’12 Universal Laws’ Show Theory’s Insight into Reality

There are many who resist theory. These individuals dismiss the tenants of theory and clamor for the “real and practical.” Things that will “work in real life.” The truth is the theoretical provides insight into the real world and offers navigational tools for meeting the challenging realities of the “real world.” Theory, a way of understanding and explaining, provides a platform on which to stand, observe what’s occurring in real time and for informing one on how to best meet the challenges that face us daily. Without an informed framework, we are left to improvise, blindly, in every new situation we encounter.

That’s what I was thinking as I read Kurt Mortensen’s “Maximum Influence” (AMACOM, 2004). Mortensen offers the “12 Universal Laws of Persuasion.” While initially resistant to the notion that “12 Universal Laws” could make one more persuasive, the reality is that Mortensen has identified the underlying theories that explain why we’re highly responsive to some individuals and nonresponsive to others.

In the hands of the highly manipulative and self-serving, the theories are probably useless given that one’s “target” will, at some point, recognize the intention to manipulate. In the hands of a well-intentioned individual who needs insight on how to get others to see the value of what we want, desire, the “12 Universal Laws” provide insight into desire, resistance, mutual understanding and, done correctly and with good intention, shared agreement. The 12 laws are:

1. The Law of Dissonance. None of us likes feeling mentally conflicted. If you can get others to see how their actions aren’t consistent with views they’ve already expressed, they are likely to alter their actions to align them with already espoused viewpoints.

2. The Law of Obligation. Mortensen writes that “when others do something for us, we feel a strong need, even a push, to return the favor.”

3. The Law of Connectivity. “[T]he more we feel connected to, part of, liked by, or attracted to someone, the more persuasive they become.”

4. The Law of Social Validation. “[W]e tend to change our perceptions, opinions and behaviors in ways that are consistent with group norms.” We want to be liked by others and feel connected; we’ll often change to fit with those others.

5. The Law of Scarcity. “Opportunities are always more valuable and exciting when they are scarce and less available.”

6. The Law of Verbal Packaging. “[T]he words you use attract or repel your prospects.”

7. The Law of Contrast. Introduce an individual to two different scenarios – high in contrast – and the better scenario has immediate appeal. Where someone didn’t see a problem, he’ll “buy” the better solution because it’s more appealing than the alternative. The buying can occur even when there is no initial problem because it’s so much more attractive than the painted alternative.

8. The Law of Expectations. “People rise to meet your expectations of them” – positive or negative.

9. The Law of Involvement. The more you involve someone mentally and physically, the more persuasive you become.

10. The Law of Esteem. People want and need “praise, recognition, and acceptance.” It has to be sincere. If it is, they are more likely to accept another’s ideas.

11. The Law of Association. “[E]voke positive feelings and thoughts that correspond with the message [you're] trying to convey.”

12. The Law of Balance. “In most persuasive situations, people react based on emotions, then justify their actions with logic and fact.”

As I finished “Maximum Influence,” I thought it would be a powerful tool for those in sales, for those wishing to influence a boss or for those wanting others to “do different.” It also occurred to me that the book is equally powerful for those wishing to resist the persuasive tactics of others. ILLUSTRATION PHOTO photo – “Maximum Influence”