The way to love anything is to realize that it might be lost - Robert B. Cialdini

• We all have fixed action patterns. Regular, blindly mechanical patterns of action
• Adding the word “because” when asking a small favor vastly increases compliance, regardless if the reason is a good one.
• We exist in an extraordinarily complicated environment, easily the most rapidly moving and complex it has ever existed on this planet. To deal with it, we need shortcuts
• The contrast principle: lifting a light object and then a heavier object makes the heavier objects seem heavier than it would’ve been if lifted alone.
• The rule of reciprocation: we should try to repay in kind what another person has provided us.
• We should accept that most of the time, people do favours for the sake of doing favours, and enter the compliance agreement knowing we should return the favor.
• We are obsessive about appearing consistent with our previous actions, and will respond in ways to justify our previous actions when challenged.

• What we prefer to be true will seem to be true
• Uncertainty develops through lack of familiarity with the situation. In these situations, we look for others to resolve our uncertainty
• Pluralistic ignorance phenomenon: in an ambiguous situation, the tendency for everyone to be looking for what everyone else is doing
• Bystander effect: the personal responsibility is reduced with the greater amount of people present during the incident
• Principle of social proof: people follow the lead of others when they are unsure of themselves.
• 3 effective symbols of authority, rather than substance, are: titles, clothing, and automobiles
• Scarcity principle: opportunities seem more valuable to us when their availability is limited.
• The idea of potential loss plays a large role in human decision making - we are more motivated by the thought of losing something than the thought of gaining something of equal value.
• The “limited-number” tactic is a commonly used one by compliance professionals.
• The most extreme example is denying someone the opportunity to buy - then offering to check on another option “assuming this is the model you want if I can get it in this color at this price”.
• Related to the limited-number technique is the “deadline” tactic, in which some official time limit is placed on the customer’s opportunity to get what the compliance professional is offering.
• A variant on the deadline tactic is the “right now” tactic when face-to-face - customers are told they will face a higher price or won’t be able to buy if they don’t purchase right now.
• Scarcity principle operates on two things: we use it as a shortcut to determine items of value, and we hate losing freedoms we already have.

‍

            This book is really fascinating and full of smart ideas. It's especially helpful for people who are into psychology and want to know how it connects to selling and marketing. It's great for those who want to convince people to buy things, like salespeople. The author, Robert, talks about how to persuade others. He explains the tricks that make people want to say "yes" without even thinking. He also teaches how to recognize these tricks and not fall for them. If you're curious about how selling and marketing work and the important tricks behind them, this book is a good choice to read.

‍

Reasons to read it:

• The book offers a deep understanding of why people make certain decisions and how they can be influenced. It provides fascinating insights into human psychology.
• The principles discussed in the book aren't just for professionals – they can be applied to everyday interactions. Learning these can enhance your communication skills.
• The book can open your mind to new ideas and perspectives. It's a chance to learn about the psychology behind why people do what they do.
  ‍

Reasons to skip it:

• If these fields don't pique your interest, the book's focus might not align with your personal preferences.
• If you're already familiar with psychology and persuasion techniques, the book might cover ground you're already knowledgeable about.