The Science of Persuasion
If leadership consists of getting things done through others, then persuasion is one of the leader's essential tools. Many executives have assumed that this tool is beyond their grasp, available only to the charismatic （有魅力的） and the eloquent. Over the past several decades, though, experimental psychologists have learned which methods reliably lead people to concede, comply, or change. Their research shows that persuasion is governed by several principles that can be taught and applied.
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
答案：16. B 17. A 18. C 19. B 20. B 21. C 22. A
解析：
16. B 答题依据在第一段的二、三句。用 though 一转，表明实验证明的与行政主管的看法不同。
17. A 答题依据在第二段的第三句。人们不仅喜欢与像他们的人合作，而且也乐意与喜欢他们的人合作。
18. C 文章指提到人们喜欢听从和他们相似点多的人，并未提及管理者不雇佣与他们不同的人。
19. B 文章第二段提到“值得花时间去发现相似之处并给予真挚的赞扬”。因此此句说“管理这没有必要去发现员工的特点”是错误的。
20．B 第三段第一句提到 “confirm the intuitive truth”，并不是“contrary to our expectation”,因此这句话错误。
21. C 文章没有讨论英明的管理者和愚蠢的管理者。
22. A 答题依据在文章最后一句。独家信息要比人人皆知的信息更有说服力。
