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They’re eating the cats and dogs
In September 2024, during a live presidential debate with Kamala Harris, Donald Trump claimed that Haitian immigrants in Springfield, Ohio, were eating residents’ cats and dogs. Harris appeared visibly shocked, and the remark caused an enormous stir both in the United States and abroad.
In the aftermath, Springfield was hit by dozens of bomb threats targeting schools, shops, and government buildings. Haitian residents were afraid to leave their homes or send their children to school. Hatred flared, and public debate shifted back to immigration—precisely the terrain Trump prefers.
A few days later, in an interview on CNN, JD Vance, Trump’s running mate at the time, openly admitted that he and Trump had fabricated the story. He offered a striking justification: “If I have to create stories so that the American media actually pays attention to the suffering of the American people, then that’s what I’m going to do.”
Ten common persuasion tactics
Given the sheer volume of information we process every day, it is becoming increasingly difficult to determine what is true and what is not. At the same time, humans are remarkably susceptible to manipulation. Below are ten persuasion tactics that are frequently used… yes, even in the office.
#1: Mix truth with nonsense
State something false, but make it sound plausible by appealing to a deeper belief. This was the tactic used by JD Vance. Even though the claims were absurd, many people believed them because they resonated with deeply held fears and assumptions. Consultants are often skilled at this. To sell their services, they tell boardrooms that the company has serious problems they can easily fix, without ever having set foot on the work floor or spoken to the people who actually do the work and understand the real issues.
#2: The power of repetition
Repeat a message often enough, and people begin to accept it as true. For example, CEOs of major tech companies continually claim that AI is inevitable, and that failing to adopt it means falling hopelessly behind. This creates massive FOMO, prompting companies to jump in unprepared, while tech companies’ profits grow. A workplace parallel is the claim that Gen Z ‘doesn’t want to work’. Research shows they simply work differently, not less.
#3: Use emotional triggers
Appeal to fear, anger, or sadness. People respond far more strongly to emotions than to dry facts. Emotional framing shuts down critical thinking and discourages challenge. At work, this shows up in statements like: “If we don’t invest in AI now, you’ll lose your job.”
#4: Let an expert speak
Boost credibility by putting an “expert” front and centre. A classic example from the past is advertising posters showing doctors endorsing cigarettes. Today, subject-matter experts are increasingly replaced by influencers. While they may lack real expertise, people listen to them because trust has shifted from authority to familiarity: we no longer believe people because they know more, we believe them because we feel we know them.
You have these figures in the office, too. They are informal leaders whose opinions carry weight. Dismissing them as troublemakers can be counterproductive; engaging them constructively can pay off enormously.
#5: Present a false dilemma
Pretend there are only two options when more exist. A notorious example is Geert Wilders’ 2014 question to a crowd of PVV supporters: “Do you want more or fewer Moroccans in this city and in the Netherlands?”. In the workplace, a manager might say: “If you’re not here full-time, you’re not committed.” This frames flexibility or remote work as a lack of engagement, when in many cases the opposite is true.
#6: Use vague language and buzzwords
Rely on terms that sound impressive but lack concrete meaning. Managers are particularly good at this, using phrases like “creating synergy,” “digital transformation,” “revolutionary,” or “next-gen” without explaining what they actually entail. These words are used so often that no one dares to ask for clarification. Everyone fills in their own interpretation, with predictable consequences.
#7: Cherry-pick information
Present only the data that supports your story and omit the rest. This happens constantly in meetings. Someone advocating for a new feature might say, “It was used 80 times last week!” while failing to mention that most users tried it once and never returned.
#8: Provide social proof
Exploit the fact that people like to follow others, especially when they’re uncertain. Claims such as “most chosen” or “millions of users” can be decisive. In the office, this might be someone occupying the best desk all day despite barely being present, defending themselves with: “Everyone does it.”
#9: Pretend there’s consensus
Imply that everyone agrees when they don’t. By presenting agreement as universal, doubt becomes socially risky. People are inclined to conform, especially at work, where no one wants to seem difficult or negative. A well-known example is: “This is how we’ve always done it here.” Past behaviour is framed as a collective agreement, and alternatives are dismissed without discussion.
#10: Use a diversionary tactic (whataboutism)
Avoid addressing criticism by changing the subject. A counter-question or broader issue makes the speaker appear reasonable and engaged, while neatly sidestepping the original point. In the office, this often happens when someone questions a deadline and hears: “Yes, but look how hard the team has worked.” That may be true, but it doesn’t answer the question. Or: “This really points to a bigger cultural issue.” Possibly, but the immediate problem remains unresolved.
Don’t be fooled
These tactics work because they exploit how we think and feel, even in professional settings. That’s why it pays to pause and stay alert. When confronted with confident claims or compelling stories, ask yourself three questions:
- What is actually being said?
- What evidence is provided, and what is missing?
- Who benefits if I believe this?
That brief moment of reflection can keep you calm, focused, and clear-headed. Remember: those who do not think critically end up thinking what others want them to think.
This article was originally published in Dutch on MT/Sprout, the most popular business and management platform in the Netherlands.
CHRO.nl
September 18, 2024
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