Influence Calculator

  • To help assess the persuasiveness of your negotiation interactions, work through the following. This helps determine how influential our communications and interactions. Research suggests the more groundwork in planning communications and using these elements, the more persuasive our arguments. All elements are not equally weighted. Various researchers, led by Dr. Robert Cialdini offered insights on how we can persuade or influence people in various communications written, spoken or otherwise. This assessment tool helps us glean how effective we are at influencing others. If we address each of these elements, we will be more influential in our interactions and be persuasive communicators. Your result will help you improve your communications presentation if persuasion or influence is your goal.

  • Consistency

    We are more likely to deal with, and be suggestive to, or influenced by, people we view as consistent. Conversely, we are more influential when we seem consistent.

  • Commonality

    We are tribal. When we: share common experiences with others, look the same, have the same spiritual beliefs or political views, we believe them to be more persuasive.

  • Reciprocity

    In almost every culture, when a good thing is done for us, we want to reciprocate. We want to "balance the equation" and we feel anxiety when we are indebted to another. Negotiators can create this dynamic strategically.

  • Likability

    Are we "likable" attractive and non offensive? This supports persuasiveness. Know that persons we think attractive may have a influential power over us. Using profanity, dressing down, poor diction, poor posture, self deprecation, being judgemental and lack of personal hygiene make us less persuasive.

  • Authority

    There are many basis for using authority tactically. Using authority of position (citing qualifications, experience or place on the org chart), or information (citing a known expert, law, or study) can influence.

  • Social Proof

    If one shows that other people, similarly situated, we are more likely to be persuaded. If large numbers do something, we don't want to be a social anomaly, so we may go along with the herd.

  • Crisis

    Framing things in a crisis can be persuasive. For example, politicians, activists and certain retailers often talk about "crisis," "emergency" or "war on [current issue]" even when there is no objective evidence to support such monikers.

  • Scarcity

    We want something more when there is less of it, regardless of need. This is the way luxury markets work and many other negotiation dynamics, including scarcity of time. This is a cousin of "Crisis".

  • Contrast

    We are more likely to agree to one position on offer, when compared to a less desirable position also on offer.

  • Ask

    Asking for what you want in clear terms increases likelihood of getting it. Inferences are not being made. For example, research suggests asking more will result in getting more.

  • Ladder

    Obtaining step by step agreement on smaller things, may support acceptance of a larger request in another instant. Also, moving your communications with most, if not all of the persuasive points above, forms the run in the ladder to persuade our negotiation partner.