The principles—reciprocation, liking, social proof, authority, scarcity, commitment and consistency, and unity—are discussed both in terms of their function in society and in terms of how their enormous force can be commissioned by a compliance professional who deftly incorporates them into requests for purchases, donations, concessions, votes, or assent.1 Each principle is examined as to its ability to produce a distinct kind of automatic, mindless compliance from people: a willingness to say yes without thinking first. (Location 114)
Research shows that messages are more likely to be successful if recipients can first be made to feel positively toward the messenger. Three of the seven principles of influence—reciprocation, liking, and unity—seem particularly appropriate to the task. (Location 126)
reciprocation, liking, and unity for when relationship cultivation is primary; followed by social proof and authority for when reducing uncertainty is foremost; followed in turn by consistency and scarcity for when motivating action is the principle objective. (Location 140)
The second important thing to understand is that we, too, have our preset programs, and although they usually work to our advantage, the trigger features that activate them can dupe us into running the right programs at the wrong times. (Location 201)
A well-known principle of human behavior says that when we ask someone to do us a favor, we will be more successful if we provide a reason. (Location 203)
The customers, mostly well-to-do vacationers with little knowledge of turquoise, were using a simplifying principle—a stereotype—to guide their buying: expensive = good. Research shows that people who are unsure of an item’s quality often use this stereotype. Thus the vacationers, who wanted “good” jewelry, saw the turquoise pieces as decidedly more valuable and desirable when nothing about them was enhanced but the price. Price alone had become a trigger feature for quality, and a dramatic increase in price alone had led to a dramatic increase in sales among the quality-hungry buyers. (Location 220)
Note: This is what folks at Apple are doing with the Vision pro Keeping the price high to lure customers who relate quality to the price of the item
We can’t be expected to recognize and analyze all the aspects of each person, event, and situation we encounter in even one day. We haven’t the time, energy, or capacity for it. Instead, we must often use our stereotypes, our rules of thumb, to classify things according to a few key features and then respond without thinking when one or another of the trigger features is present. (Location 259)
Psychologists have uncovered a number of mental shortcuts we employ in making our everyday judgments. Termed judgmental heuristics, these shortcuts operate in much the same fashion as the expensive = good rule, allowing for simplified thinking that works well most of the time but leaves us open to occasional, costly mistakes. (Location 269)
We resist the seductive luxury of registering and reacting to just a single (trigger) feature of the available information when an issue is important to us. (Location 289)