This is part of a series of information/stories delivered from the INCREDIBLE book, “Influence: The Psychology of Persuasion” by Robert Cialdini. If you work or live a life where you have to get people to do thing, Influence studies and explains the 6 most powerful forces to persuade people. No other book has been recommended to me more, by people smarter than both of us.
In short, they are:
2) Social proof
3) Commitment & Consistency
4) Liking: People prefer to say ” yes” to those they know
And they will be a game changer for you and your business.
Today we elaborate on Social Proof.
No leader can hope to persuade, regularly and single-handedly, all the members of the group. A forceful leader can reasonably expect, however, to persuade some sizable proportion of group members. Then the raw information that a substantial number of group members has been convinced can, by itself, convince the rest. Thus the most influential leaders are those who know how to arrange group conditions to allow the principle of social proof to work maximally in their favor.
There are two types of situation in which incorrect data cause the principle of social proof to give us poor counsel. The first occurs when the social evidence has been purposely falsified. Invariably these situations are manufactured by exploiters intent on creating the impression—reality be damned—that a multitude is performing the way the exploiters want us to perform.
In addition to the times when social evidence is deliberately faked, there is another time when the principle of social proof will regularly steer us wrong. In such an instance, an innocent, natural error will produce snowballing social proof that pushes us to the incorrect decision. The pluralist ignorance phenomenon, in which everyone at an emergency sees no cause for alarm, is one example of this process.