Book Review: How to Get People to Do Stuff

Familiar Territory

Certain topics in How to Get People to Do Stuff are likely very familiar to readers who have researched emotional intelligence, basic sales techniques, or presentation methods. Being aware of body language and mimicking the behavior of others are well-known methods of establishing rapport with others and developing likability.

In particular, Chapter 8, “Tricks of the Mind,” will be very familiar to people who have read Designing with the Mind in Mind and Thinking Fast and Slow. In this chapter, Weinschenk discusses a variety of optical illusions and cognitive challenges that illustrate the limits of our cognitive abilities. She also provides advice on how to create persuasive experiences by leveraging our knowledge of these limits. For example:

“Strategy 88: When you want people to make a quick decision, make the thinking easy for them.”

Evolutionary Basis

Understanding the psychological background behind decision-making gives us insights into why we make the choices we do. Understanding that the fear of loss is a much stronger motivation for people than the prospect of gain can reveal tactics that we can use to encourage particular behaviors.

Therefore, while positive psychology and happier messaging can encourage certain behaviors and even create sustainable behavioral change, using negative imagery that arouses fear can lead to sudden, dramatic changes. For example, consider the messaging and imagery of political speeches or propaganda. So, while acknowledging this might make us uncomfortable, stirring up fear of loss or death is much more effective in manipulating people than conveying positive messages. Which of these messages do you think would resonate more strongly?

• Universal healthcare would enable more people to live longer, happier lives at a lower cost to everyone.
• Universal healthcare would take away your right to choose the doctor and treatment you want, and the bureaucracy of administering universal healthcare could lead to delays in your care and, possibly, your untimely death.

As Weinschenk describes:

Strategy 57: “Understand that people are more motivated by the possibility of loss than the possibility of gain.”

I mention politics only because we’ve seen how people’s aversion to loss frequently influences policy discussions—whether about healthcare, higher education, or taxation. The messaging tactics of political speeches also demonstrate another concept: the strongest messages appeal to our emotions rather than relying on facts.

Ethics

No book on persuasion or behavior modification would be complete without at least a brief discussion of ethics. In Weinschenk’s words:

“Some say that if you’re trying to get people to do something, no matter what it is, then that is unethical. Others say that if you’re trying to get people to do something that’s good for them (eat healthier, quit smoking), then it’s OK. I fall somewhere between these two ideas.”

Weinschenk makes the point that you can’t persuade someone to do something unless some small part of them already wants to do it. Using the methods that her book describes simply encourages people to do what they already want to do. They’re looking for a reason to justify their desire.

Of course, this is not the same thing as deceiving people. Clearly, hiding information or telling outright lies—as we often see in dark patterns—crosses an ethical boundary.

Conclusion

How to Get People to Do Stuff is a collection of established and accepted theories on the psychology of incentives and deterrents. This book does not break new ground or have its basis in new research. However, it does provide a concise, well-cited background on human behavior along with recommendations for putting these ideas into practice. The book is a good compilation of existing research on the psychology we frequently use and refer to in our work.