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Thursday, May 27, 2010

Persuasion Through Mimicry

February 12, 2008

You Remind Me of Me

Artful persuasion depends on eye contact, but not just any kind. If one person prefers brief glances and the other is busy staring deeply, then it may not matter how good the jokes are or how much they both loved “Juno.” Rhythm counts.

Voice cadence does, too. People who speak in loud, animated bursts tend to feed off others who do the same, just as those who are lower key tend to relax in a cool stream of measured tones.

“Myself, I’m very conscious of people’s body position,” said Ray Allieri of Wellesley, Mass., a former telecommunications executive with 20 years in marketing and sales. “If they’re leaning back in their chair, I do that, and if they’re forward on their elbows, I tend to move forward,”

Psychologists have been studying the art of persuasion for nearly a century, analyzing activities like political propaganda, television campaigns and door-to-door sales. Many factors influence people’s susceptibility to an appeal, studies suggest, including their perception of how exclusive an opportunity is and whether their neighbors are buying it.

Most people are also strongly sensitive to rapport, to charm, to the social music in the person making the pitch. In recent years, researchers have begun to decode the unspoken, subtle elements that come into play when people click.

They have found that immediate social bonding between strangers is highly dependent on mimicry, a synchronized and usually unconscious give and take of words and gestures that creates a current of good will between two people.

By understanding exactly how this process works, researchers say, people can better catch themselves when falling for an artful pitch, and even sharpen their own social skills in ways they may not have tried before.

“Really good salespeople, and for that matter good con artists, have known about these skills and used them forever,” Jeremy Bailenson, a psychologist at Stanford, said. “All we’re doing now is measuring and describing more precisely what it is they’re doing, whether consciously or not.”

Imitation is one of the most common and recognizable behaviors in the animal kingdom. Just as baby chimps learn to climb by aping their elders, so infants pick up words and gestures by copying parents. They sense and mimic peers’ behavior from early on, too, looking up at the ceiling if others around them do so or mirroring others’ cringes of fear and anxiety.

Such behavioral contagion probably evolved early for survival, some scientists argue. It is what scatters a flock well before most members see a lunging predator.

Yet by drawing on apparently similar skills, even in seemingly trivial ways, people can prompt almost instantaneous cooperation from complete strangers.

In a recent experiment, Rick van Baaren, a psychologist at Nijmegen University in the Netherlands, had student participants go to a lab and give their opinions about a series of advertisements. A member of his research team mimicked half the participants while they spoke, roughly mirroring the posture and the position of their arms and legs, taking care not to be too obvious.

Minutes later, the experimenter dropped six pens on the floor, making it look like an accident.

In several versions of this simple sequence, participants who had been mimicked were two to three times as likely to pick up the pens as those who had not.

The mimicry had not only increased good will toward the researcher within minutes, the study concluded, but it also prompted “an increased pro-social orientation in general.”

That orientation applies to far more than dropped pens. In a study due out in the spring, Robin Tanner and Tanya Chartrand, psychologists at Duke, led a research team that tested how being mimicked might affect the behavior of a potential client or investor.

The team had 37 Duke students try out what was described as a new sports drink, Vigor, and answer a few questions about it. The interviewer mimicked about half the participants using a technique Dr. Chartrand had developed in earlier studies.

The technique involved mirroring a person’s posture and movements, with a one- to two-second delay. If he crosses his legs, then wait two seconds and do the same, with opposite legs. If she touches her face, wait a beat or two and do that. If he drums his fingers or taps a toe, wait again and do something similar.

The idea is to be a mirror but a slow, imperfect one. Follow too closely, and most people catch it — and the game is over.

In the study, the researchers set up the interviews so each student’s experience was virtually identical, except for the mimicking.

None of the copied participants picked up on the mimicry. But by the end of the short interview, they were significantly more likely than the others to consume the new drink, to say they would buy it and to predict its success in the market.

In a similar experiment, the psychologists found that this was especially true if the participants knew that the interviewer, the mimic, had a stake in the product’s success.

“This is somewhat counterintuitive,” Dr. Chartrand said in an interview. “Normally, you’d expect when people realize that someone was invested in a product and trying to sell it to them, their reaction would be attenuated. They’d be less enthusiastic.

