persuasion (2)

Persuasion

John Couper, Ph.D.

ReachAcademic

www.reachacademic.com

Persuasion is… A reflection of I and Other the effort or success at influencing the

attitudes of others a form of change

• No change, no persuasion

a way to reach goals amoral: not inherently good or bad

Persuasion involves Information Emotion Social and symbolic alignment

(cognition) Repetition

Context The conditions surrounding persuasion

should support it• E.g., people are more receptive in a relaxed

and non-threatening situation, whose associations are positive and motivating

Order Frame the persuasive message as less of an

issue than a previous, larger request? A better order: acknowledge weakness to

create empathy (“self-deprecation”)• Followed by suggesting strength

Scarcity: if the resource is accepted as scarce, it might be more desirable

Credibility The greater the credibility and authority of

the persuader, the more likely people are to accept their persuasion• Two main kinds: identification and authority

Cues: clothing, speech patterns, accent... • people are 350 percent more likely to follow

you across a busy street if you wear a business suit than a construction uniform

Identification People are much more likely to believe

someone who seems to be like them• We are social and group-oriented

So find and convey similarity codes Better: be 10% “better” to increase the

desire to follow

Consistency Elements that seem to belong together

are more persuasive This includes consistency between

• the audience and client,

• the client and expected norms

• Words and actions

• What we ask of clients and what they do (i.e., asking them to commit to something strengthens their attitudes toward the relationship)

Likeability Audiences believe, trust and remember

socially attractive people• Even more when publics believe the client would or

does like them in return (e.g., smiling)

Factors• Interest in their concerns and lives

• Praise

• Similarities

• Confidence without pride

• Physical normalcy (including mirror)

Reciprocity Audiences believe those who they

perceive will help them in return • This is even stronger when the persuader

does something first

Selective Exposure Audiences tend to

• seek information that supports their opinions, beliefs, values, behaviors, decisions, and

• avoid information that contradicts their existing opinions, beliefs, attitudes, values, behaviors, etc.

Thus, association with “congruent” meanings is attractive (but not always possible)• So start with a congruent message if the public is

likely to agree, or with messages if they are likely to be skeptical

“Inoculation” Acceptance of a message reflects previous

exposure and response • If they have a number of prepared positions that work

against your client, persuasion is almost impossible

• So re-frame the message to avoid a well-developed set of negative attitudes

To strengthen existing positive attitudes, include secondary counterarguments • Such as that your product lasts longer

Degree of Change Why ask for no change? Or too much

change? Audiences want more reasons and

evidence before making important decisions, but are easier to persuade, with less evidence, about minor issues

So find an argument that involves the maximum comfortable amount of change

Motivation Audiences believe what is best linked to their

own motivators (desires, hopes, needs) Examples: status, financial gain, affection,

love, individuality, attraction, friendship, sex, self-esteem, independence, social competition and so on • The balance of these depends on the public’s

characteristics

Participation Audiences believe something more if they

• Do it instead of hearing about it

• Talk about it instead of thinking about it

• Even imagine themselves doing it

Doing something leads to belief about it So vivid, active, physical language or

something can be more persuasive

Using these factors When writing copy or designing events or

displays, go down the list and select the ones that best relate to your audience

Decide how to adapt the concept to your programming

Don’t tell co-workers or clients about the principles– let them think it is magic

Thank You! John L. Couper, Ph.D. Visit ReachAcademic The new, best way to support all your

work and development goals

www.reachacademic.com