Robert Cialdini

¿Qué separa a los comunicadores comunes de los persuasores verdaderamente exitosos? Usando la misma combinación de investigación científica rigurosa y accesibilidad que hizo de su libro un éxito de ventas icónico (Influencia: La psicología de la persuasión), el gran Robert Cialdini explica cómo capitalizar la ventana de tiempo esencial antes de entregar un mensaje importante. Este "momento privilegiado para el cambio" prepara a las personas a ser receptivas a un mensaje antes de experimentarlo. La persuasión óptima se logra solo a través de una pre-suasión óptima. En otras palabras, para cambiar las "mentes", un pre-suasor también debe cambiar los "estados mentales".

¿Qué podemos hacer para acortar el tiempo requerido para desarrollar y profundizar las relaciones con nuestros prospectos, clientes y compañeros de trabajo? ¿Cómo podemos establecer efectivamente nuestra autoridad y confiabilidad con aquellos que conocemos por primera vez? Después de haber dado primeros, ¿qué palabras podemos usar para aumentar dramáticamente la probabilidad de que recibamos algo a cambio? Cuando el receptor de nuestro intento de influencia está indeciso, ¿qué principios de persuasión tienen más probabilidades de estimularlos a actuar? ¿Y cuál es el principio de persuasión más infrautilizado pero efectivo?
El Dr. Cialdini responde a todas estas preguntas y más en esta fascinante charla.

Es a través del proceso de influencia que lideramos, generamos y gestionamos el cambio. Como la mayoría de las cosas, el proceso puede manejarse mal o bien. Se puede emplear para fomentar el crecimiento y alejar a las personas de las elecciones negativas y en direcciones más positivas, creando así las condiciones para nuevas oportunidades. O bien, se puede usar con torpeza, reduciendo la posibilidad de un movimiento genuino y, en el peor de los casos, aumentando el conflicto y el resentimiento. Para lograr estilos de liderazgo efectivos que lleven a sus líderes y a sus organizaciones al cambio positivo y hacia un camino de crecimiento continuado, el Dr. Cialdini comparte sus hallazgos científicos con la audiencia para llevarlos al éxito personal y profesional.

El Dr. Robert B. Cialdini describe los seis principios universales de influencia: aquellos que son tan poderosos que generan un cambio deseable en la más amplia gama de circunstancias. Los principios son: agrado, autoridad, consenso, escasez, reciprocidad y consistencia. Se centra en cómo los primeros tres de estos principios han sido y pueden aprovecharse para cumplir objetivos específicos y mutuamente beneficiosos mediante la creación de confianza. El Dr. Cialdini enfatiza el uso ético de los principios para que aquellos que están influenciados se sientan personalmente comprometidos con el cambio y confíen (apropiadamente) en que su asesor / socio continuará aconsejándolos correctamente.

El Dr. Cialdini se centra en un conjunto de pequeñas alteraciones que los individuos pueden hacer a sus intentos persuasivos que, según la investigación, es probable que produzcan aumentos significativos en su éxito persuasivo. En el proceso, ilustra las cuatro formas que pueden tomar los "GRANDES pequeños trucos": pequeños ajustes a (1) palabras, (2) acciones, (3) imágenes y (4) entornos que pueden producir un impacto persuasivo descomunal. Finalmente, enfatiza cómo las personas pueden emplear tales ajustes no solo de manera efectiva sino también ética para garantizar el cultivo y la mejora de las relaciones a largo plazo y de beneficio mutuo.

It is through the influence process that we lead, generate, and manage change. Like most things, the process can be handled poorly or well. It can be employed to foster growth and to move people away from negative choices and in more positive directions, thereby creating the conditions for new opportunities. Or, it can be used clumsily, reducing the chance for genuine movement and, in the worst of cases, boomeranging into conflict and resentment.

As such, it is important for those wishing to lead effectively to understand fully the workings of the influence process. Fortunately, a vast body of scientific evidence now exists on how, when, and why people say yes to influence attempts. In his presentation, Dr. Robert Cialdini extracts from this formidable body of work the six universal principles of influence—those that are so powerful that they generate desirable change in the widest range of circumstances. The principles are:

Reciprocation. People are significantly more willing to comply with requests (for favors, services, information, concessions, etc.) from a leader who has provided such things first.

Commitment/Consistency. People are more willing to be moved by a leader if they see the change as consistent with commitments they have previously and publicly made.

Authority. The particular combination of expertise and trustworthiness renders a leader the most persuasive communicator science has ever uncovered.

Social Proof. People are more willing to perform a recommended action if a leader provides evidence that many similar others are performing it.

Scarcity. People find recommended opportunities more attractive to the degree that a leader can honestly position them as scarce, rare, or dwindling in availability.

Liking. People say yes to the leaders they like. Dr. Cialdini’s presentation illustrates how these six principles have been and can be harnessed to meet specific influence objectives.

Dr. Cialdini emphasizes the non-manipulative use of the principles so that those who are influenced feel personally committed to the new direction and to their relationship with the leader. It is only in this fashion that the influence process can be simultaneously effective, ethical, and enduring. And it is only in this fashion that it can enhance a lasting sense of partnership between those involved.

Yes! It’s one of the simplest words in our language. But, arranging to hear it from colleagues, clients, customers, and even family members is not simple at all — at least not without knowing certain secrets of the persuasion process. The dual purpose of this program is to reveal a valuable set of these powerful secrets to participants and to do so in a way that will enable them to achieve their professional goals more rapidly.

In addition, the emphasis will be on how participants can increase the likelihood of Yes! without having to change the features and merits of their case but, instead, by changing only — and more persuasively — the way they present those features and merits. Consequently, this program would be of particular benefit to those individuals and organizations that have a strong case to make but have not realized an equivalent return because critical others have not been convinced to open their ears and minds fully to that strong case. The secrets of persuasion covered in the program are specifically designed to open such ears and minds.

So that participants can implement the program’s material immediately and with confidence, its content has been crafted to have the following elements:

It is scientifically grounded. Persuasion is no longer just an inborn art, available only to those who instinctively know just what to say and when to say it. After more than a half-century of research, it has also become a solid science; and the researchers who study it have uncovered a set of hidden rules for moving people toward Yes! that can be learned by all who want to become more persuasive.

It is ethically appropriate. There is an important distinction between persuasion and manipulation. The approaches advocated in this program can be used in entirely non-manipulative ways that never deceive or coerce others into assent. Rather, they inform/educate others into Yes! by providing honest evidence for wise decisions. In so doing, these ethical approaches preserve the personal relationships necessary for long-term business success.

It is not widely known. The intent of the program is not to re-teach or reinforce what participants already know. Instead, it is to bring to light some little-recognized aspects of persuasion that will give them an advantage over competitors in two ways: (1) by covering research that in many cases is so new that it is unavailable to the general public, and (2) by showing how this new research often runs counter to common but mistaken tactics that rivals will continue to employ.

It can involve small changes in practice. A goal of the program is to show participants how to make relatively minor modifications to their persuasive practices that will result in major increases in their effectiveness. Although busy, overloaded participants may well be reluctant to learn and deploy large-scale changes to their existing workplace approaches, they are willing to make small alterations that they are convinced will lead to greater success. For this reason, the program focuses on strategies that require small changes — a few words or the sequence of a few words — yet have the largest impact on Yes!