[...] the color of a corporate logo is partially responsible for how a consumer perceives the brand — red can evoke intensity and aggression; blue can evoke comfort and clarity; yellow can evoke energy and freshness. A famous illustration of framing is the 1974 study by Elizabeth Loftus and John Palmer of the University of Washington that asked groups of participants to watch a video of a simulated car crash and guess how fast the cars were going. According to expectations violation theory, a positive violation of our expectations causes us to perceive something as much more favorable than it otherwise would be, and a negative violation has the inverse effect. In a Harvard Business Review post, Parr recommends that you "ask an unexpected question, beat a tough deadline, [or] invite [someone] for a walk instead of a coffee" to gain favor with your boss, colleague, or client. Barridge conducted a study in which he found that lab mice who were stripped of dopamine were still able to feel pleasure when they were given sugar water, but lost the motivation to achieve rewards, which caused many of them to die. Parr recommends, for example, that managers can retain their most talented employees by balancing extrinsic rewards (a tangible means of satisfaction) like bonuses with intrinsic rewards (opportunities to better oneself) like new challenges. Robert Cialidini of Arizona State University calls people's natural tendency to accept authority without question "directed deference." According to the uncertainty reduction principle, the brain is constantly searching to reduce uncertainty about the target of its focus. Why 'Shark Tank' investor Robert Herjavec says this entrepreneur might be the best in the show's historyNeuroscientist debunks one of the most popular myths about the brainLinkedIn's billionaire founder shares his best networking adviceSEE ALSO: 6 habits of the most likable people