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Persuasion For
Presales.
Stefano Picozzi blog.emergitect.com
Decision Making
Stefano Picozzi blog.emergitect.com
Vulcan Decision Service Facts Decision
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Stefano Picozzi blog.emergitect.com
Earthling Decision Service
Cogni8ve Biases
T h i n k i n g S l o w Reflec7ve System System 2 Deliberate, effor?ul
Thinking Fast Reflexive System System 1 Intui7ve, Impulsive
Informa8on
Influence
Raw Data
Context
Decision
Energy Levels
Memory
Fallacies
Sex & Food
Unknown
Heuris8cs
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Rela8onal Frames
Emo8ons
Values
AHen8on
Stefano Picozzi blog.emergitect.com
PMO
Transform
FMO Presales
dispari7es in es7mates when an iden7cal problem is presented in a different way. Framing Effect
Stefano Picozzi blog.emergitect.com
Heuris8c • Refers to experience-‐based techniques for problem solving, learning, and discovery. Heuris7c methods are used to speed up the process of finding a sa7sfactory solu7on, where an exhaus7ve search is imprac7cal.
• Examples of this method include using “rule of thumb", an educated guess, an intui7ve judgment, or common sense.
• In more precise terms, heuris7cs are strategies using readily accessible, though loosely applicable, informa7on to control problem solving
Stefano Picozzi blog.emergitect.com
Reciproca8on Consistency
Social Proof Liking
Authority Scarcity
Weapons of Influence
Stefano Picozzi blog.emergitect.com
Reciproca8on
• The rule says that we should try to repay, in kind, what another person has provided us. If a woman does us a favor, we should do her one in return.
• We are obliged to the future repayment of favors, gifts, invitations, and the like.
Stefano Picozzi blog.emergitect.com
Swapping Christmas Cards with ForgoHen Friends
Stefano Picozzi blog.emergitect.com
Human Decision Service
Coopera7on Bias
Informa8on
Reciprocity
Decision
You helped me build the business plan for my ESB project therefore I will help you by delivering a case study at the Power Lunch.
Stefano Picozzi blog.emergitect.com
Examples • Cooperation bias
– “tit-for-tat” based on the evolved capacity for reciprocal altruism, which enables the social exchange of favors and goods among unrelated conspecifics
• LinkedIn endorsement • Unprompted disclosure of a weakness
Stefano Picozzi blog.emergitect.com
Consistency
• It is quite simply our nearly obsessive desire to be (and appear) consistent with what we have already done.
• Those pressures will cause us to respond in ways that justify our earlier decision.
Stefano Picozzi blog.emergitect.com
Expecta8on of Victory Improves Once You’ve Wagered
Stefano Picozzi blog.emergitect.com
Human Decision Service
Confirma7on Bias
Informa8on
Consistency
Decision
I chose your products before therefore I will consider this new product as well.
Stefano Picozzi blog.emergitect.com
Examples
• Confirmation bias – the bias to seek out opinions and facts that support our own beliefs and hypotheses.
• Written testimonial
Stefano Picozzi blog.emergitect.com
Social Proof
• One means that we use to determine what is correct is to find out what other people think is correct.
• We view a behavior as more correct in a given situation to the degree that we see others performing it.
Stefano Picozzi blog.emergitect.com
SiPng During The Standing Ova8on
Stefano Picozzi blog.emergitect.com
Human Decision Service
Groupthink
Informa8on
Social Valida7on
Decision
My CIOs colleagues seem to be geXng into this open-‐source thing, so I will to.
Stefano Picozzi blog.emergitect.com
Examples
• Groupthink – the pressure to irra7onally agree with others in strong team-‐based cultures.
• JBUG
Stefano Picozzi blog.emergitect.com
Liking
• As a rule, we most prefer to say yes to the requests of someone we know and like.
• We automatically assign to good-looking individuals such favorable traits as talent, kindness, honesty, and intelligence.
Stefano Picozzi blog.emergitect.com
The SoQ Hard Sell of The Tupperware Party
Stefano Picozzi blog.emergitect.com
Human Decision Service
Affect Heuris7c
Informa8on
Liking
Decision
You seem like a nice bloke, so, OK, let’s do that mee7ng to discuss the new BPM project.
Stefano Picozzi blog.emergitect.com
Examples
• Representativeness – "like goes with like", the tendency to blindly classify objects based on surface similarity.
• Affect Heuristic – has7ly judging objects or people by an immediate feeling of "goodness" or "badness".
• F O R D • Mimicking
Stefano Picozzi blog.emergitect.com
Authority
• A deep-seated sense of duty to authority within us all.
• A multilayered and widely accepted system of authority confers an immense advantage upon a society.
Stefano Picozzi blog.emergitect.com
The Millgram Experiment Teacher Sends Fatal Electric Shock
Stefano Picozzi blog.emergitect.com
Human Decision Service
Authority Bias
Informa8on
Authority
Decision
You appear to know what you are talking about so I believe what you say about your product.
Stefano Picozzi blog.emergitect.com
Examples
• Authority Bias – A tendency to give extremely important weight to
the opinions of people in authority • Appeal to Authority
– Where something is deeded to be true just because of the person asserting it.
• Credentials
Stefano Picozzi blog.emergitect.com
Scarcity
• That opportunities seem more valuable to us when their availability is limited.
• Idea of potential loss play’s a large role in human decision making.
Stefano Picozzi blog.emergitect.com
Last Chance to Jump To The Front of The Queue
Stefano Picozzi blog.emergitect.com
Human Decision Service
Scarcity Heuris7c
Informa8on
Scarcity
Decision
“This is a rare an opportunity to meet our CTO who rarely visits Australia”. OK, then, lets do that execu7ve level mee7ng.
Stefano Picozzi blog.emergitect.com
Examples
• Scarcity Heuristic – A mental shortcut that places a value on
an item based on how easily it might be lost, especially to competitors
• Limited spaces, seats filling fast
Human Decision Service
Cogni8ve Biases
T h i n k i n g S l o w Reflec7ve System System 2 Deliberate, effor?ul
Thinking Fast Reflexive System System 1 Intui7ve, Impulsive
Informa8on
Influence
Raw Data
Context
Decision
Energy Levels
Memory
Fallacies
Sex & Food
Unknown
Heuris8cs
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Rela8onal Frames
Emo8ons
Values
Stefano Picozzi blog.emergitect.com
Read • Chance, P. (2006). First Course in Applied Behavior Analysis (p.
483). Waveland Pr Inc. Cialdini, R. B. (2001). The Science of Persuasion. Scien7fic American, (February), 76–81.
• Kahneman, D. (2011). Thinking, Fast and Slow (1st ed., p. 511). Farrar, Straus and Giroux.
• Pink, D. H. (2011). Drive: The Surprising Truth About What Mo7vates Us (p. 272). Riverhead Books.
• Richard H Thaler, C. R. S. (2012). Nudge: Improving Decisions About Health, Wealth and Happiness (p. 294). Penguin Group(CA).
• Rock, D. (2008). SCARF : a brain-‐based model for collabora7ng with and influencing others. NeuroLeadershipJOURNAL, (1).
Stefano Picozzi blog.emergitect.com
The end.
Stefano Picozzi blog.emergitect.com
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