“In contests of persuasion, counterarguments are typically more powerful than arguments.” Robert Cialdini
According to Cialdini, the superiority of counterarguments “emerges especially when a counterclaim does more than refute a rival’s claim by showing it to be mistaken or misdirected in the particular instance, but does so instead by showing the rival communicator to be an untrustworthy source of information, generally.
Issuing a counterargument demonstrating that an opponent’s argument is not to be believed because its maker is misinformed on the topic will usually succeed on that singular issue. But a counterargument that undermines an opponent’s argument by showing him or her to be dishonest in the matter will normally win that battle plus future battles with the opponent.”… Read the rest
“The communicator who can fasten an audience’s focus onto the favorable elements of an argument raises the chance that the argument will go unchallenged by opposing points of view, which get locked out of attention as a consequence.” Robert Cialdini
According to Cialdini, certain kinds of information combine initial pulling power with staying power. These include what he calls the self-relevant (information about ourselves), the unfinished and the mysterious (both of which magnetize because we need closure).
In considering the self-relevant, he proposes that when recipients get a message that has been tailored specifically for them (by referencing their age, sex or health history) they are more likely to pay attention, find it interesting, take it seriously, … Read the rest
“Certain cues seize our attention vigorously. Those that do so most powerfully are linked to our survival. Sexual and violent stimuli are prime examples because of their connections to our fundamental motivations to reproduce on the one hand and to avoid harm on the other-life and death, literally.” Robert Cialdini
What if you could pre-dispose someone to help you or do what you wanted? Years ago, Robert Cialdini identified six different universal principles of influence: reciprocation, liking, scarcity, authority, social proof, and consistency. And, more recently, a seventh: unity.
However, he has determined that there are preliminary actions you can take to lay the groundwork so that persuasion will be more likely. In his latest book, Pre-Suasion, he identifies … Read the rest
“The facilitator’s job is to support everyone to do their best thinking. To do this, the facilitator encourages full participation, promotes mutual understanding, and cultivates shared responsibility.” Sam Kaner
Group facilitation requires patience and attention.
Here are 14 tips to keep in mind the next time you’re involved in facilitating a group:
1. Help the members feel welcome [smile, shake hands, make sure all members know each other]
2. Review the agenda and objectives for the session [put the agenda with time frames on a flip chart sheet for easy reference]
3. Explain your role [to keep the discussion on time and on track- and ensure equal participation of all members
4. Remind the members of the ground rules … Read the rest
“A great attitude does much more than turn on the lights in our worlds; it seems to magically connect us to all sorts of serendipitous opportunities that were somehow absent before the change.” Earl Nightingale
A friend told me about a series of chance occurrences that together became a very fortunate happenstance. Her story brightened my day and I hope it brightens yours.
- Fortuity (a chance occurrence).
Two colleagues, A and B, meet at a conference.
- Geniality (a friendly and cheerful manner)
They enjoy a pleasant conversation.
- Invitation (a request for someone to go somewhere or do something)
Colleague A invites Colleague B to attend a meeting later that week.
- Reconnection (to meet or come into contact again after a
“The success of our actions as change-makers does not depend on What we do or How we do it, but on the Inner Place from which we operate.” Bill O’Brien (paraphrased)
I have always thought that it was important to have an open mind- and prided myself on having one.
According to Z. Hereford, at http://www.essentiallifeskills.net/openmind.html, people who are open minded are: “willing to change their views when presented with new facts and evidence.” They are “more accepting of others,” “have fewer prejudices,” “are more open to change,” and “have better problem solving skills.”
Based on this description, an open mind seems to be a desirable characteristic for a lifelong learner and a change agent.
However, information I’ve received … Read the rest