Issue link: https://epubs.iltanet.org/i/7694
www.iltanet.org The Business of Law 47 successful businesses are built on good decisions social proof, liking, authority, and scarcity. Each is a trigger for a fixed-action pattern of compliance with the person who leveraged the tool. reCiProCaTion The concept of exchanging favors is a basic one. In business, however, it is important to recognize the power of reaching an arrangement through reciprocation. The benefit of this particular tool lies not only in getting something you want, but also in its effect on the person who accepted the exchange. That person now feels responsible for the final arrangement, and therefore feels much more satisfied with it. These feelings of responsibility and satisfaction generate a sense of commitment to carrying the arrangement through to its conclusion. Also noteworthy is evidence suggesting that even when the favor requested is substantially greater than the favor given, the mental reciprocation tape will still play. Think about the effect on negotiating and concessions: if you concede even a small item, the other party's innate desire to return the favor (and no longer owe you) is so deep that he or she can be persuaded to concede more than you did. CoMMiTMenT anD ConSiSTenCy Our culture values consistency. Those who change their minds are considered at best indecisive, and, at worst, untrustworthy holders of a double standard. Put peoples' own words in front of them, and rather than admit they have changed their minds or made mistakes, they will, more often than not, defend them for the sake of appearing consistent. Gaining commitment from another, therefore, can be as simple as tying a current decision to a past decision or action of that party. If that past event was public, commitment will likely be swift since both self-image and public image are at play. SoCiaL Proof If your organization is like most, its decision makers like to see what everyone else is doing before making a decision. Showing that others have made the same decision lends invaluable credibility to your decision analysis. There are two important points to note, however, when leveraging social proof: • The greater the similarity between the other decision makers and your organization (e.g., both mid-size law firms), the greater the power of the social proof. • Social proof is most powerful in situations of uncertainty, when your organization does not know which option to choose. If it does have reasons for selecting a particular option, it is more likely to stick with its choice (remember consistency?) than to change its mind simply because others made a different decision. Liking Almost nothing triggers the mental persuasion tape better than liking. Think of celebrities selling products — our minds automatically assign the qualities we see in one person or object to linked people and objects. This concept on its own feels familiar, but "Influence" goes on to define the factors affecting our likes and dislikes: