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Part 1 : How to Persuade People with Subconscious Techniques Persuasiveness is one of the most important skills anyone can learn because it is useful in countless situations. At work, at home, and in your social life, the ability to be persuasive and influence others can be instrumental for achieving goals and being happy.   Learning about the tricks of persuasion can also give you insight into when they're being used on you. The biggest benefit of this is that money will stay in your pocket as you realize just how sales people and advertisers sell you products that you don't necessarily need. Here are several techniques that work on a subconscious level.  Edit Steps   Framing. “The glass is half empty.” That’s how a pessimist would "frame" the objective fact of a half a glass of water. Framing is simply a way to alter how we will sort, categorize, associate and ultimately give meaning to events, objects or behaviors.   The headline “FBI agents Surround Cult Leader’s Compound” creates a mental picture vastly different than “FBI agents Raid Small Christian Gathering of Women and Children.” Both headlines might be accurate but the words used alter the associated internal images and feelings and thereby change or alter the meaning that a person will give to the objective events.   Framing is frequently used by skillful politicians. For instance, politicians on both sides of the abortion debate cite their positions as "pro-life or pro-choice" because "pro" has better connotations than "anti." Framing subtly uses emotionally charged words to shift people towards your point of view.   To frame a persuasive argument, select words that conjure images (positive, negative or neutral) in the minds of your audience. Even with other words nearby, a single framing word can still be effective. Another example is illustrated by the difference between saying "Having a cell phone will keep me out of trouble" and "Having a cell phone will keep me safe". Ponder which word is more effective for your message: "trouble" or "safe".    Mirroring. Mirroring. Mirroring is the practice of mimicking the movements and body language of the person you are trying to persuade. By acting as the person listening does, you create a sense of empathy. You can mirror hand gestures, leaning forward or away, or various head and arm movements. We all do this subconsciously, and if you pay attention you'll probably notice yourself doing it. Be subtle about it and delay 2-4 seconds between the other person's movement and your mirroring. Mirroring is also known as "the chameleon effect".   Scarcity.  Scarcity is frequently used by advertisers to make opportunities seem more appealing because they have limited availability. The assumption is that if a product is scarce, there must be a ton of demand for it! (Buy one now because they're selling out fast). Be aware that this is a technique of persuasion to which you are frequently exposed and take it into account when you make your purchase decision.   Reciprocation. When someone does something for us, we feel compelled to return the favor. So, if you want someone to do something nice for you, why not do something nice for them first? In a business setting, maybe you pass them a lead. At home, you might offer to lend your lawnmower to a neighbor. It doesn't matter where or when you do it, the key is to complement the relationship.   Timing. People are more likely to be agreeable and submissive when they're mentally fatigued. Before you ask someone for something they might not readily agree to, consider waiting until they've just done something mentally taxing. This could be at the end of the work day when you catch a co-worker on their way out the door. Whatever you ask, a likely response is, "I'll take care of it tomorrow."   Congruence. We all try, subconsciously, to be consistent with previous actions. A technique used by salespeople is to shake your hand as he is negotiating with you. In most people's minds, a handshake equates to a closed deal, and by doing this before the deal actually closed, the salesperson is more likely to actually close it. A good way to use this yourself is to get people acting before they make up their minds. For example, if you were out and about with a friend and you wanted to go see a movie but the friend was undecided, you could start walking in the direction of the theater while they are considering it. Your friend is more likely to agree to go once he or she is walking in the direction you set.   Fluid speech. When we talk, we often use little interjections and hesitant phrases such as "ummm" or "I mean" and of course there is the ubiquitous "like". These little conversation fillers have the unintended effect of making us seem less confident and sure of ourselves, and thus less persuasive. If you're confident in your speech, others will be more easily persuaded by what you have to say.   Herd behavior. We constantly observe to those around us to determine our actions; we have the need for acceptance. We are far more likely to follow or be persuaded by someone we like or by someone who we see as an authority. An effective way to use this to your advantage is to be seen as a leader -- even if you don't have the official title. Be charming and confident and people will place greater weight on your opinion. If you're dealing with someone who isn't likely to see you as an authority (such as a superior in the workplace, or your significant other's parent) you can still take advantage of herd behavior. Casually praise a leader who that person admires. By triggering positive thoughts in that person's mind about a person they look up to, they'll be more likely to associate those qualities with you.    Man's best friend. Man's best friend. To give people the impression that you're loyal, and to inspire them to be loyal to you, put up a picture of you with a dog (it doesn't even have to be your own dog). This can make you seem like a team player, but don't go overboard; putting up too many pictures can make you seem unprofessional.   