Rotman Management – April 2019

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a banker, and he understands that for him, it’s all about
numbers and probabilities; so, he frames his argument for
that character in terms of ‘expected value’. He does this for
every single juror, and it’s amazing to watch.

Research indicates that across cultures, genders and
levels of intelligence, about 30 per cent of us are highly
influenced by those around us——to the point where we
will agree with things that we know to be wrong. What are
the implications in an organization?
This is one scenario where leadership is especially impor-
tant. One of my collaborators, Harvard Business School
Professor Amy Edmondson has done a lot of work on ‘psy-
chological safety’ [Editor’s Note: read our interview with
Prof. Edmondson on page 74.] One of the key elements of
psychological safety is providing an environment where
the less powerful and more junior members of a team feel
safe and protected to stand up and say, ‘The emperor has no
clothes on’ — that the data are arguing for something very
different from what the group is saying. Particularly when
there is a ‘numerical minority’ in a group situation — i.e.,
when there is one person or very few with a different posi-
tion from the majority — creating a structure where every-
one has a voice is critical.
In one case, I was working with a CEO who was a bit of
a bully. His team was afraid to tell him he was wrong, and
they were very rational in that fear: He had punished peo-
ple who had taken contrary positions to him. In one case,
he misspoke during a key corporate presentation, telling
the audience, ‘This is the time to introduce our products in
the East’ — when he meant to say, ‘This is not the time to
introduce our products in the East’. For the first 14 minutes
of his presentation, everything he said had argued against
this. He ended his presentation without recognizing his
error. When he asked his people, ‘What did you think?’, they
all said, ‘Bob, (I’m making up his name), I agree with you.
This is the year to bring our products to the East’.
Later, when he realized his error, it was a truly eye-
opening experience for him. He recognized that he had
created a culture where the less influential and more junior

were afraid to say ‘This is wrong’. I spent a good deal of time

coaching him after that experience, and I’m happy to say

that he changed, because he was so disturbed by the culture

he had created.

Tell us more about the dynamics between the minority

and the majority in a group interaction.

If you are in the minority, my advice is to take it slowly. Get

a foot in the door. Ask your questions and make your argu-

ments in a very particular way. Four magic words that I love

are, ‘Is it possible that...?’ This is not an assertion, it’s an in-

quiry, and I have found that it opens up the group to consid-

ering alternatives.

You also have to recognize that coalitions are critical

and you’ve got to build support. I tell people to always look

for the easy wins first, because numbers matter. Returning

to the jury example, it’s very difficult for any person to join

Four magic words that I love are, ‘Is it possible that...?’

Cialdini’s 6 Principles of Persuasion

We feel obligated to return favours to

people who have done favours for us.

We value scarce information and

commodities more than things

that are in abundance.

We believe what trustworthy and

credible experts say.

We are most likely to do what

is consistent with what we have

done in the past.

We trust the power of the crowd

and like to be associated with

popular things.

We say Yes to people that we like.

Similarity, compliments and coopera-

tive efforts help.

1. Reciprocity

2. Scarcity

3. Authority

4. Commitment

5. Consensus

6. Likeability