Persuasion

1. Persuasion

2. What is Persuasion? • Persuasion is the communication process of getting someone to do something by convincing him that it is the logical and reasonable thing to do.

3. Views on Persuasion What Are the Elements of the Persuasion Process? • Persuasion models typically involve greater emphasis upon the properties and interaction of source, message, channel, and setting in yielding effects in the target.

4. Persuasion vs Negotiation • Persuaders give reasons. Negotiators give concessions. • Persuasion is faster, easier, more comfortable, and above all, cheaper than negotiation. The agreements you can’t win through persuasion you’ll have to negotiate with concessions, and concessions are expensive.

5. AModel of The Persuasion Process • This model focuses upon three variables which become interrelated in the persuasion process: • Source • Message • Target

6. AModel of The Persuasion Process • Source: The source is the originator of the given persuasion attempt.

7. AModel of The Persuasion Process • Message: The message is the meeting of stimuli the source actually puts into the channel.

8. AModel of The Persuasion Process • Target: The target is the person for whom the communication serves as a stimulus.

10. Characteristics of Persuasion Process • Through persuasion, one individual (the source) tries to change the attitude of another person (the target). Certain characteristics of the source, the target, and the message affect the persuasion process.

11. Characteristics of Persuasion Process • Source Characteristics. Three major characteristics of the source affect persuasion: expertise, trustworthiness, and attractiveness

12. Characteristics of Persuasion Process • Target Characteristics Individuals differ widely in their sensitiviy to persuasion. Managers must recognize these differences and realize that their attempts to change attitudes may not receive universal acceptance

13. Characteristics of Persuasion Process • Message Characteristics Messages that are obviously designed to change the target's attitude may be met with considerable negative reaction. Less threatening approaches are less likely to elicit negative reactions.

14. Cognitive Routes to Persuasion

15. The Keys to Positive Persuasion • Be positive to persuade • Know your facts and present them in a knowledgeable manner • Make sure you're understood • Talk to the decision-maker • Never engage in personal attacks on your adversary, either directly or indirectly

16. The Keys to Positive Persuasion • If possible, support your arguments with reference to third parties, since this adds credibility • Showthe other side how you can solve a problem they have • Appearance counts

17. Decision-Making Through Persuasion What function does the persuasion process serve? The persuasion process is a means of reaching decisions. The process may provide the stimulus for a receiver to reach a decision

18. Decision-Making Through Persuasion Is persuasion involved in logical decision-making? Yes. The information a man has is in part the result of persuasion efforts directed at him.

19. Persuasion and the Individual Why do you persuade? • To fulfill my needs. • To get and keep a good job. • To accomplish my goals. • To get what I want.

20. Persuasion and the Individual • As Persuader Persuasion is a tool that enables us to come to mutual accommodation. Failure of persuasion can produce stresses we cannot tolerate and fragment relationships or ourselves.

21. Persuasion and the Individual • As Persuadee Persuasion is a tool for the receiver: it may serve him or it may destroy him. What can persuasion do for the receiver? At the most basic level, it aids him in the decision-making process, it puts others to work for his benefit.

22. Persuasion and Society For a society to exist, the people within it must accommodate themselves to one another and a means to reach decisions must be found. Persuasion is, in one sense, the coin of interaction. Individual decisions often evolve other individuals.

23. Persuasion and Society

24. Motivation, Attitudes, and Behavior • Can we as individuals control our own motivations, our own responses? Can we as persuaders create and direct the motivations and the responses of others? Probably the answer to both questions is: “Yes—to a degree”.

25. Motivation, Attitudes, and Behavior • As persuaders, we seek to affect the motivations of others so as to affect a desired outcome. If persuade’s psychology is evolved accurateby the persuader, it may lead him to manipulate stimuli that can affect the motivations of another.

26. Motivation, Attitudes, and Behavior • As the persuader typically seeks an “attitude change”, the persuasion concept testifies to the possibility of alteration of attitudes. But clearly the possibility of change is greater for some attitudes than for others.

27. Motivation, Attitudes, and Behavior • Values are important because they are influences on almost any behaviorand in one sense, the goals of an individual are linked to the values he holdsIn this sense, values become important elements in persuasion in terms of both source and receiver.

28. Anger as a Persuasive Tactic • Anger can be a very compelling influence on the other party's behavior. Growing angry at an unreasonable tactic or offer shows that the angered negotiator believes the other party ought to abandon that tactic or position. • Growing angry at the other party's behavior in negotiations also has the advantage of functioning as an unspecified threat.

29. The Decision to Persuade • To achieve many of his goals and to get many of his needs, man must affect his environment and the forces operating in it. Man must therefore use the tool of persuasion. • Every person is a potential persuader. Beginning with the earliest influences upon us as children, experience teaches that persuasion is generally an acceptable means of influencing those around.

30. Selecting the Specific Persuasion Purpose • Having made the decision to use the persuasion instrumentality, the persuader must refine this general impulse into a specific persuasion purpose.

