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Chapter 10 The Persuasive Interview: The Persuader

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1 Chapter 10 The Persuasive Interview: The Persuader

2 © 2009 The McGraw-Hill Companies, Inc. All rights reserved.
Chapter Summary The Ethics of Persuasion Preparing for the Interview Analyzing the Situation Researching the Issue Planning the Interview Conducting the Interview Summary © 2009 The McGraw-Hill Companies, Inc. All rights reserved.

3 The Ethics of Persuasion
Psychological Strategies When do we cross ethical boundaries? Is the effort to influence the lives of others inherently unethical? © 2009 The McGraw-Hill Companies, Inc. All rights reserved.

4 The Ethics of Persuasion
Fundamental Ethical Guidelines Who Are You? Who is Your Interviewee? How Adequate is Your Content? How Open Will You Be? Are You Innocent of Ethical Violations? © 2009 The McGraw-Hill Companies, Inc. All rights reserved.

5 Five Interrelated Conditions for Persuasion
Your proposal must create or address an urgent need or one or more desires or motives. Your proposal and you as persuader must be consistent with the interviewee’s beliefs, attitudes, and values. Your proposal must be feasible, workable, practical, or affordable. Your proposal’s benefits must outweigh objections. No better course of action is available. © 2009 The McGraw-Hill Companies, Inc. All rights reserved.

6 Preparing for the Interview
Seven Concerns Sources Analyzing the Other Party Physical & Mental Characteristics Socioeconomic Background Culture Values/Beliefs/Attitudes Emotion © 2009 The McGraw-Hill Companies, Inc. All rights reserved.

7 Analyzing the Situation
Atmosphere Timing Physical Setting Outside Forces © 2009 The McGraw-Hill Companies, Inc. All rights reserved.

8 © 2009 The McGraw-Hill Companies, Inc. All rights reserved.
Researching the Issue Be the best informed, most authoritative person in each interview Investigate all aspects of the topic, including events that may contribute to the problem © 2009 The McGraw-Hill Companies, Inc. All rights reserved.

9 © 2009 The McGraw-Hill Companies, Inc. All rights reserved.
Researching the Issue Sources You must have the facts and know how to use them Types of Evidence Collect examples, both factual and hypothetical that illustrate your points Gather statistics on relevant areas Collect statements from acknowledged authorities, as well as testimonials Look for comparisons and contrasts between situations © 2009 The McGraw-Hill Companies, Inc. All rights reserved.

10 Planning the Interview
Determining your purpose Be realistic but not defeatist © 2009 The McGraw-Hill Companies, Inc. All rights reserved.

11 Planning the Interview
Selecting Strategies The five strategies (theories) for planning your interview are: Identification Theory Balance or Consistency Theory Inoculation Theory Induced Compliance Theory Psychological Reactance Theory © 2009 The McGraw-Hill Companies, Inc. All rights reserved.

12 Conducting the Interview
Selecting and Developing Main Points Do not rely on a single reason or point Too many points may overload the interviewee with information and cause him/her to become confused or bored Stating your strongest points first or last have the same effect Know the strength of each point and introduce it strategically © 2009 The McGraw-Hill Companies, Inc. All rights reserved.

13 Conducting the Interview
Opening the interview Design your opening to gain attention, establish rapport, and motivate the interviewee Adapt the opening to each interviewee and setting Don’t rush or prolong the opening Involve the interviewee from the start so as to foster an active role throughout the interaction © 2009 The McGraw-Hill Companies, Inc. All rights reserved.

14 Conducting the Interview
Creating a Need or Desire Develop one point at a time Encourage interaction and interviewee involvement © 2009 The McGraw-Hill Companies, Inc. All rights reserved.

15 Conducting the Interview
Establishing Criteria Establish a set of criteria with the interviewee for evaluating all possible solutions to the need that you have established The situation can influence criteria Agreed-upon criteria enable you to build on a foundation of agreements, provide an effective means of comparing solutions, and deal with objections © 2009 The McGraw-Hill Companies, Inc. All rights reserved.

16 Conducting the Interview
Presenting the Solution Details and Evaluation If there are more than one solution, deal with them one at a time Approach the solution in a positive, constructive, and enthusiastic manner Help interviewees make decisions that are best for them at this time © 2009 The McGraw-Hill Companies, Inc. All rights reserved.

17 Conducting the Interview
Closing the Interview Trial Close Contract or Agreement Leave-taking © 2009 The McGraw-Hill Companies, Inc. All rights reserved.

18 Conducting the Interview
Adapting the Interview The possible types of interviewees: Indecisive, Uninterested Interviewees Hostile Interviewees Yes-but approach Implicate approach Closed-Minded and Authoritarian Interviewees © 2009 The McGraw-Hill Companies, Inc. All rights reserved.

19 Conducting the Interview
Skeptical Interviewees Shopping-Around Interviewees Intelligent, Educated Interviewees © 2009 The McGraw-Hill Companies, Inc. All rights reserved.

20 Conducting the Interview
Using Questions Information-Gathering Questions Verification Questions Encouraging Interaction Questions Attention and Interest Questions Agreement Questions Objection Questions © 2009 The McGraw-Hill Companies, Inc. All rights reserved.

21 Conducting the Interview
Handling Objections Do not assume there are no objections just because the interviewee does not raise questions Some common objections to persuasive interviews are: Procrastination Money Tradition Uncertain future Need © 2009 The McGraw-Hill Companies, Inc. All rights reserved.

22 Conducting the Interview
Minimize the Objection Minimize the objection by restating it to seem less important or by comparing it to other weightier maters. Provide evidence to lessen impact of objection. © 2009 The McGraw-Hill Companies, Inc. All rights reserved.

23 Conducting the Interview
Capitalize on the Objection Use the objection to clarify your own points: review the proposal’s advantages, offer more evidence, and isolate the motive behind the objection © 2009 The McGraw-Hill Companies, Inc. All rights reserved.

24 Conducting the Interview
Deny an Objection Directly or indirectly deny an objection by offering new or more accurate information © 2009 The McGraw-Hill Companies, Inc. All rights reserved.

25 Conducting the Interview
Confirm an Objection Confirm an objection by agreeing with the interviewee © 2009 The McGraw-Hill Companies, Inc. All rights reserved.

26 © 2009 The McGraw-Hill Companies, Inc. All rights reserved.
Summary Good persuasive interviews are ones in which both parties are actively involved. Good persuasive interviews are honest pursuits conducted according to fundamental ethical guidelines Good persuasive interviews are carefully researched, planned and structured, yet remain flexible enough to meet unforeseen reactions, objections, and arguments © 2009 The McGraw-Hill Companies, Inc. All rights reserved.

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