CIALDINI'S 6 PRINCIPLES OF PERSUASION
AUTHORITY, RECIPROCITY, COMMITMENT/CONSISTENCY, SOCIAL PROOF, LIKEABILITY, SCARCITY
ABOUT ROBERT CIALDINI
“Everyone is Influenced by the 6 human needs.” – Robert Cialdini
Robert B. Cialdini , PhD is a Professor of Psychology and Marketing at Arizona State University. He has conducted groundbreaking research in the field of influence and persuasion for over 30 years. Through his time as a Professor of Psychology, he identified 6 principles of persuasion. These include Authority Reciprocity, Commitment or Consistency, Social Proof, Liking and Scarcity. More recently, Cialdini has identified a 7th principle of persuasion as Unity. His 1984 book ‘Influence: The Psychology of Persuasion is the original book in the field of social psychology. His company, Influence at Work is based in Arizona in the United States of America.
ABOUT DUNCAN STEVENS (THE AUTHOR OF THIS POST)
“There is no one-size-fits-all approach to influence and persuasion.” – Duncan Stevens
Duncan Stevens is the Founder and CEO of the Influence Association and one of the world’s leading experts on influence and persuasion. The Influence Association is a progressive company that offers ground-breaking research and insight into the field of influence and persuasion. They work with global clients to improve their influence, sales, leadership, and change management skills. His best-selling book Effective Influence is the go-to resource for influence and persuasion experiments to help you become more effective.
Duncan delivers keynotes and workshops all over the world, helping brands, companies, teams and leaders become more persuasive and more effective through what they say and how they act. You can enquire about bringing Duncan to your event as a speaker or workshop facilitator here.
AN OVERVIEW OF THE PRINCIPLES OF PERSUASION
Why is it that some people are better at influencing or more persuasive than others despite having the same resources and tools? What’s their secret? Every day we are either influencing or being influenced – it’s one of the many transactions we are having with life. Understanding what to say and how to act to influence or persuade others, makes your leadership, sales, and change management skills far more effective. There is not a one-size-fits-all approach to influencing and persuading but once you understand the principles of persuasion you can choose your principle for the situation you are in. With this level of finesse, you will see that very soon you will become a much more effective negotiator and turn more nos into yesses more often.
Here are Cialdini’s 6 principles of persuasion that you can apply in your work and private lives.
AUTHORITY
The first principle of persuasion is that of ‘authority’. People are more quickly persuaded by others they perceive to be credible or trustworthy experts in their field. A doctor, for example, holds a degree that he or she has spent years studying for. We put our faith in them to properly evaluate our condition and provide the appropriate therapy because they sit in a doctor’s office with a diploma. We’ve also been conditioned to follow the steps: if you’re feeling sick, go visit your doctor.
However, while they have studied for many years to cure us of our sickness, they may not have the training or knowledge to treat our underlying health condition. Our health problem might perhaps be better treated with the right food and attention to diet. A nutritional therapist would be the more suitable healthcare professional for this. They’ve also had to study for many years, and their methodology might be more helpful than a doctor’s in determining the underlying problem.
However, we put our complete trust in them due to their position of power and confidence in their expertise as the most credible and reliable specialists in healthcare.
You will read some incredible experiments in Duncan’s best-selling book – Effective Influence, how simply by wearing a white lab coat and assuming a position of authority you can influence people to commit the most heinous acts on one another.
Robert Young played the titular role of “Doctor” in the American medical drama, Marcus Welby, from 1969 to 1976. He was hired to be the face of Sanka Coffee, a non-caffeinated coffee brand because he was known for playing Doctor Marcus Welby in a popular TV series.
He was able to talk about the dangers of caffeine and the benefits of caffeine-free coffee in an effective way because he had credibility with his audience. As a result, the series of commercials were extremely successful. Actors that play roles in TV shows are frequently utilized in advertising for items since viewers perceive the authority they have onscreen to the brand they represent.
Waiters and waitresses in a restaurant also demonstrate their power of authority by suggesting a specific bottle of wine during regular activities. This is typically a more costly option, but we are influenced by their suggestion since they seem to be a wine authority simply because they work in the restaurant. Unless they work as a sommelier, most waiters and waitresses have little to no experience in wine.
Of course, influencing people’s perceptions is quite simple to do, but it won’t last in the long run. To convey authority, you may also share relevant stories about what others think of you, your product, brand, or service. In fact, if others repeat these stories, they lend additional weight to your position of authority.
