Foot in the Door

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Human interaction at its basest can be described as a clash of wills. Different parties with different agendas come together, each hoping to get what they want with as little effort or cost as possible. Everyone wants something for as close to nothing as they can get. This was the impetus for the exploration of the foot-in-the-door technique.

The foot-in-the-door technique, also called the gradation technique, refers to the assumption that a person who has already complied with a small request is more likely to agree to a larger one later. This technique contrasts significantly with others that aim to influence behavior in that it seeks to do so without the use of “external pressure.”

While much attention has been paid to pressure-based techniques, not nearly as much emphasis has been placed on techniques like the foot-in-the-door technique, leaving many questions as to their effectiveness and limitations unanswered.

This absence of investigation is what prompted Stanford University’s Jonathan L. Freedman and Scott C. Fraser to execute their 1965 study on the foot-in-the-door technique.

The study consisted of two similar experiments.

The first experiment was simple enough. 136 housewives from Palo Alto, California, picked randomly from a telephone directory, were chosen as test subjects and divided into four groups. Members of the first two groups received a call from an experimenter claiming to be a representative for the California Consumers’ Group. During the call, they were asked to participate in a survey regarding household soaps. This served as the “small request” with which researches would attempt to induce compliance to a larger request.

In the first group, called the Performance condition, subjects who agreed ...

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... initial request, agreed to the larger request. Also, as the researchers hypothesized, groups where either the issue or task was similar had higher percentages of compliance. However, even the one group where neither the task nor the issue was similar yielded more compliance than the control group.

The results of the second experiment did not do much to confirm or deny the supposition developed in the first experiment that attachment to a person or issue plays a significant role in increasing the rate of compliance. After all there was a marked increase in compliance in two groups whose first and second request did not deal with the same issue.

Based on this, the researchers surmised that it was possible that the change in attitude brought on by involvement was not necessarily toward a specific person or issue, but rather toward granting the requests in general.

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