The first principle is that people are more likely to follow someone who is similar to them than someone who is not. Wise managers, then, ask peers to help make their cases. Second, people are more willing to cooperate with those who are not only like them but who like them, as well. So it’s worth the time to uncover real similarities and offer genuine praise.

    Third, experiments confirm the intuitive truth that people tend to treat you the way you treat them. It’s sound policy to do a favor before seeking one. Fourth, individuals are more likely to keep promises they make voluntarily and clearly. The message for managers here is to get commitments in writing. Fifth, studies show that people really do defer to (服从) experts. So before they attempt to exert influence, executives should take pains to establish their own expertise and not assume that it’s self-evident. Finally, people want more of a commodity when it’s scarce; it follows, then, that exclusive information is more persuasive than widely available data.

16 Experiments have confirmed the assumption of many executives.
A right B Wrong C Not mentioned

17 People are more likely to cooperate with those who like them.
A right B Wrong C Not mentioned

18 Managers do not employ those who are quite different from them.
A right B Wrong C Not mentioned

19 There is no need for a manager to find out the merits of his employees.
A right B Wrong C Not mentioned

20 Experiments have shown that, contrary to our expectation, people tend to treat you the way you treat them.
A right B Wrong C Not mentioned

21 There are as many wise managers as there are stupid ones.
A right B Wrong C Not mentioned

22 Exclusive information is more persuasive than widely known data.
A right B Wrong C Not mentioned