「遊說的六個秘訣」- SCIENCE OF PERSUASION

http://blog.youtubelearn.com/science-of-persuasion/

Researchers have been studying in the factors that influence us to say “yes” to the request of others for over sixty years. And there can be no doubt that there’s a science to how we’re persuaded.
研究人員一直針對影響我們對別人的要求說「yes」的因素研究了超過六十年。而無庸置疑的，是有一個關於我們是如何被說服的科學存在。

And a lot of the science is surprising. When making a decision, it would be nice to think that people consider all the available information in order to guide their thinking. But the reality is very often different. In the increasingly overloaded lives we live, more than ever, we need shortcuts or rules of thumb to guide our decision making.
很多科學都令人驚訝。做決定時，認為人們為了要引導他們的思緒，會考慮所有可用的資訊是很好的。但是事實往往不同。在我們所過的愈加超載的生活中，更甚於以往地，我們需要捷徑或是經驗法則來引導我們做決定。

My own researches identified just six of these shortcuts as universals that guide human behavior. They are: Reciprocity, Scarcity, Authority, Consistency, Liking and Consensus.
我自己的研究發現了就這六個捷徑為引導人類行為的普遍現象。它們是：互惠、稀有、權威、一致性、愛好和共識。

Understanding these shortcuts and employing them in an ethical manner can significantly increase the chances that someone will be persuaded by your request. Let’s take a closer look at each in turn.
了解這些捷徑並以合乎道德標準的方式運用它們，可以顯著地增加別人被你的要求給說服的機會。讓我們逐項來仔細端詳各個項目。

So the first universal principle of influence is Reciprocity. Simply put: “People are obliged to give back to others the forward behavior, gift or service that they have received first.”
第一個影響力的普遍原則是互惠。簡而言之：「人們被迫回應別人之前所收受的行為、禮物或服務」。

If a friend invites you to their party, there’s an obligation for you to invite them to a future party you are hosting. If your colleague does you a favor, then you owe that colleague a favor, and in the context of the social obligation, people are more likely to say “yes” to those that they owe.
如果一個朋友邀請你去他們的派對，你便有義務邀請他們去你未來將舉辦的派對。如果你的同事幫了你的忙，那麼你就欠那位同事一個人情，而且在社會義務的範疇內，人們更有可能對那些他們虧欠的人說「yes」。

One of the best demonstrations of the principle of reciprocation comes from a series of studies conducted in restaurants. So the last time you visit a restaurant, there’s a good chance that the waiter or waitress would have given you a gift, probably about the same time that they bring you a bill: a liqueur perhaps, or a fortune cookie, or perhaps a simple mint.
互惠原則最好的論證之一來自於一系列在餐廳進行的研究。所以上次你去一家餐廳時，很有可能男服務生或女服務生會送過你禮物，可能大約在他們送上帳單的同時：也許一塊酒心巧克力，或幸運小餅乾，也可能就一個薄荷糖。

So here’s a question: Does the giving of a mint have any influence over how much tip you’re going to leave them? Most people will say no, but that mint can make a surprising difference.
所以問題來了：薄荷糖的贈送對於你將留給他們多少小費會有任何影響嗎？大部分的人會說不會，但是那顆薄荷糖能造成令人驚訝的差異。

In the study, giving diners a single mint at the end of their meal typically increase tips by around three percent. Interestingly, if the gift is doubled, and two mints are provided, tips don’t double. They quadruple: a forteen percent increase in tips.
在研究中，在其用餐的尾聲給客人一顆薄荷糖通常會增加約百分之三的小費。有趣的是，如果這份禮物變成兩倍，提供兩顆薄荷糖，小費不會變成兩倍。它們會變成四倍：小費十四個百分比的漲幅。

But perhaps most interestingly of all is the fact that if the waiter provides one mint, starts to walk away from the table, but pauses, turns back and says, “For you nice people, here’s an extra mint,” tips go through the roof: a twenty-three percent increase, influenced not by what was given, but how it was given.
但或許全部之中最有趣的是這樣的事實，如果服務生提供了一顆薄荷糖，開始離開餐桌，但停頓下來，轉回來說：「這顆額外的薄荷糖，給你們這些好人。」小費會爆表：二十三個百分比的增幅，不是被給予什麼東西所影響，而是被它是如何給予所影響。

