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9 Disp. Resol. Mag. 20 (2002-2003)
Science of Influence

handle is hein.journals/disput9 and id is 28 raw text is: The Science of Influence Using six principles of persuasion to negotiate and mediate more effectively By Robert B. Cialdini, Roselle L. Wissler and Nicholas J. Schweitzer Over the past several decades, behavioral scientists have conducted studies on the process of social influence - the ways in which people can influence others' attitudes and actions. Now a substantial body of systematic research demonstrates that certain interactions can lead people to accept a proposal or comply with a request that they might otherwise reject. This research has identified six fundamental principles of influence. These principles do not involve the merits of the proposal or request itself, but the way in which it is communicated. In the pages that follow, we describe the six basic principles of influence. In addition, we offer suggestions for how mediators and negotiators can harness these principles effectively and responsibly. The applicability of the science of social influence to mediation and negotiation is corroborated by the overlap between the research outcomes and the practices that have emerged as successful in these settings. Robert B. Cialdini is Regents' Professor of Psychology at Arizona State University and can be reached at Robert. Cialdini@asu. edu. Roselle L. Wissler is a research fellow with the Arizona State University College of Law's Lodestar Mediation Clinic, and can be reached at rwissler@ asu. edu. Nicholas J. Schweitzer is a graduate student in social psychology in the Department of Psychology at Arizona State University. He can be reached at njs @asu. edu. Dispute Resolution Magazine I. The Principle of Liking Although it may be fairly obvious that people are more easily influenced by those they like, social science research on the topic can help us employ this straightforward principle to become more influential in our professional interactions. Research has uncovered several factors that affect how much one person will like another (e.g., physical attractiveness, compliments and cooperative efforts). But one factor stands out as the most powerful and the easiest to implement: similarity. In a simple but telling demonstration of the effects of similarity on influence, researchers mailed a set of surveys to random individuals. These surveys were accompanied by a cover letter, which for some of the recipients was signed by a researcher with a name designed to be similar to the recipient's (e.g., Patty James might receive a letter signed Patricia Jones). Although identical in all other aspects, the surveys sent with similar names were completed twice as often as the others. If something as trivial as similarity of names can affect compliance with a request, imagine how much more compelling a meaningful commonality, such as a shared interest, group membership, or goal, might be. Thus, a mediator or negotiator should spend the time necessary to locate such parallels among relevant parties and bring them to the surface. Applications To emphasize the parties' similarities, negotiators and mediators can point out the interests the parties have in common. For example, in a contract case, a negotiator could mention that both parties have expressed an interest in maintaining their business relationship, minimizing negative publicity, and avoiding the uncertainty and cost of trial. In a domestic relations case, a mediator could note that both parents have said they want to resolve the dispute quickly and to work out residential and visitation arrangements that would be least disruptive for the children. II. The Principle of Authority People are more easily influenced by those they perceive to be legitimate authorities. This response makes great sense because legitimate authorities have typically attained their positions by virtue of greater knowledge or skill or experience in the matter at hand. But for all their specialized knowledge, these experts Fall 2002

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