1. Automatic consistency functions as a shield against thought
2. Self-image
2.1. what those around us think is true of us importantly determines what we ourselves think.
2.2. altering self image for persuasion
2.2.1. Further, once a person’s self-image is altered, all sorts of subtle advantages become available to someone who wants to exploit the new image.
2.2.1.1. criteria
2.2.1.1.1. active
2.2.1.1.2. public
2.2.1.1.3. effortful
2.2.1.1.4. freely chosen
2.2.2. It appears the commitments most effective in changing self-image and future behavior are those that are active, public, and effortful.
2.2.3. A large reward is one such external pressure. It may get us to perform certain actions, but it won’t get us to accept inner responsibility for the acts. Consequently, we won’t feel committed to them. The same is true of a strong threat; it may motivate immediate compliance, but it is unlikely to produce long-term commitment. In fact, large material rewards or threats may even reduce or “undermine” our sense of inner responsibility for an act, causing excessive reluctance to perform it when the reward is no longer present.
2.2.3.1. All this has important implications for rearing children. It suggests we should never heavily bribe or threaten our children to do the things we want them truly to believe in.
2.2.3.1.1. we must somehow arrange for them to accept inner responsibility for the actions we want them to take.
2.2.4. tell people their great characteristics that you want to strengthen
2.2.5. never tell people their great characteristics that you want to weaken
2.2.6. Once people have been induced to take actions that shift their self-images to that of, let’s say, public-spirited citizens, they are likely to be public spirited in a variety of other circumstances where their compliance may also be desired. And they are likely to continue their public-spirited behavior for as long as their new self-images hold.
2.2.6.1. Because of the need to be consistent within their system of beliefs, they assure themselves their choice to take public-spirited action was right.
3. types
3.1. internal
3.1.1. example
3.1.1.1. the kid ask for cigarette from an adult and then give a letter to adult if he refuses him. In the letter, he says "why you smoke if you do not want me to smoke,"catalyst
3.1.1.2. asking people to sign a petition about requesting others to save water. A few days after, remind participants about their behavior gaps with their earlier statements,"catalyst"
3.1.1.2.1. upon making an active, public decision to conserve energy or water, people become more devoted to the idea of conservation, develop more reasons to support it, and work harder to achieve it.
3.2. external
3.2.1. example
3.2.1.1. People simply like to have reasons for what they do.
3.2.1.1.1. examples
3.2.1.2. In Korean war, China uses this technique with gradualism to brain wash American soldiers
3.2.1.2.1. The Chinese answer was elementary: start small and build.
3.2.1.3. publicly announcing that you are supporting a candidate
4. technique
4.1. Testimonial contests
4.1.1. Participants voluntarily write essays for attractive prizes they have only a small chance to win. They know that for an essay to have any chance of winning, it must include praise for the product. So they search for praiseworthy features, and they describe them in their essays
5. example
5.1. “If I put my goals down in writing and make them known to the world, I’m committed to achieving them.”
5.2. written down and publicly made commitments can be used not only to influence others in desirable ways but to influence ourselves similarly.
5.2.1. The more public our commitment, the more pressure we feel to act according to our commitment and therefore appear consistent.
5.3. The developers of the app discovered that users who exposed their calorie counts to friends lost 50% more weight than a typical user.
6. It is our desire to be (and to appear) consistent with what we have already said or done.
7. why
7.1. Most people strive for internal consistency
7.2. They want their attitudes, beliefs, and behaviors to align
7.3. cognitive dissonance,
7.3.1. When attitudes and behaviors conflict, people get uncomfortable
7.3.2. To reduce this discomfort
7.3.3. this why people take steps to bring things back in line