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Chapter 1: What is the main topic discussed in this episode?
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Influencia, the classic book about the persuasion that explains us psychologically why we say yes when we didn't even realize that we were convinced. The book brings us seven universal principles that we will summarize now. Arrancamos con otro episodio de Bibliotequeando. Como siempre, les habla su anfitrión, Ricardo Lugo, arroba Bibliotequeando en las redes.
Sigan compartiendo la cuenta, dando like, siguiendo, promoviendo el podcast 5 estrellas para seguir mejorando nuestro conocimiento y cultura a través de los libros. También se pueden suscribir al blog de Bibliotequeando, donde yo escribo distintos artículos sobre distintos temas de los libros que hacemos en el podcast y otros que no forman parte de esta lista.
El link lo encuentran en la descripción de este podcast o en el link de las cuentas de las redes sociales. Hoy les traigo un libro que les debía, tenían tiempo pidiéndomelo por Instagram, para mí el mejor en el aspecto del tema de la psicología, de la persuasión, de la influencia hacia la persona.
Como suele pasar, este libro es muy categorizado, a veces lo ves en la lista de los libros de negocio, pero en verdad no es un libro de negocio, es un libro de psicología. It's similar to books like The Art of War. They are books that have so many psychological truths that can be applied to other topics, other fields, as in the case of business.
Therefore, it is an extremely academic book, a lot of scientific research, and in the end, Robert Cialdini gives us seven universal principles that cause us to be able to convince another person, or that without realizing it, we do not let ourselves be convinced. So we bring you the seven principles and we start with the first, which is the principle of reciprocity.
This principle tells us about the power that the human mind has, not only to owe someone else a favor, but to know that someone is giving you a favor.
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Chapter 2: What is the significance of Robert Cialdini's book on persuasion?
And dinner was more expensive than the drink, but you see yourself badly as a human being and you say, well, but the drink cost 70 pesos and the dinner cost 140, it will only pay you 70, it looks bad in society. But for the same reason, people can take advantage of this. In fact, restaurants do it, in food fairs, in shopping centers, they give you free food.
And this in part they do it because you feel now that you owe something to them and you have more chances to buy. In fact, people who try free food spend more than people who did not try free food. So this is a good example of how, or how shocking this factor is. And this was the last part of the chapter that I found this story very interesting, right?
Chapter 3: What are the seven universal principles of persuasion?
El autor cuenta de que su hija estaba organizando, bueno, todo el colegio estaba organizando una especie de obra de teatro. Y en la entrada, las niñas estaban regalando una flor a cada persona que entraba al teatro. Entonces son niñas de 7, 8 años. Y pasa un adulto. And the adult, the girls offer him the flower, and the adult says, stay with the flower, I don't want the flower.
The children are seven years old, they don't know what to do, so they get a little bit shocked and say, but sir, the flower is free, take it, it's a gift. And the man stays looking at them, doesn't say anything to them and leaves.
Y el autor nos habla de este momento de cómo, a quién culpamos, al hombre por ser una persona quizás un poquito maleducada con estas niñas que apenas tienen siete años. Un poquito insensible, por decir lo mínimo. But it is very possible that in his past he has realized that nothing in life is free.
That the time I accepted a free bolígrafo to a person in a mall, they sat down with me for 20 minutes to try to sell me Herbalife. I don't know, I'm obviously making it up, but everyone has been in that situation. When we think that something is free, in the end it ends up not being.
And with that ends this first chapter of reciprocity, in which the author tells us, don't be surprised when many people decide not to accept something because they know it's a debt they're going to have to pay later. And from there we move on to the second chapter, the second principle, which is commitment and consistency.
And this principle speaks of our desire to be and seem consistent with everything that we have already done before. So basically, once we have made a decision or taken a position, give an opinion about something, we are going to have that personal pressure to behave according to that commitment.
So we fall into a vicious cycle of behaviors that are incorrect, but are made to justify a previous decision. The author gives the example of marriage. Obviously, this is not for everyone, but there are marriages that should not be together, that are not happy with each other, but... You got married, you had a ceremony, you committed, you said yes until the end, until death do us part.
And you did it in front of the people you love the most, among your friends, your boss, everyone was there. And that causes an internal pressure and you are not going to make the right decision, but you are going to continue to make the wrong decision. In the same way, this can be used for positive things.
If you tell them this happens a lot with gyms or weight clinics, they force their clients, who are trying to lose weight or to be more in shape, to communicate their goal. They share with others, hey, I'm weighing so many pounds, so many kilos and I want to be in this weight.
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Chapter 4: How does the principle of reciprocity influence human behavior?
I'm going with the most common. And that happens a lot in business. He explains how Silvan Goldman, a person who invented the shopping cart, the cart in which you go through the supermarket and you put all the items in there. That cart, no one knew how to use it when they invented it. So what they did was pay people to use the carts in the supermarket.
In truth, they were not buying anything, just for them to use it. As soon as that was done, of course, the shopping cart is now used by everyone and this person who invented the cart created a fortune of 400 million dollars for having paid him, I think, 100 dollars, what the book said, to these actors. A strong or perhaps negative example of this is the death of a girl in Queens, in New York.
For half an hour there was someone chasing her and torturing her. And there were 38 people very close in the apartment who were listening to the screams. But they just did that. They listened and did nothing. No one intervened, no one called the police, nothing happened. And the girl, of course, died. First of all, of course, many people did not intervene because...
Yo no estoy exactamente enfrente de esa niña, yo simplemente estoy escuchando algo a lo lejos y hay más personas que deben estar escuchando eso y hay ese pensamiento de que, bueno, alguien debe estar más cerca que yo, entonces yo no voy a hacer nada que alguien más lo haga, ¿no? Pero también estuvo el impacto de la prueba social.
Uncertainty causes our natural tendency to look around us and see what others are doing. And if the others are not doing anything, then we are not doing anything. Because we assume that there is no need to do it. And the advice that the author gives to anyone who is in a situation of danger is to ask for specific help. Do not scream help and that's it.
Or do not scream, please, they are hurting me, etc. Simply say... Hey, you, the one who is dressed like this, if you can see someone, of course, or any person who is in this street, give signs so that people feel now the weight that they have to do something.
And now we move on to the fourth principle of the book, which is sympathy, and sympathy is perhaps the most abstract of all, or rather, the one that has the most diversity within the principle, because it is not only... sympathy as such, but the reasons why we feel connected or simply attracted to other people. Some, for example, are attractive people, right?
We automatically assign, according to many studies, if we see an attractive person, we tell them that they are people who have more talent, who are more kind, more honest, even more intelligent. Well, they really are not, or maybe they can be, but you are assigning that to your brain simply because they look good physically.
Economists also examined that both Americans and Canadians pay attractive people $230,000 more through their career just for being attractive. It is easier to say yes when someone asks for an increase, it is easier to pay more money to an attractive person compared to a person with the same level of talent but less attractive. Even the same teachers commit this error.
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