Offer a drink. Give the person who you're persuading a warm drink (tea, coffee, hot cocoa) to hold while you're talking to them. The warm sensation of the drink in their hands (and their body) can subconsciously make them feel like you're an emotionally warm, likable and welcoming person. Giving them a cold drink can have the opposite effect! In general, people tend to feel cold and crave warm food or drinks when they're feeling socially isolated, so fill that need in order to make them more receptive. "Yes" Questions. Begin the conversation with questions that generate a "Yes" response. "Nice day today, isn't?" "Your wife looks great, doesn't she?" "You're looking for a great deal on a car, aren't you?" Once you get someone saying yes, it's easy to get them to continue, up to and including "Yes, I'll buy it." The best counter to this is to make non-commital answers, but make sure your wife knows WHY you don't think she looks all that nice today.         Part2 : Robocolleague Robots are getting more powerful. That need not be bad news for workers Mar 2nd 2013 |From the print edition WATSON, an IBM supercomputer, spectacularly beat its human rivals in a 2011 edition of “Jeopardy!”, an American quiz show. It has got smarter since then. Its components have shrunk from room-size to briefcase-size; its processing speed has more than tripled. The sleeker, faster Watson is now being put to commercial use: its first application is suggesting treatments in cancer clinics. Many people fear that Watson exemplifies a trend toward the displacement of human workers by machines. In a 2011 e-book called “Race against the Machine”, Erik Brynjolfsson and Andrew McAfee of the Massachusetts Institute of Technology (MIT) worried that human workers would fail to adapt to the quickening pace of technological change. “The Lights in the Tunnel”, a 2009 book by Martin Ford, a software entrepreneur, painted a bleaker picture still. Mr Ford noted that about 40% of Americans work in old-fashioned occupations—as nurses, book-keepers and the like. He argued that innovation will soon allow firms to eliminate millions of jobs, like the 3m-plus cashiers whose positions are threatened by automated cash registers, but will create few new opportunities for displaced workers. In this section Continent of dreamsKings of the wild frontierWhen the music gets youSpread bestingVoting but not countingOf privacy and opacityDon’t go ZhouBonanza or baneRobocolleague ReprintsRelated topics Daron AcemogluMassachusetts Institute of TechnologyDavid AutorBut plenty of research suggests that innovation need not translate into a shrinking role for human labour. In a new paper David Autor, also of MIT, argues that the standard “production functions” used by economists to describe how things get made need sprucing up. These functions treat labour and capital like separate elements in a recipe: mix a tablespoon of skilled work with a dose of capital to produce a helping of GDP. In the real world, however, the distinction is blurred. Mr Autor describes an alternative approach in which production is modelled as a series of tasks. A firm’s challenge is to decide how to allocate them between capital and workers of varying skills, according to their respective comparative advantages. Assignments evolve over time as costs and technologies shift: an innovation may displace humans from some jobs, for instance, but make them more productive in others. As technology improves, Mr Autor writes, a pattern emerges. Machines take over routine tasks like repeated number-crunching or the welding of car parts. Such jobs can be programmed into machines using detailed, specific instructions. Displaced human workers are then reassigned to do more improvisational or intuitive work. At airline check-in counters, say, computers are displacing employees from mundane tasks like printing boarding passes. That makes it easier for the humans to respond to unexpected problems like cancelled flights or changed itineraries. Machines serve as both a substitute for, and a complement to, labour in other industries. Watson is initially assisting doctors to make cancer-treatment decisions, by providing options along with the associated degrees of confidence; it may eventually replace doctors in some diagnostic work. In other cases, robots may raise demand for doctors’ services. A recent article in the Journal of the American Medical Association notes that though robotically assisted surgeries do not necessarily bring better results than minimally invasive human-only surgeries, it is much easier for doctors to learn and master robotically assisted techniques. Robot-aided surgery could therefore make some procedures cheaper and more widely available. Historically, technological advances have been relatively benign for workers. Labour-market trends through the 19th and 20th centuries show surprising continuity, according to Lawrence Katz of Harvard University and Robert Margo of Boston University. In recent decades, for example, computerisation and automation have displaced “middle-skilled” workers at the same time as employment among high- and low-skilled workers has increased. This “hollowing out” is not new, Messrs Katz and Margo note. Early industrialisation had similar effects. Middle-skilled artisans, like trained weavers, were put out of work by industrial textile production, but the fortunes of less-skilled factory workers and white-collar factory managers steadily improved. Mechanisation’s insatiable appetite for routine work of all types has yet to create mass unemployment. Quite the opposite. The worry is that technology now has its sights set on non-routine tasks as well as mundane ones. Yet Mr Autor notes that just because a skilled job can be automated does not mean it will be. The number of workers used to build Nissan vehicles varies a lot between Japan, where labour is expensive, and India, where it is abundant and cheap. The relative cost of different types of workers matters for firms as they choose how to deploy new technologies. The road to HAL The incentives facing firms may also be changing, according to Daron Acemoglu of MIT, Gino Gancia of the Centre de Recerca en Economia Internacional in Barcelona and Fabrizio Zilibotti of the University of Zurich. They reckon that rich-world firms reacted to globalisation by using cheap labour abroad and investing in technologies that helped skilled workers at home. Apple, for example, has used skilled American engineers to design its products and low-cost foreign workers to make them. Rising wages in emerging markets are now making it less attractive to send unskilled work abroad. The authors suggest this could mean a sharp change in the influence of innovation on labour markets. Firms may find it more attractive to invest in technologies that boost the productivity of less-skilled domestic labour, pushing up their wages. One day, clever robots may change this. But as long as humans retain the edge on cognitive flexibility, firms will keep putting willing workers to good use.