If you keep giving employees or patients the right information and nothing changes, the problem may not be your facts. It may be your approach.

In this episode of All Things LOCS, Dr. Dan Neissany, DPT, sits down with Dr. Jon Robert Tartaglione, a psychologist, behavioral scientist, and founder and CEO of Influence 51, to break down the science of ethical influence. They explore why people resist change, why pressure and deception cross the line into manipulation, and how leaders can create the conditions for people to reconsider their own thinking.

Jon Robert explains self-generated persuasion, psychological reactance, cognitive dissonance, the IKEA effect, loss aversion, message framing, storytelling, and social norms. He also shows how these ideas apply to healthcare leadership, organizational change, and patient adherence—from introducing a new workflow to helping a patient participate in a treatment plan.

If you lead a clinic, manage a healthcare team, or need patients and employees to follow through without feeling forced, this conversation offers a practical, research-grounded way to communicate more effectively.

• Ethical influence does not rely on coercion, pressure, deception, or misinformation.
• People are more likely to sustain change when they help author the solution themselves.
• Forcing a decision can trigger psychological reactance and make people resist even good advice.
• Inviting patients and employees to help build the plan increases ownership and follow-through.
• Losses often feel more powerful than equivalent gains, so leaders should surface the cost of maintaining the status quo.
• Stories and concrete frequencies can make information easier to understand and harder to dismiss.
• Social norms shape behavior, especially when people misread what most of their peers are doing.
• Curiosity and thoughtful questions create more influence than arriving armed for an argument.
• Ask people how a change can work within their real constraints before prescribing the entire solution.
• Frame a new initiative around what the organization is losing by staying the same.
• Use relatable stories to open the door before presenting data and statistics.
• Treat resistance as information about identity, autonomy, trust, or worldview—not simply stubbornness.

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• 00:01 - Why Influence Shapes Outcomes
• 05:12 - Ethical Influence vs. Manipulation
• 07:42 - Self-Generated Persuasion
• 14:24 - Why People Resist Change
• 22:31 - The IKEA Effect and Buy-In
• 25:40 - Loss Aversion and Framing Change
• 32:31 - Data, Stories, and Patient Decisions
• 43:00 - Building Influence 51 Through Rejection
• 53:42 - Five Principles and the Power of Curiosity

#AllThingsLOCS #HealthcareLeadership #HealthcareOperations #ClinicGrowth #PracticeManagement #HealthcareBusiness #BehavioralScience #Influence #PatientAdherence #ChangeManagement #StrategicCommunication #LeadershipDevelopment