1. Chapter 11: Influence and Persuasion

2. Interpersonal Influence
The act of changing the attitudes or behaviors of others

3. Types of Interpersonal Power
Coercive
Reward
Punishment
Legitimate Authority

4. Types of Interpersonal Power
Expert
Referent
Knowledge Scarcity
Persuasion

5. 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 power.

6. Persuasion
Using verbal messages designed to influence the attitudes and behaviors of others

7. 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

8. ELM Peripheral Route Central Route Automatic processing
Six heuristics guide behavior:
Reciprocity
Social proof
Liking
Authority
Consistency
Scarcity
Conscious processing
Critical thinking skills
We use when:
The issue is important
We feel capable of analyzing and understanding the issue
We have time

9. The effects of Persuasive Appeals depends on:
The quality of the reasoning
The source credibility
The perceived honesty of emotional appeals 9

10. 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

11. Elements of Credibility
Trust
Knowledge or Experience
Likeability (referent power)
Common Ground
Organization

12. 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

13. Likeability is the combination of
Congeniality
Attractiveness
Warmth
Friendliness

14. 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.

15. 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.

16. 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

17. 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

18. 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

19. Social Media Flaming
Flaming: sending an aggressive message using social media
Microsoft Office

20. 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.

21. 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.

22. 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.

23. 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.

24. 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.

25. 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.