Research shows that taking the middle ground is a powerful position to be in
Anne Robinson presents The Weakest Link
BBC
At first glance, the world of business and winners of TV’s Weakest Link quiz show share little in common. In the quiz, contestants work together to accumulate prize money but then vote one another off leaving just one winner. In business, we recognise that it’s generally best for everyone to win.
However, a closer look at the quiz reveals some themes that are common to business. For example, to win, players need a clear strategy, a strong nerve and good levels of knowledge: all vital business skills.
But persuasion researchers think they have found another factor that influences the quiz results. Analysis of hundreds of episodes, found that Weakest Link contestants were much more likely to win if they started off in one of the two central positions in the show’s familiar semicircular shape.
The study went on to find that this ‘centre-stage’ effect also influenced business decisions. For example, executives who sat in the middle on interview panels or in board meetings tended to have a greater influence over others in the group by virtue of just sitting in that position. The researchers argued that one reason why this occurs is because of our learned associations that “the most important people are expected to be positioned in the middle.” For example, the bride and bridegroom, the gold-medal-winning athlete and the chairman of the board.
These studies provide some useful lessons for business. If there is a tendency to believe that ‘important’ people sit in the middle, then less attention might be paid to any errors and mistakes they make, and there’s a chance that a flaky opinion or a less than well-thought-through policy won’t be challenged or debated. This phenomenon is referred to as someone becoming the ‘centre of inattention’.
The study went on to suggest that when it comes to displaying products, the ‘centre-stage’ effect can also have influence. Customers asked to choose one of three simultaneously presented products significantly selected the middle choice more often than the other two. When the choice was extended to five varieties of products (all priced the same) they found the same effect.
In short, this research provides a useful reminder of why it’s a good idea routinely to rotate and swap people’s usual seating positions in meetings. However, when persuading people to choose from your range of products or services, displaying your most popular options in the centre might mean that it’s your products that become the strongest rather than the weakest link.
Steve Martin is co-author of Yes! 50 Secrets from the Science of Persuasion. Test your persuasive skills at scienceofyes.com
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