It’s also possible to use third-person examples to communicate the authority that your product or service has in the market. It is simply a matter of conveying this same message, in the third person, using phrases like:
“I’m not going to advise you to purchase something simply because it’s the best quality and market leader….”
or
“I’m not suggesting that you engage in our services just because we’ve won the industry’s top honors for the past two years, or because we provide the finest value for money in the business. But I want to assure you that when it comes to gaining outstanding business results, there are no limits!”
These claims elicit powerful emotions in us, and it is these emotions that drive our actions, choices, and behaviors.
When attempting to persuade someone, it’s important not to overlook the power of authority. We’ve been conditioned since birth to be obedient to authority – whether it’s our parents, the law, the police, or even religious teachings telling us what we should and shouldn’t do.
We are indoctrinated to believe that acting or behaving in accordance with the law, respect for others, teachings, or ideals would result in a more peaceful society. It does, and it is this still persists when we are subjected to authority as adults.
However, if we want to protect ourselves from the persuasive power of an authority figure, it’s worth determining whether they’re a trustworthy, credible, and authoritative individual or they are simply posing as one.
RECIPROCITY
The second of Cialdini’s 6 principles of persuasion is that of reciprocity. Reciprocity is the notion that if you give something to someone, they will be obligated to return the favor later on in some manner. Even if we don’t like the person, we may still give them something and they will still feel beholden to us because of the power of reciprocity.
They will, more often than not, return the favor at a greater cost even if we do not ask for one to be returned. Any favor given will almost certainly be reciprocated, and research has shown that the simple act of giving a gift to someone else increases their fondness of us.
If you want to make this extremely powerful persuasion strategy even more effective, ensure that the present you give is both personalized and unexpected. I know of a fantastic entertainer who had been booked for a corporate event through an agency for a client. He had not worked for the agency before but wanted to work for them more in the future. You can imagine his frustration when he discovered that the agency booker was not going to attend the event so that he could introduce himself in person and show his abilities to her. It turned out that just before the event one of her family members had died and she had taken a leave of absence from her job/
Instead of leaving the relationship there or calling her at a later date to convey his sympathies, he did something both unexpected and personalized. He purchased a candle and condolences card, and scribed a handwritten note, and delivered them to her himself. This was done with sincerity, care, and thoughtfulness.
He received an email two days later. The booking agent was overwhelmed by the thoughtfulness and generosity of the present, stating that not only was it her favorite candle brand but also her favorite fragrance. He went on to establish himself as a go-to entertainer for that firm when his type of act was required.
A present doesn’t have to be tangible, and it doesn’t need to be purchased. The act of reciprocity is only limited by your creativity. You may share knowledge, offer assistance or advice, provide free tickets for an event, or send a birthday card or more. Whatever you give will make the receiver feel valued and more than just a stepping stone to your own needs, wants, and desires being fulfilled.
A favor given first frequently results in the recipient giving significantly more in return, according to many case studies many that we have also replicated at the Influence Association . Giving a favor has its greatest impact when the two parties aren’t that familiar with one another and the present is modest but considerate and unexpected.
However, according to studies, giving a present that is too large or generous might make the receiver uncomfortable in returning the favor. Above all, when giving a gift or service, it must be done with the upmost sincerity.
Whether you’re giving a candle, chocolate, a thank you note, or even remembering their birthday, this will make others around you feel appreciated – which is a crucial part of influencing others.
Throughout my book Effective Influence: 65 Influence Based Experiments Explained To Make You More Effective, you will read many experiments involving examples of reciprocity and the powerful role it can play in the effectiveness of your business, negotiation and in any form of situation requiring influence.
While many of the studies described in my book were conducted out on particiapnts from America, psychologist Michael Morris and his team studied how reciprocity applied to other nations too. For this study, Morris and his team used Citibank, a multinational bank.
The formal structure of Citibank offices around the world varies little from country to country. The one exception is that the workers are based in the local area where their offices are. As a consequence, these Citibank sites offer perfect conditions to investigate how culture affects informal interactions and feelings of obligation among employees.
In this study, Morris and his team conducted interviews with employees at various locations worldwide and looked into the willingness of people to comply with a co-worker’s request, especially for assistance with a task.