31. Factors Affecting Formation of the Specific Purpose 1. The persuader may be responding to a highly specific need 2. The persuasive effort may be a response to the persuasive efforts of others 3. The persuasion effort may be the result of an assigned task

32. Factors Affecting Formation of the Specific Purpose 4. The forces or factors that induce the person to become a persuader may fix the specific purpose 5. The knowledge, understanding, and abilities of the persuader will structure his purpose 6. The receiver may determine the specific purpose 7. Receiver analysis may cause the persuader to adjust, discard, or reshape his goal

33. The Process of Selecting the Specific Purpose The persuader needs co-frame a rather specific purpose by translating this general purpose into the realities of his subject matter, receiver, and himself.

34. The Process of Selecting the Specific Purpose • The Nature of the Receiver The best advice concerning accommodation to a receiver is to take an receiver where it is and move it in the direction you want it to go.

35. The Process of Selecting the Specific Purpose • The Subject Matter The realities of the topic area condition the purpose. The material that can be found, the data available, the issues that have been developed, the status of the problem, the total world—all have an impact on any given speech.

36. Framing a Specific Purpose Statement 1. Is the purpose clear, meaningful, and reasonably precise? 2. Is the desired goal clearly identified? Is the goal one of persuasivenature, not merely information transmission, entertainment, or some other non-persuasive one? 3. Does the purpose reflect the realities of receiver, subject matter, and the communicator?

37. Framing a Specific Purpose Statement 4. Does the specific purpose have a reasonable potential of being accomplished? 5. Is the purpose essentially singular? 6. Is the purpose free from the confusion of means and ends? 7. Is the purpose statement adequately refined and modified as the thinking of the persuader and his analysis progress during the preparatory process?

38. Effects of the Persuasion Process on the Source • A successful persuasion effort may place the source in a position to accomplish his goals. An unsuccessful persuasion effort may result in redoubling of efforts, radically revising strategy, shifting to new goals or abandoning the effort.

39. Effects of the Persuasion Process on the Source • Behavior of the source immediately before, during, and after an open communication effort is obviously affected quite directly by the persuasion process.

40. How to be a Good Persuader • For the Senser (S), the focus is on facts and the use of the five senses • The Intuiter (N) pays attention to the vision of what could be and also engages in the use of sixth sense. • The Thinker (T) person relies on intellectual processes – reason and logic. • The Feeler (F) person the key word is emotion and logic may not play a significant part.

41. InfluencingDifferent Types • A person’s decision making style derives from the four psychological states. They are usually paired with one of the two from the opposite function, so that is a combination of the two preferences. The four types have been categorized as: • Sensing – Thinking (ST) • Sensing – Feeling (SF) • Intuitive – Feeling (NF) • Intuitive – Thinking (NT)

42. InfluencingDifferent Types • The ST person focuses on specifics and verifiable facts, likes stability and certainty • Emphasize what can be achieved in the short term • Prepare well and have facts and any other data readily available • Explain things in a logical fashion • Conduct your dealings in a business-like and detached manner, leaving the personal side out of the proceedings. • Avoid talking too much

43. InfluencingDifferent Types • The SF person focuses on verifiable facts, believes in personal loyalty, trust, being helpful and friendly • Use all your natural empathy to conduct things on a personal basis after you have got to know them better. • Look for shared interests • Back up your attentive listening with positive body language • Highlight the benefits to them of your proposal • Conduct the discussion in a methodical step by step manner

44. InfluencingDifferent Types • The NF person recognizes a wide range of possible opportunities and decides by weighing values and considering others. • Ask lots of questions and then listen a lot. • Show your natural friendliness during your interactions. • Try to go with the flow of what they want and adapt as necessary. • Highlight what is new in what you are proposing • Check the body language for any disagreement or confusion, this type often never voices their concern, so you have to look for leakage. Then question to unearth any concerns.

45. InfluencingDifferent Types • The NT person prefers a variety of possible solutions and then selects by impersonal analysis. • Probe for their own ideas at the outset • Show that you recognize their vision/concepts and beware of giving the impression of being patronizing • Concentrate on business quickly and save any personal conversation. • Accept that this type may bombard you with critical comments • Be logical in your proposals and emphasize cause and effect. • Be punctual and well organized

46. Testing • In the middle of a face to face meeting with a client or whoever, the telephone rings. He apologizes and takes the call. While he’s speaking, do you: • Look at him and smile constantly • Make a signal to him and sneak out to go to the toilet or chat to the secretary or receptionist • Turn your gaze away from him and perhaps occupy yourself with some papers or make some notes • Use body language to show your impatience, hoping it will make him hurry up

47. -2 : Give him some breathing place • – 4 • +5 : You are making him feel comfortable now; he’s secretly thanking you for it • -5

48. The person you are with keeps looking at her watch continuously during your discussion. She doesn’t think you have spotted this, but for the past 20 minutes it’s been distracting you and prevented you giving your best. What do you do? • Hurriedly bring your discussion to a close • Just ignore it – it could be a nervous mannerism or obsessive – compulsive disorder • Stop talking at each point that she looks at her watch • Ask her politely: “how long have we got?”

49. 0 • +1 • -1 • +5 : you should find out the real problem this way

50. You have discovered your red ink pen has leaked and there’s a lot of ink showing down front of your shirt. As you enter the interviewer’s office, your mind is on how you can possibly conceal red ink. Do you: • Say that you have just returned from a holiday in Transylvania • Hope she won’t notice • Keep your arms folded at all times • Explain on arrival what’s happened and make fun of your carelessness