“But we found that people who were mimicked actually felt more strongly about the product when they knew the other person was invested in it.”

Any amiable conversation provides ample evidence of this subconscious social waltz. Smiles are contagious. So is nodding, in an amiable conversation.

Accents converge quickly and automatically. A country chime or an Irish whistle can seemingly infect the voice of a New Yorker in a 10-minute phone call.

“I especially find myself falling into a Southern accent, which is crazy,” Mr. Allieri, the telecom executive, said. “I’m from Boston.

“But I think what good salespeople really do is pick up on physical cues and respond to them without thinking much about it.”

It is one thing to move like a naturally synchronized swimmer through the pools of everyday conversation without thinking, however. It is another to deliberately employ mimicry to persuade or seduce.

Dr. Bailenson, the Stanford psychologist, has been testing the effects of different forms of mimicry by programming a computer-generated figure, an avatar, to mirror the movements and gestures of people in a study.

He has found that his subjects pick up the mimicry when it is immediate and precise. If the avatar is slightly out of sync, however — waits four seconds, for instance — then the mimicking goes unnoticed, and the usual rules apply. The virtual creating comes across as warm and convincing, as if controlled by another human.

“The point is it’s a delicate balance to get it right, and I suspect that people who are good at this know how to do it intuitively,” Dr. Bailenson said.

Or they have developed ways to engage their skills indirectly.

Veldon Smith, a musician and legendary salesman living in Centennial, Colo., who spent 30 years in the automobile parts business before retiring a few years ago, said:

“One thing I always did, I learned as much as possible about a client before I visited, what their problem was, what they were worried about. Then I would go in with a story about myself being in the same predicament.

“So when I walked in, I was in exactly the same frame of mind as the customer. I was immediately on the same wavelength. Everything else kind of flowed out of that.”

One reason subtle mimicry is so instantly beguiling may be that it draws on and, perhaps, activates brain circuits involved in feelings of empathy.

In several studies, Jean Decety, a neuroscientist at the University of Chicago, has shown that some of the same brain regions that are active when a person feels pain also flare up when that person imagines someone else like a loved one feeling the same sting or ache.

A similar process almost certainly occurs when a person takes pleasure in the good fortune of a friend or the apparent enjoyment of a conversation partner, Dr. Decety said.

“When you’re being mimicked in a good way, it communicates a kind of pleasure, a social high you’re getting from the other person, and I suspect it activates the areas of the brain involved in sensing reward,” he said.

Social mimicry can and does go wrong. At its malicious extreme, it curdles into mockery, which is why people often recoil when they catch of whiff of mimicry, ending any chance of a social bond. Preliminary studies suggest that the rules change if there is a wide cultural gap between two people. For almost everyone else, however, subtle mimicry comes across as a form of flattery, the physical dance of charm itself. And if that kind of flattery doesn’t close a deal, it may just be that the customer isn’t buying.

Everyone has the right to be charmed but not seduced.

A Systemic Reason for Constant Price Increases.

This article, from Kate Lister at Open Forum, explains why companies would much rather raise prices than cut them, even if it costs them customers:

May 26, 2010 -

The quickest, easiest way to increase your income is to raise your prices. If you're worried about losing customers, do the math. You'll be surprised at how many you can lose and still make more money.

Here's an example. It's a bit dense with numbers, but stick with it. This is an important concept and one that will give you a distinct advantage over those who don't understand it.

Let's say your product or service sells for $200 and your cost is $150. Now you raise your price by 5 percent to $210 per unit and, as a result, you lose 10 percent of your customers.

Before

  • Price Per Unit: $200
  • Cost Per Unit: $150
  • # of Customers: 1,000
  • Gross Income: $200,000
  • Direct Costs: - $150,000
  • Gross Profit: $50,000
    Gross Profit Margin: 25%
After
  • Price Per Unit: $210
  • Cost Per Unit: $150
  • # of Customers: 900
  • Gross Income: $189,000
  • Direct Costs: - $135,000
  • Gross Profit $54,000
    Gross Profit Margin: 28.5714%

You're actually making $4,000 more profit with 100 less customers!

