{"id":8612,"date":"2018-01-09T15:33:07","date_gmt":"2018-01-09T14:33:07","guid":{"rendered":"https:\/\/www.munich-business-school.de\/insights\/?p=8612"},"modified":"2018-04-04T23:07:50","modified_gmt":"2018-04-04T21:07:50","slug":"loss-aversion","status":"publish","type":"post","link":"https:\/\/www.munich-business-school.de\/insights\/en\/2018\/loss-aversion\/","title":{"rendered":"How to Convince Anyone of Anything"},"content":{"rendered":"

\u201cI\u2019m lovin\u2019 it!\u201d \u2013 Really? Is there a person who truly loves the food at McDonald\u2019s?<\/em><\/p>\n

People do not choose what they like best, but what they fear least. We have a \u201closs aversion,\u201d which is why we have a greater motivation for avoiding pain than for increasing joy. Thus, reducing uncertainty becomes a fundamental driving force of human behavior. When making a decision, we are \u2013 above all \u2013 trying to avoid making a mistake.<\/p>\n

For our ancestors, almost every misfortune was a direct path to the afterlife: a simple cold \u2013 and death was imminent. Our ancestors had to be on guard at all times simply not to make a mistake. The careful and the cowards survived. Our forefathers.<\/p>\n

This legacy is revealed to us again and again every day in the most trivial situations. Some years ago, I visited my Oxford friend Sasha in Brussels, who had just started working for NATO. Sasha was delayed by about one hour \u2013 presumably the Third World War had to be avoided (Sasha would often use this five-star excuse) \u2013 and so I wanted to sit down in a caf\u00e9 and do some reading. I had the choice between a small Italian caf\u00e9 and, right next door, a Starbucks, which I am not a great fan of. So where should I go?<\/p>\n

My legs led me straight as a die into Starbucks. Eventually, Sasha showed up and was amazed that I did not choose Luigi\u2019s, which presumably served the best espresso outside of Italy, but instead sat in this mediocre place which I could have found back home, right outside my front door. He was right, of course. But it was the fear of my forefathers that had driven me towards the Starbucks. Here I knew what to expect: at least decent coffee. And so, I had not chosen what I liked best, but what I feared least.<\/p>\n

So why does McDonald\u2019s keep serving billions? Because above everything else, customers want to avoid making a bad <\/em>choice. You know exactly what a burger from McDonald\u2019s tastes like. It is this necessity of minimizing the risk for customers that Ray Kroc, the founding father of McDonald\u2019s, recognized early on as the key to success. His aim was to offer \u201cthe same\u201d burger from Atlantic City to Zaragoza, or as he put it: \u201cThere is a science to manufacturing and serving hamburgers.\u201d This idea catapulted McDonald\u2019s and the entire franchising industry into new stratospheres.<\/p>\n

So if you want to convince other people of anything \u2013 buying a burger or hiring you \u2013, you would do well to follow the words of the US marketing strategist Harry Beckwith: \u201cDo not try to be a good choice. Eliminate everything that could make you a bad choice.\u201d This may sound banal, but it represents a paradigm shift \u2013 no matter who you want to convince, and no matter of what.<\/p>\n","protected":false},"excerpt":{"rendered":"

\u201cI\u2019m lovin\u2019 it!\u201d \u2013 Really? Is there a person who truly loves the food at McDonald\u2019s? People do not choose what they like best, but what they fear least. We have a \u201closs aversion,\u201d which […]<\/a><\/p>\n<\/div>","protected":false},"author":12,"featured_media":8620,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[10430,10432],"tags":[6218,6192,6214,6212,6220,6216],"coauthors":[682],"class_list":["post-8612","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-archiv","category-archive","tag-bad-choice","tag-decision","tag-fear","tag-loss-aversion","tag-minimize-risk","tag-uncertainty"],"yoast_head":"\nHow to Convince Anyone of Anything<\/title>\n<meta name=\"description\" content=\"If you want to convince other people of anything, do not try to be a good choice, but eliminate everything that could make you a bad choice.\" \/>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" 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Nach dem Studium in an der Oxford University und in Frankfurt\/Main, wurde Jack Nasher an der Universit\u00e4t Wien \u00fcber eine wissenschafstheoretische Arbeit promoviert. Professor Nasher ist laut Forbes \u201eeiner der weltweit f\u00fchrenden Verhandlungsberater\u201c und f\u00fchrt das NASHER Verhandlungsinstitut, das regelm\u00e4\u00dfig Trainings und Beratungen f\u00fcr Fortune 500 Unternehmen, Banken und Wirtschaftspr\u00fcfungsgesellschaften durchf\u00fchrt. Jack Nashers B\u00fccher standen monatelang auf der Spiegel-Bestsellerliste und erschienen u.a. in den USA, Russland, Indien, China, Japan und Korea. Er spendete 100 % seines Autorenhonorars seines Buches \u201eDie Staatstheorie Karl Poppers\u201c an Human Rights Watch Germany. Artikel von und \u00fcber Jack Nasher erschienen bereits in der Harvard Business Review, dem Handelsblatt, Capital, der ZEIT, der FAZ, der China Times, Business Insider und dem Wallstreet Journal. Jack Nasher stellt seine Forschungsergebnisse regelm\u00e4\u00dfig bei wissenschaftlichen Konferenzen vor und lehrte u.a. an der Oxford University, der Universit\u00e4t Liechtenstein, der TU M\u00fcnchen und an der INSEEC Paris. Seit 2018 lehrt Jack Nasher als Gastdozent im BING Overseas Program der Stanford University. Jack Nasher ist Mitglied der Society of Personality & Social Psychology und Principle Practitioner der Association of Business Psychologists.","sameAs":["http:\/\/www.nasher.de\/","https:\/\/www.facebook.com\/JackNasherOfficial\/"],"url":"https:\/\/www.munich-business-school.de\/insights\/author\/jnasher\/"}]}},"_links":{"self":[{"href":"https:\/\/www.munich-business-school.de\/insights\/wp-json\/wp\/v2\/posts\/8612","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/www.munich-business-school.de\/insights\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/www.munich-business-school.de\/insights\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/www.munich-business-school.de\/insights\/wp-json\/wp\/v2\/users\/12"}],"replies":[{"embeddable":true,"href":"https:\/\/www.munich-business-school.de\/insights\/wp-json\/wp\/v2\/comments?post=8612"}],"version-history":[{"count":5,"href":"https:\/\/www.munich-business-school.de\/insights\/wp-json\/wp\/v2\/posts\/8612\/revisions"}],"predecessor-version":[{"id":8624,"href":"https:\/\/www.munich-business-school.de\/insights\/wp-json\/wp\/v2\/posts\/8612\/revisions\/8624"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/www.munich-business-school.de\/insights\/wp-json\/wp\/v2\/media\/8620"}],"wp:attachment":[{"href":"https:\/\/www.munich-business-school.de\/insights\/wp-json\/wp\/v2\/media?parent=8612"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/www.munich-business-school.de\/insights\/wp-json\/wp\/v2\/categories?post=8612"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/www.munich-business-school.de\/insights\/wp-json\/wp\/v2\/tags?post=8612"},{"taxonomy":"author","embeddable":true,"href":"https:\/\/www.munich-business-school.de\/insights\/wp-json\/wp\/v2\/coauthors?post=8612"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}