I wish I could rate this book five stars because it does indeed have very valuable insights on the topic of persuasion; however, the fact that the first 16 pages (all of chapter 1) were written to convince me that the rest of the book was super valuable because it was based on modern research created a foundation on which the author did not build. In other words, "Where's the research?" In the end, there was very little presented about actual research.
The continual comments saying that "until recently" we thought that persuasion happend based on rational decisions is simply not true. Robert Conklin, How to Get People to Do Things, wrote, "People do things for emotional reasons. Resistance is emotional. It's difficult to dilute it by logic. But you can replace it with positive emotions, benefits" (1979) In other words, hope.
I think it's important to keep in mind that the way we "learn" how things work is through observation. The author places great emphasis on how we can see areas of the brain light up and, since we know what those areas do, we know that function is being utilized. The reality is that we know that area is active, but we do not know that the information it provides is actually used in a the final decision. In other words, I may reference three research papers before I decide on a certain action; however, I may not use the information in the second paper as a factor in my decision. Just because part of the brain is active does not mean that I ultimately make my decision based on that part of the brain.
Now, let me be clear: I'm not saying the author is wrong when he says that decisions are made and persuasion happens based on emotions. I agree; however, we've know this for years. Anyone involved in sales knows that she gets better results when she appeals to emotions as well as logic instead of just logic alone. We have "observed" this for over a century. I have sales books written in the late 1800s and early 1900s that encourage you to appeal to the emotions or passions of the buyer and not just the intelligence.
With that said, the concepts in the book are unquestionably useful. I had actually hoped to learn more of the "whys" that make them useful. This, sadly, was not the result; however, the book stands well alongside such classics as Cialdini's. Here are the seven triggers presented in the book:
1) Friendship Trigger
2) Authority Trigger
3) Consistency Trigger
4) Reciprocity Trigger
5) Contrast Trigger
6) Reason Why Trigger
7) Hope Trigger
(NOTE: These seven triggers are listed on the dust jacket.) Let's compare these to Robert Cialdini's "weapons" of influence (as opposed to triggers):
1) Reciprocity (like this book's #4)
2) Commitment and Consistency (like this book's #3)
3) Social Proof (like this book's #6)
4) Liking (like this book's #1)
5) Authority (like this book's #2)
6) Scarcity (like this book's #6)
A) Contrast Principle (like this book's #5)
I listed the contrast principle as "A" because it is not listed as one of Cialdini's 6 methods of incluence. The point is that 75-80 percent of this book is found in Cialdini's work with very little additional information. I'm not suggesting this author stole the material - only that it's not new.
I should point out that Russell Granger has added a new influence weapon (persuasion trigger) called hope that was not directly covered in Cialdini's earlier, Influence - How and Why People Agree to Things. This concept is the positive version of using fear. For example, many books on influence speak of fear being a powerful motivator. What they mean is that, in order for people to have hope, they must first fear not having it. Instilling fear of a real or false scenario and then showing them that you have a way to avoid that scenario takes them from fear to hope. I like the positive message of 7 Triggers much better myself.
Due to the fact that this book, I feel, teaches the principles of Cialdini better than Cialdini's book, I still give it four stars. Had there been detailed research related to each of the 7 triggers as promised, I would have given it five. The early chapters do, at least, present some modern research - though this research is never clearly linked to the 7 triggers.
If you have not read a book on influence, I would definitely read this book. If you've not read Cialdini's book, I'd read this one first. Also, be sure to read Managing at the Speed of Change by Daryl Conner. Trust me, the "hope" trigger will be much clearer to you after you read the chapter in Mr. Conner's book titled the process of change. In fact, ALL persuasion is changing the mind and motivation of the other person. If not, then they would not need persuading, would they?
-Tom Carpenter
