? ? ? ? ? ? ?
? ? ? ? ? ?{{B}}Principles of Governing
Persuasion{{/B}}
? ?If leadership consists of getting things done
through others, then persuasion is one of the leader’s essential tools. Many
executives have assumed that this tool is beyond their grasp, available only to
the charismatic (有魅力的) and the eloquent. Over the past several decades, though,
experimental psychologists have learned which methods reliably lead people to
concede, comply, or change. Their research shows that persuasion is governed by
several principles that can be taught and applied.
? ?The first
principle is that people are more likely to follow someone who is similar to
them than someone who is not. Wise managers, then, ask peers to help make their
cases. Second, people are more willing to cooperate with those who are not only
like them but who like them, as well. So it’s worth the time to unc9ver real
similarities and offer genuine praise.
? ?Third, experiments
confirm the intuitive truth that people tend to treat you the way you treat
them. It’s sound policy to do a favor before seeking one. Fourth, individuals
are more likely to keep promises they make voluntarily and clearly. The message
for managers here is to get commitments in writing. Fifth, studies show that
people really do defer to (服从) experts. So before they attempt to exert
influence, executives should take pains to establish their own expertise and not
assume that it’s self-evident. Finally, people want more of a commodity when
it’s scarce; it follows, then, that exclusive information is more persuasive
than widely available data. |
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