In the United States, researchers discovered that the complicity to the task followed a market-based approach and gave they gave assistance based on conventional unofficial rules for reciprocal exchange, with the important internal question being “has this person helped me in the past?”
In China, the reciprocity rules were more personal. In a society that promotes team loyalty, the Chinese were more influenced by their coworker’s status. This resulted in an internalized conflict: “Is this requester associated to someone within my team, especially someone of higher authority?”
In Spain, the internal debate was “Is the requester a friend of mine?” With this in mind, you can begin to think about how your request will be seen as an opportunity for future collaboration.
Meanwhile, in Germany, negotiation is handled more formally. Germans rely on established norms and association regulations when drafting negotiating rules. In Germany, their inner dialogue is: “according to formal criteria and classifications, am I obliged to help the requester?”
Although reciprocation standards vary somewhat across countries, it is clear that the most fundamental standards apply across all. Even a country (as opposed to an individual) might be burdened with a psychological burden if it does not return a favor. This is a societal belief rather than a cultural belief. This was highlighted most clearly in 1985, when Ethiopia was devastated by poverty, hunger, and sickness.
They were struggling to care for their own civilians. However, that same year, they donated $5,000 worth of aid to Mexico City to its victims who had just experienced a major earthquake. The reason they made such a generous donation was because 50 years earlier, in 1935 when Italy had invaded Ethiopia, it was Mexico who sent aid to them.
Ethiopia’s chance to repay Mexico’s kindness came in the 1985 earthquake. John Stacey Adams, a psychologist, developed his equity theory in the 1960s, and it may also be used to analyze international reciprocation in that we are always trying to pay back offers we receive in order to re-establish equality.
President John F. Kennedy once famously said, “Ask not what your country can do for you. Ask what you can do for your country.”
COMMITMENT / CONSISTENCY
Stevens James, the American philosopher, and psychologist once said:
“I don’t sing because I’m happy. I’m happy because I sing.”
The third principle of Cialdini’s 6 principles of persuasion is that of the principle of commitment or consistency. It is possible to draw the same conclusion about consistency from the influence of authority on our lives since we were young. We have been conditioned to adhere to a particular course in life. Attend school, earn good grades, attend university, obtain a good job, get married, and have children are all considered acceptable paths for youngsters in most cultures. As a result, consistency is ingrained into us at an early age.
We go to sleep at a specific hour each night, wake up at a specific hour the next morning, and follow the same daily routine. People who are unreliable in their actions and behaviors are often linked with being flaky, untrustworthy, or even irresponsible. This is in contrast with someone who is consistent in their behavior and behavior. They are regarded as trustworthy, appealing, and someone who keeps their promises.
The desire for consistency is one of humanity’s most powerful drives since once we decide to do something, we have a hardwired need to remain consistent with that decision.
Activating consistency as a principle of persuasion may be used as a persuasion approach to get a potential customer or client to buy a specific product or service. We may also influence them to act or behave in a certain way if they saw that not doing so would be inconsistent with their prior activities or behavior.
If you want to encourage someone to exhibit a certain behavior, the first thing you should do is encourage them to do so in a minor way. Encouraging individuals to make tiny, concessionary commitments (such as signing a petition) is an example of this.
This will make it more likely that they will modify their actions over time to remain consistent with these minor obligations, providing a domino effect. It’ll be easier to influence the following action or behavior by increasing the amount of involvement and commitment at each stage.
The end domino (and your objective) will be toppled if you follow this procedure, with the final domino (or request) being far greater than the first.
Consistency is a powerful behavioral tool that may be utilized to build influence with the reciprocity principle of persuasion. An example of this would be if you have an internet business.
You may wish to persuade someone to fill out their name and address on an internet contact form to gain a free gift or sample (reciprocity) this will make them far more likely to buy anything from you later down the line (consistency).
People are more inclined to keep their promises when asked to do something for us or simply to help us. In the summer of 1972, Thomas Moriarty conducted a study on Jones Beach in New York.
He discovered that only 1 in 5 beachgoers stopped a thief when one of his team left an unattended radio on the beach blanket and another of his researchers, posing as a robber, stole it.
The second study, on the other hand, discovered that when the owner of the radio demanded his neighbors on the beach to keep an eye on his goods while he went swimming, these individuals intervened 95 percent of the time and became near vigilantes with some even chasing down the thief to get back their radio and keep their promise.
