Influence Psychology Framework
Framework for applying the science of persuasion ethically and effectively — six decades of research into why people say "yes."
Core Principle
People don't make decisions rationally — they use mental shortcuts (heuristics) that can be triggered to influence behavior. These shortcuts evolved because they're usually reliable, but they can also be exploited. Understanding them lets you design products, messaging, and experiences that align with how people actually decide.
Scoring
Goal: 10/10. When reviewing or creating persuasive elements (features, copy, flows, campaigns), rate them 0-10 based on adherence to the principles below. A 10/10 means ethical, effective application of influence psychology; lower scores indicate missed opportunities or ethical concerns. Always provide the current score and specific improvements needed to reach 10/10.
The Seven Principles of Influence
1. Reciprocity
Core concept: People feel obligated to give back to those who have given to them first.
Why it works: Humans are wired to avoid being indebted — the obligation to repay can overpower personal preference, and the return favor often exceeds the original gift.
Key insights:
- The gift must come first (before the request)
- Unexpected, personalized gifts beat expected, generic ones
- Even small gifts create obligation
Product applications:
| Context |
Reciprocity Trigger |
Example |
| Free trials |
Full access first, then ask to pay |
Spotify Premium trial → subscription |
| Content marketing |
Value upfront (guides, tools) |
HubSpot free CRM → paid tools |
| Referral programs |
Reward both referrer and referee |
Dropbox: both get extra storage |
Copy patterns:
- "Here's a gift for you..." (before asking)
- "As a thank you for signing up..."
- "We noticed you needed help with X, so we..."
Ethical boundary: Give genuine value — don't create artificial debts or exploit obligation.
See: references/reciprocity.md for reciprocity techniques and case studies.
2. Commitment & Consistency
Core concept: People want to be consistent with their past statements, beliefs, and actions.
Why it works: Inconsistency is psychologically uncomfortable; once we take a stand, personal and interpersonal pressure pushes us to behave consistently with it.
Key insights:
- Small initial commitments lead to larger o
