CHAPTER 7 Persuasion Compliance and Power Persuasion communication

CHAPTER 7 Persuasion, Compliance, and Power

Persuasion: communication for the specific purpose of changing other people’s minds n n Characteristics of the persuader: attractiveness (lowered defenses, halo effect), style of presentation (confident, upbeat, fluent), and credibility (expertise and trustworthiness) Characteristics of the persuasive message: two-sided arguments, emotional elements (for example, fear appeals), audience comprehension and acceptance, moderation (i. e. , tailor your message to the people you are addressing)

Persuasion: communication for the specific purpose of changing other people’s minds n Two paths to persuasion: “mindful” and “mindless” persuasion n The central route to persuasion (based on the quality of the arguments and supporting facts) n The peripheral route to persuasion (based on cues unrelated to the issue) n Involvement, distraction, positive versus neutral mood

Two routes to persuasion: central and peripheral

Factors that determine which route to persuasion will be taken n n Degree of involvement Need for cognition Neutral vs. positive mood Degree of distraction

Compliance (a form of influence based on direct requests): some useful strategies Simplest strategy: Just ask. Mindless compliance: giving an apparent (pseudo)reason Self-presentation (impression management) n n n n Ingratiation Self enhancement & name dropping Self-deprecation Self-disclosure Warning: These strategies can backfire Multiple requests n n n Foot-in-the-door (Freedman & Fraser, 1966) Door-in-the-face (reciprocal concessions)

Compliance (a form of influence based on direct requests): some useful strategies Simplest strategy: Just ask. Mindless compliance: giving an apparent (pseudo)reason Self-presentation (impression management) n n n n Ingratiation Self enhancement & name dropping Self-deprecation Self-disclosure Warning: These strategies can backfire Multiple requests n n n Foot-in-the-door (Freedman & Fraser, 1966) Door-in-the-face (reciprocal concessions)

Freedman and Fraser (1966) Small request n No request n large request 52. 8% large request 22. 2%

Compliance: some useful strategies Simplest strategy: Just ask. Mindless compliance: giving an apparent (pseudo)reason Self-presentation (impression management) n n n n Ingratiation Self enhancement & name dropping Self-deprecation Self-disclosure Warning: These strategies can backfire Multiple requests n n n Foot-in-the-door (Freedman & Fraser, 1966) Door-in-the-face (reciprocal concessions)

The door-in-the-face technique: Reciprocal concessions

Compliance: some useful strategies n Resisting unwanted influence n n Forewarning (inoculation) Attitudinal politics (holding out for the best deal) Counterarguing and playing “devil’s advocate” Potential pitfalls: indifference and distraction

Power: beyond influence and persuasion n The difference between influence and power n n n Control, status, privilege, and need for power Potential pitfalls: inefficiency and low morale Sources of individual power n n n Reward power: control over valued resources Coercive power: control of punishments Legitimate power: control based on rank Referent power: control based on attraction Expert power: control based on knowledge

Power: beyond influence and persuasion n Sources of individual power: Independent or linked? n n Reward and coercive power are often linked Coercive power may reduce referent power Legitimate power may lead to referent power Hazards to avoid in your influence attempts n n n The slime effect (“licking upward, kicking downward”) Reactance: a boomerang effect of persuasion Metamorphic effects of power and persuasion

Tacky power n n n Ostentatious offices Special perks such as special dining rooms, bathrooms, and exercise facilities Layers of office staff and “cronies” Formal titles Specialized vocabulary

Organizational politics n n Who you know, who is your ally, who owes you A middle- and upper-management game (not blue collar) High role ambiguity, unclear performance evaluation criteria Tactics of influence n n n n Cultivate the right allies Count on reciprocity Project competence and confidence Remember the value of being liked Be persuasive Make a good first impression Avoid “dirty tricks” (false rumors, information control, hidden agendas)