The desire for consistency in our lives is inherent in everyone. It makes things simpler for us. Most individuals put themselves on autopilot and allow themselves time to focus on more important issues as a result of the lack of need to respond to each decision.
This is something that Steve Jobs and Mark Zuckerberg do well, wearing the same outfit every day, allowing them to focus on more important matters.
CONSENSUS / SOCIAL PROOF
Instead of trying to influence people by yourself, it can be wholly more effective to point to what many others are already doing, or have already bought or done.
The fourth principle of Cialdini’s 6 principles of persuasion is that of consensus or social proof. Many of us want to fit in with societal norms and ‘be like everyone else”, even though we believe that we are unique individuals. If a large number of people do something, psychologists have shown that this is perceived by society as acceptable and appropriate behavior, therefore it appears to be so for many of us.
People seek guidance from others to influence their actions, reassure their actions, and then follow suit. We do this to adapt to the world around us and enhance our chances of survival in a global community brimming with diverse personalities and types of individuals.
We laugh at jokes on TV shows (which may or may not be very amusing) simply because a laughter track has been added over it, or we put money in a collection basket because we notice that some coins are already there.
We also don’t steal flowers from someone else’s garden for our own enjoyment. All of these instances show how we follow social customs and agreements to fit in with society.
Take, for example, social media. If we’re looking for anything specific, we may go to online reviews. Most people would be more inclined to buy the product that has received more likes than the one with fewer likes.
However, if we discovered that one had 100 likes and the other only 20 but the 20 likes of the other item, the majority were your friends, then you would be more inclined to buy that product or service instead. We are on the lookout for clues and indicators to judge the truth of the world around us, and we are more predisposed to accept things that other people accept as true.
It’s also worth considering the so-called false consensus effect, which refers to the belief that other people believe something even if you don’t. This might lead to a sort of naive realism.
The inevitable consequence of this would be a reduced sensitivity to the notion that the reality may be very different from how it is actually presented. Life in society requires consensus as an indispensable condition.
Each individual should contribute independently based on his or her own experience and insight for consensus to be valid. This enables us to utilize consensus to persuade others to achieve great success, bolstered by social pressures and the ever-increasing need to fit in, which has been fueled by social media.
One of the most effective forms of social proof for influencing is when your brand, product, or service has been praised or endorsed by a respected authority. This might be someone, the press, TV, or other reputable sources. Leveraging consensus into your influence strategy if the source of this social proof is trustworthy, dependable, and credible can be quite advantageous.
From a business and sales standpoint, according to research, being introduced to new clients or customers through a referral process is 15 times more profitable than cold-calling.
Consensus has been used as a powerful form of persuasion and influence throughout history both intentionally and unintentionally. As a result, terms like The Werther Effect, copycat crime, or copycat suicides have become synonymous with the unintentional influence of widely publicized tragic events. Celebrities or people who we see as similar to ourselves or we aspire to be can massively influence our choices.
As an illustration, consider copycat suicide. When Marilyn Monroe took her own life in 1962, the number of people who committed suicide that month was 200 more than average. The Werther Effect is another name for a dramatic increase in imitators’ suicides following a highly publicized death.
Another term that is sometimes used interchangeably with consensus is a copycat crime. These offenses are usually inspired or modeled after a prior one, and the phrase was coined in 1916 owing to the number of offenses committed similarly to Jack the Ripper.
Finally, in light of the extensive media attention given to mass shootings, copycat behavior has also been influenced. This is especially evident in recent years. The Columbine School shooting was a one-off tragedy in 1999. However, many mimicked large-scale shootings have occurred since then.
According to research published in 2015, the Columbine shooters have inspired at least 21 copied shootings and 53 attempted plans to commit such an attack over 15 years in the United States.
While consensus is generally used to encourage people to take action, it may also be effective in stopping them from doing so. In 2010, a proactive election campaign was launched in Trinidad and Tobago in an attempt to prevent certain voters from going to the polls.
There were two major political parties in the leadership race.
The two parties were primarily black and Indian, respectively. The People’s Partnership Coalition’s election campaign was aimed at young people, particularly first-time voters. They wanted to raise youth apathy by encouraging a non-political reaction campaign since the youth had no interest in politics.
The campaign team created a campaign around ‘joining a gang,’ where they can be part of a movement and do something exciting together. It was possible to create a consensus without being too political by focusing their campaign in this way. They came up with the “Do So!” phrase, which meant “Do so, don’t vote!”