So the key to using the principle of reciprocation is to be the first to give, and to ensure that what you give is personalized and unexpected.
所以運用互惠原則的關鍵是作為首先付出的那個，並確保你給予的東西是個人化且意料之外的。

The second universal principle of persuasion is Scarcity. Simply put: “People want more of those things they can have less of.” When British Airways announced in 2003 that they would no longer be operating that twice daily London-New York Concorde flight, because it had become uneconomical to run. Sales, the very next day, took off.
第二個遊說力的普遍原則是稀有。簡而言之：「對於人們所能擁有越少的東西，他們會想要的越多。」當英國航空在2003年宣布他們不會再營運那一天兩次的倫敦飛紐約協和號班機，因為經營它已變得不符合經濟效益。銷售額，就在隔天，起飛了。

Notice that nothing had changed about the Concorde itself. It certainly didn’t fly any faster, the service didn’t suddenly get better and the air fare didn’t drop. It had simply become a scarce resource, and as a result, people wanted it more. So when it comes to effectively persuading others using the scarcity principle, the science is clear.
注意協和號本身並沒有任何變化。它肯定沒有飛得更快些，服務沒有突然變好，而且機票也沒有下降。它只是變成了一個稀有資源，而結果，人們更想要它。所以當談到運用稀有原則有效地說服別人，這科學原理就很清楚易懂了。

It’s not enough simply to tell people about the benefits they’ll gain, if they choose your products and services. You also need to point out what is unique about your proposition and what they stand to lose if they fail to consider your proposal.
如果人們選擇你的產品和服務，光是告訴他們能夠獲得的好處是不夠的。你也需要指出你的提議的獨特之處，以及如果他們不考慮你的提議可能會損失的東西。

The third principle of influence is the principle of Authority: “The idea that people follow the lead of credible knowledgeable experts.” Physiotherapist, for example, are able to persuade more of their patients to comply withrecommended exercise programs if they display their medical diplomas on the walls of their consulting rooms. People are more likely to give change for a parking meter to a complete stranger if that requester wears a uniform rather than casual clothes.
第三個影響力的原則是權威原則：「人們跟隨可信賴的博學專家之領導的概念。」舉例來說，物理治療師能夠說服更多他們的病患遵循建議的運動計畫，如果他們在諮詢室的牆上展示他們的醫學學位證書的話。人們更有可能將停車計時收費器的零錢交給一位完全的陌生人，如果那位提出要求的人穿著制服而不是便服。

What the science is telling us is that it’s important to signal to others what makes you a credible knowledgeable authority before you make your influence attempts.
這門科學告訴我們的東西是，在你做出影響力嘗試之前，向別人傳達是什麼讓你成為一個可信博學的權威是很重要的。

Of course, this can present problems. You can hardly go around telling potential customers how brilliant you are, but you can certainly arrange for someone to do it for you. And surprisingly, the science tells us that it doesn’t seem to matter if the person who introduces you is not only connected to you, but also likely to prosper from the introductions themselves.
當然，這也可能呈現出問題。你幾乎不會到處去跟潛在客戶說你有多棒，但你確實可以安排某人代勞。而且令人驚訝地，這門科學告訴我們如果介紹你的人不僅是跟你有關，而且他們自己有可能從介紹中獲得好處似乎都沒有關係。

One group of real-estate agents were able to increase both the number of property appraisals and the number of subsequent contracts that they wrote by arranging for a reception staff who answer customer inquiries to first mention that colleague’s credential in expertise.
一組房地產經紀人，能夠增加房地產評價數量和隨之而來他們所簽下的合約數量，透過安排一位接待人員在回答顧客詢問時先提到那位同事的專業證書。

