Manipulation

1. TARGET? a way to make other

Persuasion and 2. HOW TO ACHIEVE?
people do (think,
sales techniques feel ...) what the
manipulator wants.

Compiled by
Mart Murdvee

1 2

Why we cant manipulate freely:

Reactive resistance
It is
People have a tendency to Do! good! Taking into account
resist personal freedoms the reactive
restrictions. (Brehm & Brehm,
1981) resistance:
1. motivate
• pressure 2. give orders
• injustice.
It is Do!
good!
• boomerang effect -
teenagers
• Romeo and Juliet effect –
young lovers
3 4

Bounded Rationality Rules of heuristics:

Human decision-making is
rational only for so long as a
rational solution does not
require any extensive
calculations or mental effort,
what excess cognitive
limitations.
Herbert Simon, 1956
5 6
• Continuity
What has been in the past, will be in the future.
• Comparison with others
If others are doing it, I have to do the same.
• Pleasantness
If somebody is pleasant, you can trust him.
• Authority
If somebody is authority, then you can trust him.
• Reciprocity
If someone gives you something, you do have to give
something in return.
• Obligation / Consistency
When you took the position of some kind, then you have
to be consistent.
• Shortage
If something low in stock, or rare, then it is a good thing.

1
 How to turn off rationality:
good mood
• In general, positive moods appear to
increase reliance on heuristics and
generic knowledge structures (e.g.,
Bless et al., 1996a; Isen and
Daubman, 1984; Isen and Means,
Evaluation
1983; Ottati et al., 1997; Schwarz et
al., 1991; Worth and Mackie, 1987).
• In contrast, sadness seems to be
associated with the avoidance or
minimization of the use of heuristics,
schemas, and other simplified
processing strategies (e.g., Bless et
al., 1990; Weary and Gannon,
1996).
7 8

Stevens law Continuum

Loudness
Exponent ()

0.67
Stimulus condition
Sound pressure of 3000 Hz
tone
Stevens law for money
Vibration 0.95 Amplitude of 60 Hz on finger

Vibration

Brightness
0.6

0.33
Amplitude of 250 Hz on finger

5° target in dark
7 Subjective value
Brightness
Brightness
0.5
0.5
Point source
Brief flash S = r0,49
Brightness 1 Point source briefly flashed
6
Lightness 1.2 Reflectance of gray papers

Visual length 1 Projected line

Visual area 0.7 Projected square
Redness (saturation) 1.7 Red-gray mixture
5
Taste 1.3 Sucrose
Taste 1.4 Salt
Taste 0.8 Saccharin
Smell 0.6 Heptane 4
Cold 1 Metal contact on arm
Warmth 1.6 Metal contact on arm
Warmth 1.3 Irradiation of skin, small area
Warmth 0.7 Irradiation of skin, large area
3
Discomfort, cold 1.7 Whole body irradiation
Discomfort, warm 0.7 Whole body irradiation
Thermal pain 1 Radiant heat on skin
Tactual roughness 1.5 Rubbing emery cloths
Tactual hardness 0.8 Squeezing rubber 2
Finger span 1.3 Thickness of blocks
Pressure on palm 1.1 Static force on skin
Muscle force 1.7 Static contractions
Heaviness 1.45 Lifted weights 1
Viscosity 0.42 Stirring silicone fluids
Electric shock 3.5 Current through fingers
Vocal effort 1.1 Vocal sound pressure
Angular acceleration 1.4 5 s rotation
0
Duration 1.1 White noise stimuli
0 5 10 15 20 25 30 35

9 Kahnemann & Tversky, 1984 Monetary value 10

Contrast Anchoring effect

2500 2250 • People make estimates by
2000
starting from initial value that is
adjusted to yeld the final
Hinnang
estimate

1500

1000
512
answer.
500

0
• Anchoring occurs not only when
1 x 2 x 3 .. 8 x 7 x 6 .. the starting point is given to the
anchor
"Ankur"
subject, but also when the
subject bases his estimate on
1x2x3x4x5x6x7x8
the result of some incomplete
• Ratings are relative and depend on a comparative computation.
stimulus properties. 8x7x6x5x4x3x2x1
• For comparison, the spatially, temporally, or adjacent
stimuli are used
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Tversky, Kahneman, 1974

2
 Man is a wanting animal and
rarely reaches a state of
complete satisfaction except for
a short time. As one desire is
satisfied, another pops up to
take its place. When this is
Motivation satisfied, still another comes into
the foreground, etc. It is a
characteristic of the human
being throughout his whole life
that he is practically always
desiring something.

