Cialdini’s Principles of Influence: Still a Modern Lens on Negotiation?

In the world of negotiation, understanding human behaviour is critical. Robert Cialdini, a prominent social psychologist, identified six principles of influence that can play a crucial role in these scenarios. These principles – reciprocity, commitment (or consistency), social proof, liking, authority, and scarcity – have evolved in their application in today’s interconnected society.

Reciprocity is a fundamental aspect of human interaction. In negotiation, this principle can be effectively applied by initially asking for more than what one needs, then making a concession to what one genuinely needs. This tactful concession can lead your counterpart to feel the need to reciprocate, making them more likely to accept your proposal.

Commitment or Consistency is another powerful tool in negotiation. People tend to stay consistent with their past commitments. By getting your counterpart to agree to something small initially, they’re more likely to agree to more significant requests later on due to the desire to stay consistent with their initial commitment.

Social Proof becomes increasingly influential in the age of social media and digital connectivity. People often gauge what’s right or desirable based on what others perceive as right or attractive. In a negotiation, providing evidence that others are interested in or have benefited from your offer can make it more appealing to your counterpart.

Liking is an underpinning of successful negotiations. It’s no surprise that people prefer to say yes to those they know and like. Building rapport, finding common ground, and creating positive interactions can foster liking, making your counterpart more likely to agree with you.

Authority plays a significant role in shaping people’s decisions. People are more likely to agree to those they perceive as having authority, power, or extensive knowledge. Demonstrating your authority, expertise, or experience can give you a considerable advantage in a negotiation.

Scarcity brings into play the psychological bias where people assign higher value to opportunities that they perceive as scarce. In a negotiation, creating a sense of scarcity, such as through time-limited offers or highlighting the uniqueness of the opportunity, can make your offer more attractive.

These principles are not just theoretical; they have practical applications across various facets of life and work. For instance, salespersons often use props to make their pitches more effective and memorable, which is a perfect blend of the principles of ‘Liking’ and ‘Social Proof’​¹​​²​.

However, while these principles can be highly effective at times, they also raise important ethical considerations. Are they brilliant tactics or unfair manipulation? I believe the answer lies in how they’re used. If applied with respect for the other party’s autonomy and well-being, they can be powerful tools for achieving mutually beneficial outcomes. However, if used to deceive or exploit, they can be considered manipulative and unethical.

Would I use them in negotiations? Yes, but with caution. I would strive to apply these principles ethically, with the goal of creating win-win situations. For instance, I might use Reciprocity by offering valuable information or assistance, hoping to foster goodwill and cooperation. I could use Scarcity by emphasizing the unique benefits of my proposal and the opportunity cost of delay. However, I would avoid creating false scarcity or pressuring the other party into hasty decisions.