01 Exposure effect
In the 1960s, the psychologist Charentz did an experiment: he asked participants to watch pictures of strangers. Some photos appeared more than 20 times, some appeared more than a dozen times, and some appeared only once or twice.
After that, the experimenters who watched the photos were asked to rate how much they liked the photos. It turned out that the more experimenters saw a photo, the more they liked it. In other words, the number of exposures increases the degree of likes.
This is a psychological phenomenon. Now we call this psychological effect that can increase the degree of likes as long as it appears frequently.
In the workplace, if you want to win the favor of leaders and colleagues, you have to make them more familiar with you and increase your “exposure” in front of them. I deeply feel this.
I remember that one year when our headquarters selected outstanding employees, several ministers met to make the final decision, and 10 outstanding employees were selected from 15 candidates.
It stands to reason that the top 10 have been decided, and they are the first recommended candidates for each department, and the last 5 are “accompanied by running”, and there is nothing to discuss.
But two ministers suddenly discovered that there was a Xiao Zhao they were familiar with in the “accompaniment run”, so they suggested to add another place. They strongly recommended Xiao Zhao, and the other ministers had no objections, so Xiao Zhao changed from a substitute. Formal excellent staff.
Why can Xiao Zhao get so much love from the ministers? Because Xiao Zhao likes to play badminton and has superb skills. He often plays with these big leaders. The leaders are familiar with him and understand him, and they show up in front of the leaders more often, so they naturally get the leader’s favor.
If you want to improve interpersonal relationships, you should look for opportunities to show up in front of him a few times.
02The IKEA effect
This effect stems from the fact that after customers buy IKEA furniture, they usually assemble them by themselves, and these customers will have a particularly high evaluation of the items they have completed by hand after assembly.
Later, people called this “the value of goods created by their own labor and emotions will produce an overestimated value judgment bias” as the “IKEA effect.”
We can also use the IKEA effect to let others serve you.
For example, when you are advancing a project, you can ask the leader more how to deal with the problems in the project, ask the leader to assist in some minor matters, report more on the progress of the project…make the leader feel involved.
With a sense of participation, based on the IKEA effect, he would naturally appraise this project well.
For another example, when you are making a plan or planning an event, you give the plan to your leaders and colleagues and listen to their opinions and suggestions.
Asking for their ideas is actually asking them to bend into the game and participate in your activities. They have a sense of participation, and the pass rate of your plan will be greatly improved.
People will always overestimate the value of what they participate in, so you have to learn to make good use of your leaders and colleagues and let them participate in your activities. The more they give, the smoother your work will be.
03 Aronson effect
Psychologist Aronson once did an experiment in which four groups of people evaluated a certain person in order to observe which group a certain person liked the most.
Among them, the first group always praised it, the second group always criticized it, the third group first praised it and then the fourth group praised it later.
After conducting this experiment with dozens of people, it was found that most of the people favored the fourth group the most and disliked the third group the most.
This is the Aaronson effect. It tells us that people like most people or things that reward and praise them constantly, and hate those who seem to be declining most.
By using the Aronson effect, we can understand the secret to gaining the favor of others. In other words, you don’t want to show all your talents all at once, but step by step, keep showing your strengths, and give people surprises.
New graduates want to perform well and give a good impression to leaders and colleagues.
So some people come early and leave late from the first day of employment, take the initiative to work overtime during holidays, and work hard. You will agree to anyone who asks you for help… I think this will definitely leave a good impression on the leaders and colleagues.
As everyone knows, after three or five months, when you become “normal”, you come not so early, and you don’t work so much overtime. You start to refuse the help of colleagues… Obviously you behave like other newcomers at this time, but In the eyes of others, you are inferior to them.
This is the Aronson effect at work. Everyone has formed high expectations and high standards for you. Once you fail to meet their expectations, their impression of you will fall off a cliff.
Learning to use the Aronson effect can save your career a lot of detours.
In the TV series “Shanghai Women’s Illustrated Book”, the newcomer Kate who joined Haiyan has an excellent ability, but he hides it deeply.
When Haiyan was still working overtime and using clumsy methods to count Excel data, Kate dialed just a little bit, and a function formula solved all the problems. Haiyan knew that Kate was so good at first, and since then she has taken Kate with admiration.
When you first enter the workplace, don’t wait to show your talents and prove your strength. In fact, it is better to keep a low profile and make a blockbuster at the critical moment.
04 Threshold effect
In 1966, American psychologists conducted an experiment: they sent someone to randomly interview a group of housewives and asked to hang a small sign on the window of their home. The housewives happily agreed.
After a while, I visited this group of housewives again and asked for a big and ugly sign to be placed in their courtyard. As a result, more than half of the housewives still agreed.
At the same time, sending someone to randomly interview another group of housewives and directly proposed to put the big and ugly sign in their courtyard. As a result, less than 20% of the housewives agreed.
This is the threshold effect, also known as the “in-inch-in-one effect”, which means that once a person accepts a trivial request from others, it is possible to accept a larger request.
This kind of phenomenon is like climbing a threshold, you have to climb up one step at a time, making it easier to ascend to a high place.
We can take advantage of the threshold effect to “make benefits” for ourselves.
When asking someone to do something difficult, instead of worrying about his unwillingness to do it, you might as well ask him to do something that is easier. When he is finished, you can express gratitude and encouragement… Gradually put forward higher requirements to him, so that he will be easy to accept.
For example, your current monthly salary is 5,000, which is lower than the industry average, but you work hard and have a good performance in a year. At the end of the year, you can try to discuss a salary increase with your boss.
Assuming that the average salary of your job industry is 8000, in order to avoid raising a salary increase of 3000 to your boss at one time and frightening the boss, you can raise the salary to the boss two times. The first time you apply for a salary increase to 6000, it’s a pass. Time to apply for 8000.
Such a strategy for applying for a raise is easy to achieve.
05 Franklin effect
Franklin once said: A person who has helped you is more willing to help you once than those you have helped.
This insight stems from a little experience of him.
He was a state congressman and wanted to win the support of an arrogant congressman, but he didn’t want to humble his way to the other party.
Later he thought of a way. I heard that this congressman had a book that no one else had, so I wrote a sincere letter to this congressman and asked him to borrow the book.
The congressman was surprised, but he lent the book to Franklin readily. Franklin quickly read it and returned it, and attached a note to express his gratitude.
In the next Congress meeting, the congressman took the initiative to speak to Franklin and his attitude was very friendly. He also expressed his approval of Franklin on many things. This was something that had never happened before, and the two gradually became friends.
The Franklin effect tells us that the best way to make others like you is not to help them, but to let them help you.
Good interpersonal relationships are troublesome, which is contrary to our traditional ideas. The education we have received since childhood is not to bother others and not to owe others favors, so it is always difficult for us to open our mouths to ask others to help ourselves.
Young people who are new to the workplace want to establish good relationships with their leaders and colleagues. If you want to get closer to each other, you might as well try to trouble them first. For example, ask the leader to help with a certain matter; ask a colleague to pick up a courier for you, ask a question…
Don’t be afraid to trouble others, if you don’t trouble each other, good interpersonal relationships in the workplace will be impossible to establish.
In the workplace, learning some general knowledge of psychology will make your career better.
