1 chapter 11 interpersonal influence chapter 11 interpersonal influence inter-act, 13 th edition...
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Chapter 11Chapter 11Interpersonal InfluenceInterpersonal Influence
Chapter 11Chapter 11Interpersonal InfluenceInterpersonal Influence
Inter-Act, 13Inter-Act, 13thth Edition Edition
Chapter Objectives2
Discuss the sources and principles of interpersonal power
Describe the processing of influence attempts
Describe the types of effective persuasive messages
Discuss how to form messages that assert our rights and preferences without damaging our relationships
Interpersonal Influence & Power
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Influence: The act of changing the attitudes or behaviors of others
Power: The potential that you have to influence the attitudes, beliefs, and behaviors of someone else
Sources of Interpersonal Power
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Coercive –Coercive – perception that a person can harm us physically or psychologically
Reward –Reward – perception that a person can provide monetary, physical, or psychological benefits
Legitimate –Legitimate – power derived from being elected, selected, or holding a position of influence
ExpertExpert – – power derived from having knowledge that partner does not
Referent –Referent – power derived from the respect and admiration of others
Principles of Power5
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.
Persuasion6
Using verbal messages designed to influence the attitudes and behaviors
of others
Elaboration Likelihood Model (ELM)
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Theory that people will use mental shortcuts or critical thinking skills when processing persuasive messages
Peripheral vs. Central
Peripheral RoutePeripheral RoutePeripheral RoutePeripheral Route CentralCentral RouteRouteCentralCentral RouteRoute
Automatic processing
Six heuristics guide behavior: Reciprocity Social proof Liking Authority Consistency Scarcity
Conscious processingCritical thinking skillsWe use when:
The issue is important We feel capable of
analyzing and understanding the issue
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ELM
Persuading Extensive Processors
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Quality of the reasoning Relevant Well supported Meaningful
Source credibility Competence (perception that the speaker is well
qualified to provide accurate and reliable information) Trustworthiness (dependable, honest, keep promises, act
for the good of others more than for self) Likability (congeniality, attractiveness, warmth,
friendliness)Honest emotional appeals
Effectiveness depends on mood/attitude of partner and word choice
Asserting Rights and Expectations
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Passive –Passive – reluctant to state opinions, share feelings
Aggressive – Aggressive – lash out with little regard for the situation or for the feelings, needs, or rights of others
Passive-aggressive – Passive-aggressive – exhibiting aggressive behavior by being unresponsive or stubborn or refusing to help
Assertive –Assertive – truthfully expressing rights and needs while respecting others
Passive Approach11
Concealing feelings rather than voicing rights and expectations
Usually ineffectiveCauses
We may not believe we have rights Fear that complaining will damage
relationship Lack self-esteem Lack social skills to stand up for ourselves
Aggressive Approach12
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
Social Media Flaming13
Flaming: sending an aggressive message using social media
Microsoft O
ffice
Assertive Approach14
Declaring and defending personal rights/expectations in clear, direct, and honest manner while respecting the rights of others
Focuses on interests of both partiesBeing assertive involves risk that you will
be perceived as aggressive.
Assertive Message Skills15
Owning: Make “I” statements.Describing behavior and feelings.Doing positive and negative facework:
Be sensitive to the face needs of others.Using appropriate nonverbal behaviors:
Maintain regular eye contact and a self-confident posture.
Use a firm but pleasant tone of voice.
Making a Complaint16
Begin by doing facework. Assume the violation was unintentional.
Describe what has happened that you believe violates your rights/expectations.
Explain why what has happened violates your rights/expectations.
Describe how you feel about what has happened.
Invite the person to comment on or paraphrase what you said.
Making a Request17
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.
Refusing a Request18
Cultural Variations19
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.
Assertive behavior is practiced primarily in Western cultures.
Extra Credit20
P341, Observe and AnalyzeFor the next day or two, observe people and
their behaviors. Make notes of situations in which you believe people behaved in passive, aggressive, and assertive ways. Which ways seemed to help people achieve what they wanted? Which ways seemed to maintain or even improve their interpersonal relationships with others?