This was coupled with a symbol of crossed fists as their logo, which signified a posture of opposition to politics and voting.
The nation’s youth began filming this resistance and uploaded their behavior to YouTube. These went viral and encouraged even more of them to come together as one after watching it. All of this began to snowball because of the power of consensus. The campaign felt like an organic resistance or movement led by the youth, but it was in fact designed and instigated from the start by the People’s Partnership action group.
When the voting day arrived, however, even young Indians were not about to defy their parents’ wishes. Instead of not voting, they did so.
This swing in favor of the People’s Partnership Coalition occurred as a result of this apathy and an election campaign that urged vast swaths of Trinidad and Tobago not to vote, swinging the election by 6% in favor of the coalition.
The campaign was so successful because it appealed to young people’s apathy and targeted their emotions, not for them to take action as a group. Only 40% of 18-35-year-olds bothered to vote as a result of the power of consensus-driven influence!
LIKEABILITY
Likeability is the fifth principle of Cialdini’s 6 principles of persuasion. The principle of likability is perhaps one of the most under-rated, under-appreciated, and least discussed aspects of persuasion. This may be because we all think we are likable. We’ve all seen people with ” magnetic personalities” or who are referred to as a “people person.”
You can be sure that people with these characteristics are having a far greater influence and effect on others’ lives than those without them. People like to say “yes!” to individuals they know, like, and trust!
While I agree with this, it isn’t completely accurate because individuals still conduct business with others when things aren’t equal, and their product may be more expensive or less dependable than its competitors. When it comes to evaluating those other elements, likeability is, therefore, a major consideration.
Authenticity is one of the most crucial elements of likability. If you really want to assist your prospect to solve their problem with your product or service, and you can show that you care, are dependable, capable, and trustworthy in an honest way, then you’ll develop a much more robust and long-lasting work and personal relationship based on likeability.
The likeability formula is one of the most effective methods to develop likability. This enables you to communicate to the customer that you have heard them and that you can empathize with them. Telling someone else’s story who felt the same way as they did at first is a great approach to demonstrate this. The following are some of the verbs you could use:
Feel + Felt + Found = Empathy (Creates greater influence)
In a sales situation, you may use the same formula to handle resistance and is interchangeable with building rapport or creating likeability.
If you were to place this into sentences, they could be applied like this:
1. I know how you feel
2. I felt the same way when
3. What I felt was
One of the replies we gathered in response to an issue one of the participants was having during one of my influence and sales training seminars I delivered in America recently was:
“I know how you feel. (1) Thanks for being so honest about the struggles you are having with your team. If I was in your shoes I’d probably feel the same way. (2) I was speaking with another client (3) the other week that, funnily enough, was in a very similar position to you. We realized that their team was not being empowered enough and certain members of their team were keen to develop into managerial roles. They had low employee satisfaction and high staff turnover. After some discussion, we identified the type of people that we’re leaving and their reasons and identified the team members who had the ambition to gain more authority.
We created some personal development plans, restructured some of the days for training, and looked at rotas to identify when they could gain hands-on team leader responsibility. We set up timelines and looked at opportunities around the business for them to work towards. Their feedback since then is that their branch has become a flagship for the other stores in terms of people development; they have coached several team members into full-time team leader roles, lowered their turnover, increased staff retention, and increased sales. If I could show you how this solution could be applied in your team and could save you far more than the cost of recruiting new staff and increasing your sales – would budget still be an issue?”
We used the feel-felt found formula here. The first statement allows us to express likeness and empathy, whilst the second gives a compliment. When we say “what we felt,” in addition to expressing similarity, it also implies a higher degree of similarity. The final sentence expresses a common goal, which is a perfect illustration of how to answer objections before they arise.
To highlight the importance of likeability when negotiating, we turn to Joe Girard, a Chevy car dealer from the United States who sold 13,001 cars between 1963 and 1978 and has been documented in the Guinness Book of World Records for selling the most vehicles in one year (1,425 in 1973). Girard credited three factors to his success.
First, he sold more than just the car.
He would prioritize any of his clients who returned for a service, have three to four mechanics work on their car, and even pay for some of the parts. He simply requested that they return in exchange.
Second, and perhaps most notably, he sent each of his clients a personalized card every month.
