Chapter 11 Influence and Persuasion 1 Interpersonal Influence
- Slides: 25
Chapter 11: Influence and Persuasion 1
Interpersonal Influence The act of changing the attitudes or behaviors of others 2
Types of Interpersonal Power • • Coercive Reward Punishment Legitimate Authority 3
Types of Interpersonal Power • Expert • Referent • Knowledge Scarcity • Persuasion 4
Principles of Power • Power is a perception, not a fact. • Power exists within a relationship. • Power is not inherently good nor bad. • The person with more power can make and break the rules for the relationship. • Everybody has some element of 5
Persuasion Using verbal messages designed to influence the attitudes and behaviors of others 6
The Elaboration Likelihood Model (ELM) • Theory that people will use mental shortcuts or critical thinking skills when processing persuasive messages • People are cognitively lazy • We only want elaboration on messages deemed worthy • Central Routes • Peripheral Routes 7
Peripheral Route ELM • Automatic processing • Six heuristics guide behavior: • Reciprocity • Social proof • Liking • Authority • Consistency • Scarcity Central Route • Conscious processing • Critical thinking skills • We use when: • The issue is important • We feel capable of analyzing and understanding the issue • We have time 8
The effects of Persuasive Appeals depends on: • The quality of the reasoning • The source credibility • The perceived honesty of emotional appeals 9
Good Reasons (Inferences) • Are relevant to the claim • Are well supported • They make logical connections • They are based on facts • Are meaningful to the person you are trying to persuade 10
Elements of Credibility Trust Knowledge or Experience Likeability (referent power) Common Ground Organization § 11
People become trustworthy when they • are Dependable and Honest • Keep their promises • are Selfless (they put other’s needs in front of their own) • Demonstrate Common Ground 12
Likeability is the combination of § Congeniality § Attractiveness § Warmth § Friendliness 13
Appeals to Emotions • Emotions are often the driving force behind actions. • Messages motivate others to act. • Effectiveness depends on mood/attitude of partner and word choice. 14
Behaviors Essential to Ethical Persuasion • Tell the truth. • Resist personal attacks against those who oppose your ideas. • Show that you care about the effects on others. • Disclose the complete picture. 15
Asserting Rights and Expectations • Passive – reluctant to state opinions, share feelings • Aggressive – lash out with little regard for the situation or for the feelings, needs, or rights of others • Passive-aggressive – exhibiting aggressive behavior by being unresponsive or stubborn or refusing to help • Assertive – truthfully expressing rights and needs while respecting others 16
Passive Approach • Concealing feelings rather than voicing rights and expectations • Usually ineffective • Causes • We may not believe we have rights • Fear that complaining will damage relationship • Lack self-esteem • Lack social skills to stand up for ourselves 17
Aggressive Approach • Name-calling, threatening, judging, faultfinding • Passive-aggressive behavior: messages indirectly express hostility (stubbornness, unresponsiveness, etc. ) • Different from argumentativeness: defending our own ideas or attacking the reasoning of others while giving them respect 18
Social Media Flaming • Flaming: sending an aggressive message using social media Microsoft Office 19
Assertive Approach • Declaring and defending personal rights/expectations in clear, direct, and honest manner while respecting the rights of others • Focuses on interests of both parties • Being assertive involves risk that you will be perceived as aggressive. 20
Assertive Message Skills • • • Make “I” statements. Describe behavior and feelings. Maintain regular eye contact and a self-confident posture. Use a firm but pleasant tone of voice. Be sensitive to the face needs of others. 21
Making a Complaint • Begin by doing facework. • Assume the violation was unintentional. • Describe how your rights/expectations were violated. • Describe how you feel about what has happened. • Invite the person to comment on or paraphrase what you said. 22
Making a Request • Assume that your partner is willing to change behavior if he or she understands the problem. • Politely but directly describe what you want the other person to do. • Do facework. • Describe how the behavior violates your rights/expectations. • Offer an alternative to your partner’s unacceptable behavior. • Assume compliance and thank him or her. 23
Refusing a Request • Directly own that you are not willing to agree to the request. • State a generalized reason for your refusal, but don’t feel obligated to disclose private thoughts. • When possible, offer an alternative. 24
Cultural Variations Assertive behavior is practiced primarily in Western cultures. § Asian cultures are less likely to engage in assertiveness in an effort to maintain harmony. § In Latin and Hispanic societies the concept of “machismo” often guides male behavior that goes beyond assertiveness. 25
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