How are we really affected?

American psychologist Robert Cialdini has researched just this — how people can influence themselves. His principles of influence are among the most cited in modern psychology and are applied in everything from marketing and policy to organizational development, not least on digital platforms.

Seven principles that explain our behavior

Cialdini has identified seven universal principles of influence:

1. Reciprocity: We feel obligated to give something back when we've got something.
2. Commitment and Consistency: We will act in line with previous elections and promises.
3. Social proof: We do what others do, especially in uncertain situations.
4. Sympathy: We more easily say yes to people we like or feel community with.
5. Authority: We allow ourselves to be led by those who appear as experts or have formal power.
6. Scarcity: We cherish what is rare or about to disappear.
7. Unit: We are greatly influenced when we experience a “we” with the one who asks us for something.

Norwegian digital examples illustrating the principles

Reciprocity: When a business shares valuable tips or offers free digital courses to employees or customers, engagement often increases in internal networks or on workplace social platforms.

Social proof: Many organizations use “best practices” in Teams. When employees see what solutions others are adopting, they are more inclined to follow digital initiatives that “everyone” in the department has chosen.

Scarcity: Invitations to exclusive digital courses or pilot projects with limited places often trigger higher participation rates.

Authority: In hybrid meetings, it is common for participants to follow the advice of those presented as experts -- or those who lead the digital space -- more than from colleagues with similar experience.

Unit: Common digital goals, which “reached 90% on e-learning!” , and visible community victories in project portals, strengthen affinity and mobilize associates.

What can managers do in practice, both digitally and physically?

1. Use the principles ethically. Leaders can strengthen collaboration and motivation, but should be aware of the limits in digital communication, where the effects are often amplified or less visible.
2. Build a culture of reciprocity. In internal chat channels, it's all about praise, sharing and helping that strengthen cohesion.
3. Create positive social proof. Promote good digital initiatives that inspire change.
4. Clarify authority. Ensure competent voices fit into digital surfaces.
5. Using scarcity wisely. Timed digital projects can create focus, but should be balanced against peace of mind.
6. Entrench a “we” digitally. Use digital celebrations and community goals to strengthen belonging, especially in hybrid work.

Reflection Questions for Managers

• Which of Cialdini's principles influence interactions and decisions in my organization — both physically and digitally?
• How do I apply the principles to strengthen culture and motivation, without exaggerating the impact that digital platforms provide?
• What can I do to build social proof or community in digital dialogue?
• How can I consciously protect employees from persistent digital pressures?

References

Robert Cialdini (2021): Influence: The Psychology of Persuasion (new edition).
Robert Cialdini (2016): Pre-Suasion.
O. H. G. Skauge (2024): “Cialdini's principles of influence in digital working life”.
Frontkom (2022): “Selling a message: Cialdini's 7 points for good communication” [1].
Marius Vestlien (2024): “Practical application of Cialdini's principles of influence” [2].
Consumer Council (2021): Reports on consumer behavior and influence in marketing.
Directorate of Health and FHI: Communication during the COVID-19 pandemic.