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Consistency in small commitments can lead to larger commitments from "summary" of Influence, New and Expanded by Robert B. Cialdini, PhD

One of the most powerful tools of persuasion is the principle of consistency. This principle suggests that once we make a small commitment, we are more likely to make larger commitments that are consistent with our initial choice. This is because humans have a deep desire to be seen as consistent in their words and actions. When we make a small commitment, we begin to see ourselves as the type of person who follows through on their promises. This concept is illustrated in a study where participants were asked to sign a petition supporting safe driving. Later, they were approached to place a large, unsightly sign in their front yard promoting safe driving. Those who had signed the petition were significantly more likely to agree to the larger request. This is because they had already made a commitment to the cause of safe driving and were more inclined to stay consistent with that commitment. Another example of this principle in action is seen in a study where participants were asked to predict how much they would donate to a charity. Those who made a public prediction were more likely to follow through with their donation compared to those who did not make a prediction. This is because publicly stating their commitment created a sense of accountability and consistency. By starting with small, easy-to-agree-to commitments, persuaders can gradually increase the size of their requests. This gradual escalation makes it easier for individuals to justify their actions as consistent with their initial commitments. This principle can be used in various settings, from sales and marketing to personal relationships and negotiations.
  1. The principle of consistency in small commitments leading to larger commitments highlights the importance of starting small and building upon initial agreements. By understanding this principle, individuals can become more effective persuaders and influencers in their interactions with others.
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Influence, New and Expanded

Robert B. Cialdini, PhD

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