Influence Psychology Framework

Apply six decades of persuasion science — Cialdini's research into why people say "yes" — to product, copy, and sales, ethically.

Core Principle

People don't make decisions rationally — they use mental shortcuts (heuristics) that can be triggered to influence behavior. These shortcuts evolved because they're usually reliable, but they can also be exploited. Understanding them lets you design products, messaging, and experiences that align with how people actually decide.

Scoring

Goal: 10/10. When reviewing or creating persuasive elements (features, copy, flows, campaigns), run the Quick Diagnostic, then score against the bands below and apply the ethics gate. Always report the current score and the specific change needed to reach 10/10.

• 9-10 — Multiple principles deliberately layered; every claim truthful; users can reverse the decision; passes the transparency test (still works if the user knows the strategy); safe for vulnerable users.
• 7-8 — Principles deliberately layered and honest, but one gap (e.g. weak reversibility, or a single principle where layering was possible).
• 5-6 — One principle present but generic, or leverage left on the table.
• <=3 — No principle deliberately designed (relying on luck), OR any tactic is deceptive/coercive. Any fabricated proof, fake scarcity, or hidden-cost dark pattern caps the score at 3 regardless of other strengths.

The Seven Principles of Influence

1. Reciprocity

Core concept: People feel obligated to give back to those who have given to them first.

Why it works: Humans are wired to avoid being indebted — the obligation to repay can overpower personal preference, and the return favor often exceeds the original gift.

Key insights:

• The gift must come first (before the request)
• Unexpected, personalized gifts beat expected, generic ones
• Even small gifts create obligation

Product applications:

Copy patterns:

• "Here's a gift for you..." (before asking)
• "As a thank you for signing up..."
• "We noticed you needed help with X, so we..."

See

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