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Value-added sales
• Value-added selling is more than a sales course. It's a
course of action -- a business philosophy that emanates
from rock-solid core beliefs. The first belief is that trust is
the currency of great relationships. If two people trust each
other, like each other, and want to do business with each
other, they will work out the details. In spite of technology
and the complexity of many industrial sales, selling is still
relationship management. Buyers may prefer brands, but
they reserve loyalty for people.
• A second core belief stems from a customer value focus:
that the sale is more about the customer than the seller. It's
their problem. It's their money. It's a solution with which
they must live. The sale should be about the customer.
Value, like beauty, is in the eye of the beholder. Value-
added salespeople define value in customer terms, not
seller terms. If you define value in customer terms, they
pay for it with a higher selling price. Conversely, if you
define value in your terms, you pay for it with a bigger
discount.
• (Reilly, 2001)
What drives are presented?
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Principle of obligation or continuity

obligation
obligation obligation
Personality
and social action
action action
environment
Commitment, obligation leads to behavior lead by principles what are
presented in obligation.

Consistency Theory
1. People expect consistency.
2. Inconsistencies create a state of dissonance.
3. Dissonance drives us to restore consistency.
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3
Self-Perception „Foot in the door"
explanation • starts with a little request
that almost no one would
refuse. After getting a
"Yes!" response to this
action action little request, the receiver
is hit with the second,
larger request.
• People find for good actions (which is most often
reckless) internal causes. (Bem, 1972)
Efficiency

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+ 10 ... 25% 20

„Low ball" "Bait and Switch"

• At first the agreement
is reached, and then
the „price“ of
agreement is raised.
• Condition: person must
believe that he agreed
voluntarily.
1. Some attractive offer is
presented as bait. The
customer rises to the bait,
demonstrating their interest in
the product.
2. The bait is taken away and a
new product (of lower value or
§ higher cost) is presented.
Many people will ruefully take
the second offer.

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"Four Walls" „Door in the face"

• Such a sequence of 1. Extremely difficult
questions is used, which (expensive) request is
arise cognitive presented, and this is
dissonance when person declined
refuses request what 2. Then the second, more
follows questions. realistic request is
presented.

23 24

4
 Causal attribution - how people
explain things
• Internal
What is the What is the attribution - the
cause? cause? perceived cause of
Causal action lies in
person.
Cause •
attribution External
attribution - the
perceived cause of
action lies outside
action of person

Cause

25 26

Causal attribution and

Global error of causal attribution relationships quality
Others Me Bad relationships Good relationships
CAUSE CAUSE

Good Good
action action
CAUSE CAUSE

CAUSE CAUSE
Bad Bad
action action
CAUSE CAUSE
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„Labeling"
• People have a
tendency to behave in
GOOD
accordance with the Group
EXCELLENT attached property.
processes
CORRECT

NICE
WISE

PLEASANT

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5
Conformism
Member of the group
changes his initial opinion
under the influence of the
group, will behave according
to the norms of group.
Solomon Asch experiment, 1955
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Conformism
Conformism is bigger when:
• group size (3+);
• unity of opinion;
• public declaration of opinion;
• the group's critique;
• the desire to be accepted by the
group;
• if the group is an "expert";
• knowledge and confidence
deficit.
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Similarity
People are more
influenced by those who
are similar in some way.
Mirroring
unintentional or intentional
behavior, which imitates and/or
repeates partner's verbal and
nonverbal behavior – what is
said, emotions, postures,
gestures, clothing, etc.

"Grandfallon" • Mirroring is one of the ways of

Kurt Vonnegut. Cat's Cradle. 1963. empathy and/or technique what
enable partners to „feel in“.
• Mirroring partner is more
likeable and familiar.

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Homework
• The weirdest (unusual etc) selling
or influencing techniques that I've
experienced.
Description.
• Why does it work?
Psychological Principles.
• Why it does not work?
Psychological Principles.

• Mailto: mart.murdvee@gmail.com