Subtly Guiding Decisions Overcomes Resistance to Change

Key Quotes

"Change is really hard, often we push and we push and we push and nothing happens. We think about changing minds and we think about changing behavior, we think about changing organizations. Often we take a certain style of approach. We think if we just add more information, more reasons, more facts, more figures, just send people one more PowerPoint deck, you know, they'll come around."

Jonah Berger explains that the common instinct to persuade by simply providing more data or making stronger appeals is often ineffective. Berger argues that this approach, while intuitive in the physical world, fails in the social realm because it can trigger resistance rather than acceptance.

"But in the social world, that doesn't necessarily work because when we push people, they often push back. Asking a subtly but importantly different question: What are the barriers or obstacles that are getting in the way of change and how can we mitigate them?"

Berger highlights a critical shift in perspective for persuasion, moving from "how do I push this change?" to "what is preventing this change, and how can I remove those obstacles?" This reframing, according to Berger, is key to overcoming resistance.

"One one way to solve this problem is to do something I call providing a menu. So imagine just in your own personal life, for example, you know, someone asks, 'What are you going to do this weekend?' or 'What do you want to do this weekend?' You say, 'Oh, let's go see a movie.' And then they go, 'Oh, it's going to be too rainy outside,' or 'Oh, you know, it's, why don't we do something else instead?' They shoot it down. But if instead you give them two options, multiple options, it subtly changes their role because now, rather than sitting there and thinking about all the reasons why what you suggested was wrong, now they're thinking about which of the two options you suggested is a better fit for them."

Berger introduces the "menu" technique as a strategy to circumvent resistance by offering choices. Berger explains that presenting multiple options shifts the focus from rejection of a single proposal to selection among alternatives, making individuals feel more in control and thus more likely to engage.

"So there are five common barriers I found across situations. We talked about reactance. The next is endowment, which is we tend to be attached to things we're doing already. Then there's distance -- too far. If we ask for somebody, it's too big an ask, people ignore it. And corroborating evidence, which is all about providing more proof. I think another big issue is uncertainty."

Berger outlines five key barriers to change: reactance, endowment (attachment to the status quo), distance (asking for too much), corroborating evidence (or lack thereof), and uncertainty. Berger posits that understanding these psychological obstacles is fundamental to developing effective persuasion strategies.

"So if you think about it, new things often involve switching costs as well, right? So think about buying a new phone for example, costs money to buy that that new phone, that's a cost of switching. But there's often time and effort costs as well. So if you're pitching a new project to your boss, for example, they're not only thinking, 'Okay, well, how much will it cost to do this?' but they're thinking, 'God, how much effort is going to be? Who do we need to switch off another project?' And all those switching costs lead them to say, 'Well, no thanks.'"

Berger identifies switching costs, encompassing not just financial outlay but also the investment of time and effort, as a significant deterrent to adopting new ideas or products. Berger explains that these upfront costs, often perceived as certain, can outweigh uncertain future benefits, leading to resistance.

"So by asking the right questions, by guiding the series of questions, you're allowing people to put that stake in the ground that then they're committing to the conclusion. Right? If, if we're a boss, we're trying to get people to work harder, we can say, 'Hey, we need to work harder, put more hours in.' Everyone's going to say, 'I don't want to do that.' But if in a meeting we say, 'Hey, you know what kind of organization do we want to be? A good organization or a great organization?' Question: People aren't going to answer that question saying, 'We want to be a good organization.' No, we want to be a great company. Right? Okay, well, what do we need to do to get there?"

Berger advocates for the power of asking questions over making direct statements to guide persuasion. Berger illustrates how framing questions that lead individuals to their own desired conclusions fosters commitment, as they feel ownership over the outcome.