He commissioned an artist to create a new design for each month’s card, and inside he simply wrote “I like you” inside. He applied this idea of reciprocity in the same way that he took his workers out to supper once a month. In return, they would work harder and even stayed late to ensure they completed their jobs, often at no extra cost to Joe.
Girard’s third approach to influence was that he was a regular guy.
He didn’t have an expensive style, so he was more relatable. People want to work for or alongside others who are like them. This final method appeals to the consensus principle of persuasion.
Another Chevrolet salesperson, Ali Reda surpassed Joe Girard’s record of selling the most automobiles in a year, and his methods are no different. His long-term friend and mentor described him as follows:
“The business of your business is people. The key to massive success is to build and maintain meaningful, personal life long relationships. Do that and you’ll be profitable and proud.” Damian Boudreaux
Ali Reda, in his own words, stated, “It’s not about me.” Putting the other person first and being as interested in them as they are in you is one of the most important traits of likability.
SCARCITY
The fear of loss is more powerful than the fear of gain. If you can convey this when attempting to persuade or influence someone, it will create urgency for them to buy your product, service, or accept your idea. This compels them to act quickly because of the fear of missing out.
The sixth principle of Cialdini’s 6 principles of persuasion is that of the principle of scarcity. The idea of scarcity pervades our daily existence, and I know eBay plays the scarcity card to a tee. If you’re anything like me, thinking about an item on your watch list for the past few days when it gets down to the wire and there are suddenly a lot of bids, your heart begins to race with dread that you’ll miss out.
This is typically bolstered with a sense of anticipation that you may win, too. You deceive yourself into thinking the item is yours by bidding, and the more bids that come in, the more you want it and fear you’ll miss out on it.
In 1973, film mogul Barry Diller paid $3.3 million for the Poseidon Adventure on television, which was a staggering sum at the time for any rights acquisition. This was because it was the first time that networks had purchased rights in an open bid auction.
There are a few points to consider when determining whether or not to participate in an open bid. The first is that competitors were able to view one another’s bids, which was the cause of a bidding battle that resulted in Diller paying significantly above market value for the rights. He later remarked, “ABC will never again take part in auctions.”
In comparison to Barry Diller, when we are considering booking a hotel room on a hotel booking site and see that there are “just 2 rooms left,” we become caught up in the notion that we will miss out, prompting us to act. Similarly, if we’re looking to book our international air travel, one of the persuasion techniques that businesses employ is suggesting that there are limited seats available.
We are influenced by the fear of missing out on something that is described as “scarce.” We want things more when opportunities become limited.
Simply the idea of scarcity is a powerful form of influence too! Take the recent Coronavirus outbreak as an example. People in the UK thought that if they were told to self-isolate, the most essential items to stock up on were rice, pasta, hand sanitizers, and toilet paper.
Consumers purchased all of the goods listed above in bulk during the first few days when the UK government declared a state of emergency and lockdown. This generated scarcity. Those who already had enough were unsure when they would be able to buy them again, and they became trapped in the stockpiling frenzy as a result.
It was a vicious cycle, with people lavishing money on things that had only been made scarce as a result of panic buying. As a result, others purchased the rest of the stock.
Despite these claims, the government and supermarkets stated that their supply chains were secure and functioning effectively, so there would be no shortages if everyone stayed consistent in their purchasing routines. Thus it was just the idea of scarcity that caused people to act on that notion and create scarcity as a side effect.
GK Chesterton, a British writer, and philosopher, once said, “The way to love anything is to realize it might be lost.” The words “exclusive,” “rare,” and “limited edition” are all synonymous with scarcity.
Scarcity is frequently employed in bricks and mortar stores with statements such as “Last chance sale” and “Closing down stock,” as well as “2 weeks left.”
If you can help your prospective client to believe that they will be deprived of something, this will increase their desire to buy substantially, making scarcity a powerful tool as a principle of persuasion.
When something is prohibited or forbidden, it has a much stronger persuasiveness. It makes some feel that their rights have been taken away from them, which is an extremely powerful incentive.
In many respects, prohibited or forbidden information is even more appealing than goods and services.
Juries are prone to be influenced by censored information, as is evident in numerous cases. If a jury learns that an insurance company will reimburse any medical expense, they are more likely to grant larger compensation to the plaintiffs Furthermore, they are notorious for paying even high damages and compensation payouts if the court instructs them to disregard the defendant’s insurance.
