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Racism. Terrorism. Gay marriage. Scandals. Islam. Guns. Religion. As the US presidential race goes into its final weeks, these are the topics that are making the headlines. And though we’d like to think that we base our decisions on the issues, platforms and values of the candidates, the truth is that many of us are successfully persuaded by the parties based on our emotions.
This article focuses on persuasion, how the brain makes decisions and what each of us can do to become more persuasive in our business and personal lives.
THE SCIENCE OF PERSUASION
Selling a product or service.
Managing people.
Getting your children (or spouse) to do what you ask.
Interviewing for a job.
Pitching an idea at a meeting.
Requesting a budget for a business initiative.
The common thread of all of the above is that they are all acts of persuasion. Dr. Maynard Brusman (www.workingresources.com), a renowned consulting psychologist and one of the foremost executive coaches in the United States, wrote a report on the “Brain Science of Persuasion” that was so good, I (persuasively) asked if I could reprint parts of it here for you. Below are some of the highlights...
FEELINGS FIRST, LOGIC LATER
We’ve discovered a great deal in the last 10 to 15 years about how the human brain processes information. With the recent advent of live, real-time brain-imaging technology, we can now look at what happens inside the brain as we process information, make decisions and respond to others.
Most of us try to persuade by using our best arguments, best data, logical flow charts and rationality to generate the thinking, decisions and actions we seek. Business leaders still believe everyone relies heavily on logic and reason to make decisions. We’ve traditionally believed that emotion wreaks havoc on rationality, especially in business.
As science evolves, we’re starting to realize that emotions come first. Not only do they guide our decisions and actions, but we’re incapable of making decisions without them. Emotional context helps us make the best choices, often in a split second, long before the rational centers of the brain are even activated.
ETHOS, LOGOS AND PATHOS
Aristotle identified the three basic elements of every persuasive argument:
Ethos: The credibility, knowledge, expertise, stature and authority of the person trying to persuade.
Logos: The appeal of logic, reason, cognitive thinking, data and facts.
Pathos: The appeal to the emotions; the non-cognitive, non-thinking motivations that affect decisions and actions.
These elements are the powerful cornerstones of every persuasive argument or presentation. They aren’t weighted equally, however, and therein lies the hidden secret of unlocking your persuasive powers.
Research on the brain during decision-making reveals that we respond to persuasive attempts either analytically or automatically.
Those who respond analytically use a reasoned evaluative approach to come to a decision, but this requires enormous mental energy. The brain uses up reserves of glucose and calories whenever it evaluates. And because it’s human nature to conserve energy, most of us won’t respond with the extra effort required to be analytical.
In fact, most people slip into automatic response mode whenever possible. This doesn’t mean we’re lazy; it’s actually a primitive survival instinct. We automatically take the easy way to conserve energy in case we’re attacked or threatened.
That’s why most people don’t act on logic and reason. We make emotional decisions and then justify them with logic and reason.
THE BRAIN’S TRIGGER CENTER
This doesn’t mean you can skip logical arguments, but it does place less emphasis on reason and more on emotion. When you understand that people want to make rapid automatic and accelerated decisions, you can make it easier on those you’re trying to influence and increase your success at persuasion.
How do we generate automatic influence? With triggers. A trigger is any stimulus that will help us make a non-thinking decision or action. We are preprogrammed to comply with requests when a trigger is activated. It’s simply a shortcut to avoid the pain and effort of mental activity.
SEVEN SUPER TRIGGERS
Research has identified seven “Super Triggers” that each of us can use to enhance our persuasiveness:
1. The Friendship Trigger: We are more easily influenced by people we like, and the best way to activate friendship is through similarity, connections and common interests.
2. The Authority Trigger: We respond with unthinking, automatic compliance to those we believe have authority, credibility and power. This trigger works because we assume the person in position of authority has done the evaluation work for us. (PhD, MD, JD, MBA, etc.)
3. The Consistency Trigger: Our internal guidance system compels us to be consistent in the way we see ourselves and the peers we admire. (e.g. voting along party lines)
4. The Reciprocity Trigger: One of the strongest, most universal internal triggers is the law of giving and receiving, or quid pro quo. Reciprocity is the desire to give back to someone who has given us a gift. (e.g. free samples)
5. The Contrast Trigger: Framing a proposition so it appears more desirable than an alternative. Always present the most onerous approach first, followed by what you really want. (e.g. a salesperson presents you with a very expensive suit, then the next, slightly less expensive suit seems more reasonable)
6. The Reason Why Trigger: The brain looks for shortcuts to doing mental work. When you present a valid reason to accept a proposition, you achieve compliance.
7. The Hope Trigger: This is one of the strongest persuaders, underlying all others. Once we perceive an opportunity to satisfy our hopes, we seldom rely on rational, cognitive thought or logic before we act. (e.g. gambling, lotteries)
Next time you try to persuade, ask yourself this question: Aren't you being a bit too reasonable?
- Robert Graham
Robert Graham is the Principal of GrahamComm, LLC (www.grahamcomm.net), a consulting and training company that helps clients increase their sales and deliver outstanding presentations. He can be reached at 415-652-0763 or Robert@grahamcomm.net.
Re-Print Conditions
We offer this article on a nonexclusive basis. You may reprint or repost this material as long as Robert Graham’s name and contact information is included. Robert@grahamcomm.net, 415-652-0763, www.grahamcomm.net.
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