In fact, in this example, you could lose almost 17 percent of your business and still break even from a 5 percent price increase ($50,000 / 28.6% = $175,000).

  • # of Customers: 833
  • Gross Income: $175,000
  • Direct Costs: - $125,000
  • Gross Profit: $50,000

The same math shows why it's a very bad idea to offer discounts, figuring you'll make it up on volume. A 5 percent price decrease in this same situation would require a 25 percent increase in sales just to stay even.

Before

  • Price Per Unit: $200
  • Cost Per Unit: $150
  • # of Customers: 1,000
  • Gross Income: $200,000
  • Direct Costs: -$150,000
  • Gross Profit: $50,000
    Gross Profit Margin: 25%

After

  • Price Per Unit: $190
  • Cost Per Unit: $150,
  • # of Customers: 1,250
  • Gross Income: $237,500
  • Direct Costs: - $187,500
  • Gross Profit $50,000
    Gross Profit Margin: 21.0526%

That's an extra 250 customers you'll somehow need to woo with your new low prices!

If all that hasn't convinced you to raise your prices and NOT discount, consider that price buyers:

  • Are your least loyal customers
  • Complain more than premium price buyers
  • Expect more than premium buyers
  • Will blab about the deal they got to your full price customers

In a prior life, I owned a vintage airplane ride business. It was so popular we could hardly keep up with demand. We often had to turn customers away. Adding planes wasn't really an option as there aren't many of them around any more. Finding pilots whose spouses allowed them out to play with airplanes in their spare time wasn't easy, either.

Putting a spreadsheet to work, we did just the kind of math shown here to evaluate how much business we could afford to lose and still break even. Over the next two years, we eventually tripled our prices before we started to see any fall off in demand. Then we carefully tweaked them until we found that "just right" price that allowed us make the most amount of money with the least amount of work.

Having fewer customers saved us money in other ways. There was less wear and tear on the airplanes, less oil and spark plug changes, less frequent engine overhauls, fewer phone calls/staffing issues, a reduced need for pilots, and generally an easier time making money.

By this point, you're hopefully wondering about your own pricing strategy. Here's a tip. If no one's complaining about your prices or if you have more work than you can handle, you're due for a price increase, or two, or three. Back up those higher prices with a better product/service, better customer service, friendlier staff, or other value-added strategies, and you'll never have to worry about price wars again.

It's always easy to lower your prices if you find you've gone too far. Better yet, keep your prices high to maintain the perceived value of your product or service and offer frequent-buyer coupons, limited-time only-discounts, bulk purchase offers, or other such programs that increase the per customer purchase, and/or lower your unit or fixed costs.

Price wars, discounting, and other price-based competition may make you busier, but as the numbers show, busier is not always better. Unless you "make it up on volume" you'll be out of business and a whole lot more tired than if you'd just left your prices alone.

We'd love to hear your pricing successes (or failures). Has raising your prices worked for you? How about lowering them? Sharing is good. Do tell.

Over the past thirty years, Kate Lister has owned and operated several successful businesses and arranged financing for hundreds of others. She’s co-authored three business books including Undress For Success—The Naked Truth About Making Money at Home (Wiley, 2009) and Finding Money—The Small Business Guide to Financing (2010). Her blogs include Finding Money Advice and Undress4Success.

Wednesday, May 12, 2010

First Vietnam Questionarrie from Alex Jordan

Howdy,

Glad to help. Most answers are shown with the questions.

I was a recon pilot in Vietnam. I was based at Pleiku, Vietnam and Nakom Phanom, Thailand. I flew missions in Vietnam, Laos, and Cambodia.
After I returned to the U.S., I flew transport missions to Vietnam monthly. I few enough of these to be credited with a second tour.

Let me know if you have any other questions.

Mike

Michael L. Pearson
1907 Oak Knolls Ct SE
Cedar Rapids, IA 52403
mlpearso@aol.com
H: (319) 362-1023 C: (319) 573-9188


-----Original Message-----
From: Toby and Elaine JORDAN <rejordan79@msn.com>
Sent: Mon, May 10, 2010 9:23 am
Subject: Alex needs some Homework Assistance!

