How to Persuade People: Pascal’s Method

Blaise Pascal, who lived in the 1600s, was an outstanding French thinker. Even as a child, he demonstrated remarkable abilities in mathematics and science. During his short 39-year life, he made significant contributions to philosophy, mathematics, hydrodynamics, and physics. He even invented several calculating machines that were centuries ahead of their time.

Pascal also worked on decision theory, which eventually helped lay the foundation for modern economics. It’s no surprise that part of his work included research on how to persuade people. His ideas were unique for his era, as the first experimental psychologists who began to “officially” study persuasion only appeared in the 1800s.

Modern psychologists now agree with Pascal’s findings, and his recommendations are widely used in sales, marketing, and business.

Pascal’s Advice on Persuasion

In his book Pensées, Section 2, Part 1, Fragment 9, Pascal writes:

“If you want to argue effectively and persuade your opponent, first find out from which angle he approaches the subject, because he usually sees that side correctly. Acknowledge his point, and then show that if you look at it from another angle, he is mistaken. Your opponent will readily agree with you—after all, he hasn’t made a mistake, he just hasn’t seen everything. People don’t get upset when they don’t see everything, but when they make a mistake. Perhaps this is because, by nature, a person cannot see all sides of an issue at once, but also by nature, when he does see, he sees correctly, since the evidence of our senses is undeniable.”

He also adds:

“Arguments a person comes up with on their own usually convince them more than those that come from someone else.”

First Key Point: Show the Client You Understand Their Position

Essentially, Pascal says that if you want to persuade someone, you should first show them that you partly share their viewpoint and that they are right in some respects. Otherwise, the conversation can turn into a conflict, which is probably the worst way to convince someone to buy your product.

For example, imagine you’re offering someone a service, but they refuse because they’re completely satisfied with another company. What should you do? First, agree with them—say that their current provider really does offer great service and that you appreciate how important quality is to them. This not only disarms the potential customer but also shows that you’re truly listening. Then, you can reframe their objection in a way that allows you to overcome it.

• “I’m glad you’re happy with the customer service at the other company. Is that the only thing stopping you from buying?”
• “Yes.”
• “I understand, but I have to say, our company actually outperforms the one you mentioned—we’ve received higher ratings for customer service. 95% of our reviews are positive. I know our competitors provide good service, but I’m confident we can offer you something they can’t.”

So, what did you do here? You accepted the client’s objection, agreed that the competitors really do offer good service, then presented information about your company in a way that highlights your advantages, and finally overcame the objection.

If you had simply said, “Well, our customer service is better than the competition’s,” it would have only made the person more convinced not to work with you, and you’d have no chance to change their mind.

Second Key Point: You “Plant the Seeds” of Ideas—The Client “Harvests” Them

The next point Pascal makes is a bit harder to apply in sales, but it’s just as important. He argued that if an idea comes to you on your own, you’re much more likely to act on it than if it came from someone else.

In other words, when presenting a product to a potential client, try to do it in a way that allows them to connect the benefits of your product to their own needs. Instead of saying, “I see your hydraulic press isn’t working well. I suggest you buy our equipment so it will run more smoothly and you can avoid downtime,” try saying, “I’ve seen a similar situation before. One of my clients had issues with several machines at their plant, but after using our equipment, their productivity increased by 30%.”

The buyer should connect the real story about someone else to their own similar situation. You’ve “planted the seeds,” and the potential client “harvests” them by thinking about using your new equipment on their old machines. The client will feel like it was their own idea, so they’re much more likely to agree to your offer.

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