So, customers interested in letting a property were told, “Lettings? Let me connect you with Sandra, who has over fifteen years of experience letting properties in this area.” Customers who wanted more information about selling properties were told, “Speak to Peter, our head of sales. He has over twenty years’ experience selling properties. I’ll put you through now.”
所以，對出租房屋有興趣的顧客會被告知：「租屋嗎？讓我把您接給Sandra，她在這區有超過十五年的出租房屋經驗。」需要更多關於售屋資訊的顧客被告知：「跟Peter談，我們的業務主管。他有超過二十年的售屋經驗。我這就把您轉接過去。」

The impact of this expert introduction led to a twenty percent rise in the number of appointments and a fifteen percent increase in the number of signed contracts (Not bad for a small change informed from persuasion science that was both ethical and costless to implement).
這專家介紹的影響導致了二十個百分比的預約數量成長以及十五個百分比的簽約數量成長(對一個從遊說科學得知、實施起來既合乎道德又免費的小改變來說還不壞)。

The next principle is Consistency. People like to be consistent with the things they have previously said or done. Consistency is activated by looking for and asking for small initial commitments that can be made.
下一個原則是一致性。人們喜歡和之前說過或做過的事情一致。一致性是由尋找和要求能夠做到的初始小承諾而建立起來的。

In one famous set of studies, researchers found rather unsurprisingly that very few people would be willing to erect an unsightly wooden board on their front lawn to support a “Drive Safely” campaign in their neighborhood. However, in a similar neighborhood close by, four times as many home owners indicated that they would be willing to erect this unsightly billboard. Why? Because ten days previously, they had agreed to place a small postcard in the front window of their home that signaled their support for a “Drive Safely” campaign. That small card was the initial commitment that led to a four hundred percent increase in a much bigger but still consistent change.
在一組出名的研究中，研究者頗為驚訝地發現很少人會願意在自家前院草坪上豎起難看的木板在社區中支持「行車安全」活動。然而，在一個鄰近的相似社區，有四倍之多的屋主指出他們願意豎立這個難看的告示牌。為什麼呢？因為十天前，他們同意在家裡的前窗上放置一張傳達他們對「行車安全」活動支持的小卡片。那張小卡片就是在一個大得多卻仍舊一致的改變中造成百分之四百增幅的初始承諾。

So, when seeking the influence using the consistency principle, the detective of influence looks for voluntary, active and public commitments, and ideally gets those commitments in writing. For example, one recent study reduced missed appointments at health centers by eighteen percent, simply by asking the patients rather than the staff to write down appointment details on the future appointment card.
所以，當使用一致性原則尋求影響力時，影響力偵探會找尋自願的、積極的以及公開的承諾，並理想地以書面的方式得到那些承諾。舉例來說，一項最近的研究減少了十八個百分比在健康中心的預約缺席，只是透過請患者而非工作人員在預約卡上寫下預約細節。

The fifth principle is the principle of Liking. People prefer to say “yes” to those that they like. But what causes one person to like another? Persuasion science tells us that there are three important factors. We like people who are similar to us. We like people who pay us compliments. And we like people who cooperate with us towards mutual goals.
第五個原則是愛好原則。人們偏好對他們喜歡的人說「yes」。但是什麼造成一個人去喜歡另外一個人呢？遊說科學告訴我們有三個重要因素。我們喜歡跟我們相似的人。我們喜歡讚美我們自己的人。而且我們喜歡和我們朝共同目標攜手共進的人。

As more and more of the interactions that we are having take place online, it might be worth asking whether these factors can be employed effectively in, let’s say, online negotiations.
當我們擁有的愈來愈多之互動發生在網路上，也許值得問問，這些因素能否被有效地運用在，讓我們這樣說吧，線上協商。

In a series of negotiation studies carried out between MBA students of two well-known business schools, some groups were told, “Time is money. Get straight down to business.” In this group around fifty-five percent were able to come to an agreement.
在一系列實行於兩間知名商學院MBA學生之間的協商研究中，有些組別被告知：「時間就是金錢。開門見山談生意吧。」在這組中約百分之五十五能夠達成協議。

