INFLUENCE: HOW TO MOVE PEOPLE

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Elizabeth Pisani, Epidemiologist

RATIONALIS THE DOMINANTPARADIGMIN PUBLIC HEALTH

What you’re up against

Six areas of influence

What it takes

How it’s done

What’s the really all about?

WE ALL RESITCHANGE

Change bias

Cognitive biases

Staus quo bias, system justificationEndowment effect

WE ARE MOTIVATED BYAUTONOMY

Intrinsic motivation

Self determination theory

Not independence: Acting with choice

HOW INFLUENCE WORKS

Robert Cialdini and Steve Martin

RECIPROCITY

SCARCITY

AUTHORITYCredibility

Expertise Trustworthiness

Similarity

CONSISTENCY

LIKING

CONSENSUS

Robert Cialdini and Steve Martin, Yes!: 50 secrets from the science of persuasion

RECIPROCITYSCARCITYAUTHORITYCONSISTENCYLIKINGCONSENSUS

WHAT IT TAKES

Harry M. Jansen Kraemer Jr.

SELF REFLECTION(THE COURAGE TO DECLARE)

Kraemer

Jim Collins

BALANCE(A CERTAIN PLAY OF TOLERANCE)

Kraemer

Simon Critchley

SELF CONFIDENCE(BEING A LOT MORE OF WHO YOU ALREADY ARE)

Kraemer

Tom Rath

HUMILITY(THE EMOTIONAL TASK OF A LEADER IS PRIMAL)

Kraemer

Daniel Goleman

HOW IT’S DONE

Daniel Pink

DARE NOT SPEAK ITS NAME

WHO SELLS?

ATTUNEMENTBUOYANCYCLARITY

ATTUNEMENTShifting PowerHead Heart BalanceSmart mimicryAmbiverterity

Where do you anchor?Those who assume lower power sell better.I’m sitting in the small chair so you can sit in the big one.

ATTUNEMENT- HEAD/HEART BALANCE

ATTUNEMENT - HEAD/HEART BALANCEPerspective-taking is cognitiveEmpathy is emotionalQuestions and data-gathering to get to the core of what the other person is thinking.

ATTUNEMENT - SMART MIMICRYChameleonsWait staff who repeat verbatim - 70% more tips.The ability to chameleonLight touching

Petition-gathering nearly 30% more effective

ATTUNEMENT - AMBIVERTERITYAbiverts - between extro and introToo social is as bad as too removedToo much contact can be worse than too little

ATTUNEMENT - LET’S TRYWhat’s in common? (five minutes)

BUOYANCYWhat does rejection mean?

BUOYANCYBeforeDuringAfter

BUOYANCY - BEFORESelf-talkInterrogative self-talk

BUOYANCY - DURINGPositivity RatiosNegativity narrows, positivity broadensWell being study: 3 to 1.

BUOYANCY - AFTERExplanatory styleLearned helplessnessPermanent, pervasive, personal vs.Temporary, specific, externalFlexible optimism: Optimism with your eyes open

CLARITYFind the problemFrame it upShow me the way home

CLARITY - THE RIGHT PROBLEMSLearning from artists

Problem solving vs. problem finding

CLARITY - THE RIGHT PROBLEMS

Frame it up

Five frames:1. Less is more2. What’s the experience?3. Labels matter4. Nobody’s perfect (blemishing effect)5. Everyone loves the upside

CLARITY- THE RIGHT PROBLEMS

Show me the way home

CLARITY- THE RIGHT PROBLEMS

PITCHINGInvolve the catcher.

The most compelling ideas create conversations.

Pink’s Six Successors to the Elevator Pitch:1. One Word Pitch (Saatchi and Saatchi)2. Question Pitch3. Rhyming Pitch4. Subject Line Pitch5. Twitter Pitch6. Pixar Pitch

PITCHINGLowest rated:

ComplaintsMe NowPresence Maintenance

Highest rated:QuestionsHelpful links (clarity)Promotion with Information

HaikuGlobally mindedInnovative and drivenTippie can sharpen

WHAT’S REALLY GOING ON HERE?

Kouzes and Posner, The Leadership Challenge

MODELTHE WAY

INSPIREA SHARED VISION

CHALLENGETHE PROCESS

ENABLEOTHERS TO ACT

ENCOURAGETHE HEART

POWERWHO HAS THE

VALUES-BASED LEADERSHIP

James O’Toole

MORAL AND EFFECTIVENO OTHER FORM OF LEADERSHIP CAN BE

O’Toole, Values Based Leadership

RESPECTTHAT WE ALL RESIST CHANGE

EMPOWEROTHERS TO ACT

CREATEA BETTER FUTURE

INFLUENCE: HOW TO MOVE PEOPLE

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