his work years ago through, “Influence: The Psychology of Persuasion”. It ’s a must read. It gave me useful tools to use for marketing to others and taught me how to resist the marketing efforts of others. Here is a reprint from a leading publication regarding his work and a new book he’s co- authored. It’s the cliff notes version of his original book which I referenced in the preceding paragraph. SUMMARY: Influencing others isn’t luck or magic – its science. There are proven ways to help make you more successful as a marketer and an office politician. We talked to a renowned expert on the science of influence and pulled excerpts from two of his books to demonstrate ways to make people say “yes” to your messaging and management. Includes links to scientific studies and takeaways to use at work or at home. Robert Cialdini, Regents’ Professor of Psychology and Marketing, Arizona State University, has spent 30 years studying the ways people are influenced. He’s whittled his findings down to six key principles, found in the fifth edition of ‘Influence: Science and Practice’. We interviewed Cialdini and also read through ‘Yes! 50 Scientifically Proven Ways to Be More Persuasive’, a book he co-authored with Noah Goldstein, a professor at the University of Chicago School of Business, and Steven Martin, Director, Influence at Work. The authors “relied entirely on the significant body of research from the study of social influence and persuasion” to suggest ways you can improve outbound messages and office interactions to get the results you want. Science behind the Principles “People’s ability to understand the factors that affect their behavior is surprisingly poor,” Cialdini says. Most people can’t explain why they made a particular decision. But Cialdini can. A

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