Hey all - last week Alex got an assignment in U.S. History & asked us to help him find some people to answer some questions. We as parents totally spaced and forgot about it! The assignment is due Wednesday morning, so if you are able to help by either answering the questions or finding/knowing someone that can, we'd appreciate it if you could just e-mail back the answers to us by Tuesday night so he has time to put everything together into a report.

Alex needs to ask questions of a Veteran from each of these 3 wars: Vietnam War, Korean War, World War II

The questions are:

1) Why did the U.S. enter the war?
Big Picture Answer: to stop the spread of Communism. Communism was making gains in Europe, Africa, Latin America, and Asia. George F. Kennan sent a message, known as The Long Telegram, to the State Department (1946), followed by an anonymous article in Foreign Affairs magazine that outlined the "Containment Strategy" which became the official plan for the conduct of the Cold War. There was a fear that, if the Communist expansion was to continue, all of SouthEast Asia would "fall like dominoes."

Public opinion was greatly influenced by two popular books at that time:
1) The Night They Burned the Mountain (1960), by Tom Dooley, a medical missionary in Laos, and
2) The Ugly American (1959), by Eugene Burdick and David Lederer.
These books described the injustices going on in SouthEast Asia and the failures of U.S. foreign policy. They raised the idea that "something must be done."

Shorter Answer: Muddling through. France had tried to regain Indochina, including Vietnam after WW II. They failed, losing the key battle at Dien Bien Phu. They asked the U.S. to take over. Eisenhower agreed. Kennedy introduced military advisors. Johnson expanded to a full scale war, using the dubious Gulf of Tonkin incident as his excuse.

2) What were the goals of the war?
To contain Communism and prevent the Domino Effect

3) How were you treated by people when they learned you were in the service?
Very well.

4) How were you treated in uniform?
Very well. But I was almost always in or near a military base.

5) How were you received in the countries where you fought?
Very well. I did not interact much with the people in Vietnam. In Thailand, the people were half pro-US and half pro-Ho Chi Minh. But they treated us well because we were the big dog with lots of power and money.

6) Do you feel the government was honest about its war goals?
For the most part. The Gulf of Tonkin incident was phony, but the strategy had been well laid out.

The tactical strategy prevented a military victory, out of fear of the Chinese and Soviets.

The press continually mis-characterized what was going on. Especially, Cronkite.

7) How did you feel when the war ended?
Glad to get out of it. It was a waste without a victory strategy.

8) Has the government shown its appreciation for your wartime efforts? If so, how?
I got some medals (Distinguished Flying Cross and 5 Air Medals).
I got paid every month.

That's all I expected.

Thank you so much for helping! - Alex, Toby & Elaine

2nd Questionarie from Alex Jordan




No problem. See my answers below. Pictures attached.

Michael L. Pearson
1907 Oak Knolls Ct SE
Cedar Rapids, IA 52403
mlpearso@aol.com
H: (319) 362-1023 C: (319) 573-9188


-----Original Message-----
From: Alex Jordan
To: mlpearso@aol.com
Sent: Wed, May 12, 2010 6:47 pm
Subject: One more favor?!

Mike - can you answer some more?! I actually had 2 assignments. One was to interview a Vietnam Vet, Korean War Vet & WW II Vet & compare their answers (that's the one that you ans. already).

The other assignment was to ask questions of a Vietnam Vet & someone who lived during the Vietnam war but was not a soldier. My mom's cousin already answered the part of the non-soldier. A guy my Dad works with was going to do the Vietnam Vet part, but apparently he was uncomfortable answering some of the questions because of what his role was in the war?? Could you possibly take a few more minutes and answer these other questions? Thanks - Alex

From: rejordan79@msn.com
To: rtjordan@rockwellcollins.com
Subject: Vietnam Vet Interview -
Date: Mon, 10 May 2010 06:54:38 -0700

Needs to interview two people and compare answers - 1 a Vietnam vet & 1 someone that lived during the Vietnam war era but was not a soldier.

For non-soldier:

1) What were you doing when the Vietnam war was going on?

2) Why were you not involved in service?

3) What are your views on the war?

4) Did you protests against the war?

