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In negotiation, consistency, or the consistency principle, refers to a negotiator's strong psychological need to be consistent with prior acts and statements. The consistency principle states that people are motivated toward cognitive consistency and will change their attitudes, beliefs, perceptions and actions to achieve it. [ 1 ]
He found that influence is based on six key principles: reciprocity, commitment and consistency, social proof, authority, liking, scarcity. [5] In 2016 he proposed a seventh principle. He called it the unity principle. The more we identify ourselves with others, the more we are influenced by these others. [6]
The principle of consistency states that if the content of one's thoughts is relevant to one's action, then a feeling of control will occur. The exclusivity principle holds that one must not believe there to be an outside influence or cause to feel as though an action was intended.
In the psychology of motivation, balance theory is a theory of attitude change, proposed by Fritz Heider. [1] [2] It conceptualizes the cognitive consistency motive as a drive toward psychological balance. The consistency motive is the urge to maintain one's values and beliefs over time.
Influence: Science and Practice (ISBN 0-321-18895-0) is a psychology book examining the key ways people can be influenced by "Compliance Professionals". The book's author is Robert B. Cialdini, Professor of Psychology at Arizona State University.
If Jane is generous all the time, she shows high consistency. If Jane is rarely generous or is generous only at specific times, perhaps around the holidays, she shows low consistency. High consistency is attributed to the person (Jane is a generous person), while low consistency is attributed to the circumstance (the holidays make people generous).
Social proof is also one of Robert Cialdini's six principles of persuasion, (along with reciprocity, commitment/consistency, authority, liking, and scarcity) which maintains that people are especially likely to perform certain actions if they can relate to the people who performed the same actions before them. [5]
People reason that they help others because they like them, even if they do not, because their minds struggle to maintain logical consistency between their actions and perceptions. The Benjamin Franklin effect, in other words, is the result of one's concept of self coming under attack.