1 chapter 11 interpersonal influence chapter 11 interpersonal influence inter-act, 13 th edition...

1

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

3

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

4

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)

7

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

8

ELM

Persuading Extensive Processors

9

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

10

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?