A second group, however, were hold, “Before you begin negotiating, exchange some personal information with each other. Identify a similarity you share in common. Then, begin negotiating.” In this group, ninety percent of them were able to come to successful and agreeable outcomes that would typically (be) worth eighteen percent more to both parties.
然而，第二組被告知：「在你們開始協商之前，互相交換一些個人資訊。找出一個你們共同的相似點。然後，開始協商。」在這組中，他們有百分之九十能夠達到成功且令人愉快的結果，通常會對雙方都有多出十八個百分比的價值。

So to harness this powerful principle of liking, be sure to look for areas of similarity that you share with others and genuine compliments you could give before you get down to business.
所以要駕馭這個強大的愛好原則，在開始談正經事前，要確保去尋找你和他人共同的相似之處以及你能夠給予的真摯讚美。

The final principle is Consensus. Especially when they are uncertain, people will look to the actions and behaviors of others to determine their own. You may have noticed that hotels often place a small card in bathrooms that attempts to persuade guests to reuse their towels and linen. Most do this by drawing a guest’s attention to the benefits that reuse can have on environmental protection. It turns out that it is a pretty effective strategy leading to around thirty-five percent compliance. But could there be an even more effective way? Well, it turns out that about seventy-five of people who check-in to a hotel for four nights or longer will reuse their towels at some point during their stay.
最後的原則是共識。尤其是當人們不確定時，他們會指望他人的動作和行為來決定自己的。你也許曾經注意過，旅館常常在浴室放置一張小卡片試圖說服客人重複使用毛巾和床單。大部分會透過把客人的注意力吸引到重複使用對環保所能擁有的好處上。結果它是個滿有效的策略，導致大約三十五個百分比的順應配合。但是否能有個甚至更有效的方式？嗯，結果是大約百分之七十五在旅館住四天或更久的人，在他們的住宿中的某個時間點會重複使用他們的毛巾。

So what would happen if we took a lesson from the principle of consensus and simply included that information on the cards and said that seventy-five percent of our guests reuse their towels at some time during their stay, so please do so as well? It turns out that when we do this, towel reuse rises by twenty-six percent. Now imagine the next time you stay in a hotel, you saw one of these signs, you picked it up, and you read the following message: seventy-five percent of people who have stayed in this room have reused their towel. What would you think?
所以如果我們從共識原則上了一課，然後單純地在卡片中放上那資訊，說我們百分之七十五的客人在住宿期間的某個時候會重複使用毛巾，所以請你也這麼做，會發生什麼事呢？結果當我們這麼做，毛巾重複使用率提升了二十六個百分比。現在想像下一次你住在旅館，看到其中一個標示。你將它拿起，然後閱讀以下訊息：百分之七十五住過這間房間的人重複使用了他們的毛巾。你會怎麼想？

Well, here is what you might think: “I hope they are not the same towels.” And like most people, you probably think that this sign will have no influence on your behavior, whatsoever. But it turns out that changing just a few words on the sign to honestly point out what comparable previous guests have done was this single most effective message leading to a thirty-three percent increase in reuse. So the science is telling us that rather than relying on our own ability to persuade others, we can point to what many others are already doing, especially many similar others.
嗯，這是你可能會想的：「我希望它們不是同一條毛巾。」而且像大多數人，你可能會覺得這標示不會對你的行為有影響，一點都不會。但結果是只在標示上更動幾個字來如實地指出可做為對照的先前房客所做的事，就是這單一最有效的訊息在重複使用率上造成了三十三個百分比的增長。所以這門科學告在訴我們，比起倚靠我們自己的能力來說服別人，我們可以表明很多其他人已經在做的事，特別是很多類似的其他人。

So there we have it: six scientifically validated principles of persuasion that provide for small, practical, often costless changes that can lead to big differences in your ability to influence and persuade others in an entirely ethical way. They are the secrets from the science of persuasion.
所以這樣我們得到了：六個經科學證實的遊說原則，實現小的、實用的，通常是免費的改變，能夠導致你的能力上的大不同，以完全合乎道德的方式去影響及說服別人。它們是遊說科學的秘密。