5) How do you feel about the veterans who served?

6) Did you have any friends or relatives in the war and how did you feel about that?

7) What was the purposes of the war?


For Vietnam vet:

1) What was your rank?
2nd Lieutenant, promoted to 1st Lieutenant, then to Captain

2) What was your daily routine like? (Example: duties)
Get up about 5 a.m. Shower and shave. Eat breakfast at the Officer's Club. Go to the Operations center, where I would meet with the crew. We would get a weather briefing, then an intelligence briefing (where were the antiaircraft guns and any other threats and escape and evasion [E&E] procedures), and a mission briefing (what are we supposed to do that day ). Then I would brief the crew on what procedures I expected them to follow. Pick up weapons (.38 cal. pistol), radios, and extra batteries. Then take a crew bus (it looked like a UPS truck) to the flight line. Pre-flight the aircraft, looking for mechanical or electrical problems.
Fly the mission for 7 hours. Start-up, take-off, climb, cruise the mission area, do the mission, cruise home, descend, land, reset the aircraft. Debrief intel on what we saw and did.
Crew bus back to the barracks. (2 people in a room with 2 beds, a desk, two lockers, and a refrigerator.) Shower, go to an on-base Chinese restaurant for dinner. Possibly watch a movie at an out-door theater or watch a [very bad] band at the Officer's club. Check mail, then write a letter home. Sometimes, go to town via the 5 cent bus.


3) What was the food like?
Standard restaurant fare. The Chinese restaurant offered "Kobe" beef, but it was really water buffalo.

4) What was the most difficult time?
Hard to choose. Weather was a major problem for the monsoon half of the year. The most difficult was probably when I was chased by a Mig fighter out of Hanoi. I was the only plane in northern Laos at the time, when the radar picket plane told me that a "fast-mover" had launched from Hanoi, North Vietnam, aiming for me. I was unarmed, except for my pistol and he could fly about 10 times faster than me. There was a thunderstorm nearby, so I went inside of that. He could not follow there. The radar plane sent an RF-4 from Cambodia in my direction. The North Vietnamese radar saw him an pulled their plane back. The RF-4 was also unarmed, but they did not know that.

5) What did you think of the country? (ex: surroundings, people, weather, standard of living)
The surroundings were standard 3rd world. The people were friendly, possibly because they had to be. The weather was tropical: beautiful 6 months of the year and daily thunderstorms during the monsoon season. They did not have moving weather "fronts" as we do. Storms would grow in one spot, every afternoon, and dump a lot of water on that one spot. The standard of living was low, but adequate for most. The samlar (pedicab) drivers could live on 5 cents per day, cooking rice in the streets. A local could live in a western style house, wearing western cloths, for about $35 per month.

6) What stands out the most in your memory?
Again, hard to choose. The weather was really tough during the monsoon. We usually had to penetrate a thunderstorm to get home in the afternoon and they were big, tough thunderstorms. One time I had to shut down one of our two engines before flying home. According to the charts, I could hold 5,000 feet on one engine. As I went through the storm, I noticed my altitude was 11,000 feet and I was still going up as fast as the indicator would display. The planes were very old and leaked so badly that we wore ponchos in the cockpit and could hardly see the instruments. It was a tough flight.

7) Did you have any contact with Agent Orange?
I watched the C-123 "Ranch Hand" aircraft spraying below us. I tried to stay clear.

8) Are you glad you went and would you do it again?
Yes. It was the great adventure of my life.

9) What did you think of the people back home protesting?
I thought they were very mis-informed. They were basically supporting the enemy. We lost because of them.

10) Has the Vietnam vet been treated fairly?
Yes, until recently. The Obama administration requires vets to get their own health insurance, even if they were wounded in combat.

11) Was it worth it?
Yes. See answer 7.

12) Do you think there was other options in which the way the Americans fought the war? (ex: nuclear weapons, more troops, all out victory)
Absolutely. The politicians dictated every move and made no attempt to actually win the war. Once the politicians start a war, they should get out of the way and let the military end it ( as was done in WW II.)

13) What was the purpose of the war?
The purpose was to contain Communist expansion in Asia and prevent the Domino Effect.

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