When Can Asking For A
Little Go A Long Way?
by Noah J. Goldstein, Steve J. Martin, and
Robert B. Cialdini
Presumably a very little
person first said, "Good things come in small
packages." Whoever coined the phrase, it's clear
that this person understood the power of
thinking big by going
small.
Throughout this
book, we've attempted to provide evidence to
support our claims that we can successfully and
ethically move people to say yes. But in certain
situations and environments, it's also important
to understand why people say no to reasonable
requests, such as a request to donate to a
legitimate charity.
Along with several colleagues,
one of us set out to do just that. We thought
that when asked to make a donation, even those
who would genuinely like to support the charity
in some way say no because they can't afford to
donate very much and they assume the small
amount they can afford won't do much to help the
cause. Based on this reasoning, we thought that
one way to urge people in this situation to
donate would be to inform them that even an
extremely small sum would be helpful to the
cause, essentially legitimizing such
contributions.
To test this hypothesis, our
research assistants went door-to-door to request
donations for the American Cancer Society. After
introducing themselves, these research
assistants asked the residents, "Would you be
willing to help by giving a donation?" For half
of the residents, the request ended there. For
the other half, however, the research assistant
added, "Even a penny will help."
When we analyzed the results,
we found that this diminutive disk of copper and
zinc was worth its weight in persuasive gold.
Consistent with our hypothesis, people in the
"even-a-penny-will-help" condition were almost
twice as likely as those in the other condition
to donate to the cause (50 percent vs. 28.6
percent).
On the face of it, the
study suggests that when you want assistance
from others, simply pointing out that even a
small offering would be acceptable and
worthwhile to you is likely to be an effective
strategy. Still, is there a possibility that
adopting an "even-a-penny-will-help" strategy
could backfire? Although the number of people
who donated almost doubled when people were told
that even a penny would help, might their
donations have been smaller than those in the
other condition? After all, those residents were
informed that even a single cent would help,
which might have led them to give a smaller
donation than they ordinarily would. We looked
at the size in donation amounts and were happy
to find that there was no difference in the
average donation per contributor. What this
means is that the "even-a-penny-will-help"
request should come out ahead of a standard
request not only in the number of people who
donate, but in the overall amount collected from
your efforts. In our study, for instance,
for every hundred people we asked, we collected
seventy-two dollars in donations in the
"even-a-penny" condition compared to only
forty-four dollars in the standard condition.
There are several applications
of the "even-a-penny-will-help" approach in the
workplace. To coworkers regarding a community
project, "Just an hour of your time would really
help." To a colleague whose handwriting is
illegible, "Just a little more clarity would
help." To a busy prospective client whose needs
must be more fully understood, "Even a brief
initial phone call would help." The chances are
that this little step in your direction won't
prove so little after all.
Here's to YES!,
The Authors
P.S. Whether you are in
Network Marketing
or just curious about how to be more influential
in everyday life,
Yes! shows how making small,
scientifically proven changes to your approach
can have a dramatic effect on your persuasive
powers. The bottom line: Get (and read) this
book!

© 2008 by Noah J. Goldstein,
Steve J. Martin, and Robert B. Cialdini.
Reprinted by permission of Free Press, a
Division of Simon & Schuster, Inc, NY.
From
YES! 50 Scientifically Proven Ways to Be More
Persuasive by Noah J. Goldstein,
PhD, Steve J. Martin, and Robert B. Cialdini,
PhD.
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