You are not buying Tupperware from a corporation. You are buying it from your neighbor, Susan, who you like. The sales pressure comes from friendship, not a sales pitch.
Be skeptical of obvious, manufactured "proof." Is the crowd real, or is it paid actors? More importantly, just because everyone is doing it doesn't mean it is right. History is full of herds running off cliffs. Use logic, not the crowd, when the stakes are high.
We have a deep psychological need to be consistent with our past actions, statements, and beliefs. Once we take a stand, we face tremendous internal and external pressure to behave in line with that stand. influence the psychology of persuasion by robert cialdini
"How are you feeling today?" "Great, thanks." (Commitment to feeling good). Then, "Would you like to donate to the children's fund?" (You can't say no to a charity if you just said you feel great about life). Car salesmen use "lowballing": they give you a great price, get you to commit to buying, then "discover" the manager won't approve it. You buy anyway because your identity is now "the person who bought that car."
For over 35 years, Dr. Robert Cialdini has been the Sherlock Holmes of this phenomenon. His seminal work, Influence: The Psychology of Persuasion , isn't just a book for salespeople or marketers; it is a survival manual for the modern consumer. Cialdini spent three years going undercover—training as a used car salesman, a telemarketer, and a fundraiser—to decode the hidden algorithms of saying "yes." You are not buying Tupperware from a corporation
We are wired to hate loss more than we love gain. Cialdini notes that compliance professionals use two specific scarcity triggers: ("Only 3 left in stock!") and time limits ("Sale ends tonight!").
Scarcity: Opportunities seem more valuable to us when their availability is limited. The fear of loss is a more powerful motivator than the possibility of gain. Be skeptical of obvious, manufactured "proof
The second principle relies on our deep-seated desire to be (and appear) consistent with what we have already done. Once we make a choice or take a stand, we encounter personal and interpersonal pressures to behave consistently with that commitment.