Influence: Science and Practice by Robert B. Cialdini Read Free Book Online Page B

experiment, however, was that the relationship between liking and compliance was completely wiped out in the condition under which subjects had been given a Coke by Joe. For those who owed him a favor, it made no difference whether they liked him or not; they felt a sense of obligation to repay him, and they did. The subjects who indicated that they disliked Joe bought just as many of his tickets as did those who indicated that they liked him. The rule for reciprocity was so strong that it simply overwhelmed the influence of a factor—liking for the requester—that normally affects the decision to comply.
    Think of the implications. People we might ordinarily dislike—unsavory or unwelcome sales operators, disagreeable acquaintances, representatives of strange or unpopular organizations—can greatly increase the chance that we will do what they wish merely by providing us with a small favor prior to their requests. Let’s take a recent historical example. The Hare Krishna Society is an Eastern religious sect with centuries-old roots traceable to the Indian city of Calcutta. Its spectacular modern-day story occurred in the 1970s when it experienced a remarkable growth, not only in followers, but also in wealth and property. The economic growth was funded through a variety of activities, the principal and most visible of which was society members’ requests for donations from passersby in public places. During the early history of the group in this country, the solicitation for contributions was attempted in a fashion memorable for anyone who saw it. Groups of Krishna devotees—often with shaved heads, and wearing ill-fitting robes, leg wrappings, beads, and bells—would canvass a city street, chanting and bobbing in unison while begging for funds.
    READER’S REPORT 2.1
From a New York State Businesswoman
     
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As the Corporate Secretary at a business in Rochester, NY, I usually work days; but one evening I had stayed late to finish some important work. While pulling out of my parking spot, my car slid on some ice and ended up stuck down a small ravine. It was late, cold, and dark; and everyone from my office had left. But, an employee from another department came by and towed me clear.
About two weeks later, because I worked on personnel matters, I became aware that this same employee was being “written up” for a serious violation of company policy. Not really knowing this man’s morals, I still took it upon myself to go to the company president on his behalf. To this day, although more people have come to question the man’s character, I feel indebted to him and willing to stand up for him.
Author’s note: As in the Regan experiment, it appears that the man’s personal characteristics were less relevant to the reader’s decision to help him than the simple fact that he had helped her.
     
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    Although highly effective as an attention-getting technique, this practice did not work especially well for fund-raising. The average American considered the Krishnas weird, to say the least, and was reluctant to provide money to support them. It quickly became clear to the society that it had a considerable public-relations problem. The people being asked for contributions did not like the way the members looked, dressed, or acted. Had the society been an ordinary commercial organization, the solution would have been simple—change the things the public does not like. The Krishnas are a religious organization, however, and the way members look, dress, and act is partially tied to religious factors. Since religious factors are typically resistant to change because of worldly considerations, the Krishna leadership was faced with a real dilemma. On the one hand were beliefs, modes of dress, and hairstyles that had religious significance. On the other, and threatening the organization’s financial welfare, were the less-than-positive feelings of the American public toward these things. What’s a sect to do?
    The