conveying your message effectively - legislative news ... · pdf fileconveying your message...
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A. Know your goal and purposeB. Drop what is unimportantC. Chunk what remainsD. Structure your information for memorability
- Primacy/recency- When each works
Enhancing the Clarity of Your Messages
Organize Your Message for Impact
PrimacyEffect
RecencyEffect
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A. Defining redundancy- repetition is not redundancy
C. Redundancy makes you more interestingB. Redundancy improves memorability
- always offer two examples of a concept
- beware of seductive details- offer visual and concrete concepts- follow the tell-show-do-respond method
Be Redundant
Enhancing the Clarity of Your Messages
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What matters toemployees?
A. HumorB. LeadersC. SalaryD. HoursE. Communication
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It’s All in What You Compare Things To
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It’s All in What You Compare Things To
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It’s All in What You Compare Things To
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It’s All in What You Compare Things To
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9Antares is the 15th brightest star in the sky. It is more than 1000 light
years away.
It’s All in What You Compare Things To
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Respond – Reinforce/Redirect
Do – Leader Applies Concept
Tell – Explain the ConceptElevator Speech
Show – DemonstratePrototypes
Seek Examples from Decision-makers
Show the Value
The closer these steps are to one another, the better the learning
Not: T-------------->S-------------->D--------------->R
But: T---->S---->D---->R;---->T---->S---->D---->R
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People Retain More Information When They Are Engaged
10%20%
90%75%
50%30%
What we read
What we hear
What we see
What we see & hear
What we say
What we learn when talking
and interacting
Source: Johnson & Johnson Retention Study cited by Dell Global Training
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A schema is a category system people have for organizing information
Focus on Your Listener’s Schema
Enhancing the Clarity of Your Messages
Schemas help people remember information
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The Elevator Problem
The manager of a large office building has been receiving an increasing number of complaints about the building’s elevator service, particularly during rush hours. Several of the long term tenants in the building have threatened to move out unless the service is improved. In response, the manager recently inquired into the possibility of adding one or two elevators to the building. Although it would be feasible, the only elevator company in the area has a six month backlog of orders. As an assistant to the manager, you were asked to come up with a plan to get two new elevators installed within three months. You must present the plan at the next staff meeting.
Please circle one problem statement
1. To get two elevators within three months 5. To keep upset tenants from moving 2. To improve elevator service in the building 6. To keep the offices fully rented3. To get more people out of the building faster 7. To keep the manager happy with me4. To keep the tenants in the building happy 8. To keep my job
List several possible solutions for the problem statement you’ve chosen1._______________________________________________________________________________________________________________________________________________________2.______________________________________________________________________________________________________________________________________________________this exercise was devised by CRA
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What causes crime?____________________________________________________________________________________________________________________________________________________________________________________________________________________________________
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Schemas aid people in understanding
Enhancing the Clarity of Your Messages
- The problem statement you choose shapes the solutions you generate
- always make sure there is agreement about what the problem is- when no solution seems to work, change the statement of the problem
fight to define the problem--whoever wins the problem, determines the solutions
Create decisionagendas
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1. You can adapt your message to your listener’s schema
2. You can create a new schema for your listener
Enhancing the Clarity of Your Messages
Use schemas to enhance your effectiveness
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Create Demand
You always have a choice: push vs. pull
push: you convince them they need itpull: they believe they need it so they seek it out
What do the booksellers of the 1920s, the grocery business of the 1930’s and Arm & Hammer baking
soda have in common?
Enhancing the Clarity of Your Messages
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Words don’t mean, people do- Cross-cultural misunderstandings
happen because people assume words have meaning
Enhancing the Clarity of Your Messages
Meanings are in people, not in words or behavior
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• The Dairy Association’s huge success with the campaign “Got Milk?” prompted them to expand advertising into Mexico. It was soon brought to their attention the Spanish translation read “Are you lactating?”
• Coors put its slogan “Turn it loose” into Spanish, where it was read as “Suffer from diarrhea.”
• Scandinavian vacuum manufacturer Electrolux used the following in an American campaign: “Nothing sucks like an Electrolux.”
• Pepsi’s “Come alive with the Pepsi generation” translated into “Pepsi brings your ancestors back from the grave,” in Chinese.
• Frank Perdue’s chicken slogan, “It takes a strong man to make a tender chicken” was translated into Spanish as: “It takes an aroused man to make a chicken affectionate.”
Enhancing the Clarity of Your Messages
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- Mrs. Jones is an older woman. How old is she?- Jack smokes too many cigarettes. How many does he smoke each day?- Court collects records. How many records does he have?- Mary makes a lot of money each month. How much does she make?
Enhancing the Clarity of Your Messages
Even within a culture misunderstandings arise because people assume words have meaning
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Enhancing the Clarity of Your Messages
What shapes meaning?
- need for inclusion- need for control- need for affection- need for efficacy
When a need isn’t met, everything you say gets interpreted in terms of that unmet need
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Person 5
Person 4
Person 3
Person 2
Person 1
EfficacyAffection ControlInclusion
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A. People prefer face-to-face communication- and when possible, do it one-to-one; sell ideas “retail”
B. People want timely messagesD. People want relevant messagesE. People want honest messages, even when
there are no guaranteesF. People want consistent messages
Enhancing the Clarity of Your Messages
Be strategic in communicating your messages
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Anxiety
Ambiguity
InformationImportance
CredibilityOf Sources
x
x
xThere is amultiplicativerelationship among the four. Control oneand rumors dissipate
Managing Rumors
Rumors=
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Building Close Relationships Through Stories
- Our lives revolve around stories- We think narratively- We learn many of our values via stories- We create and share bonds through stories
Building Advocacy SkillsEffective Advocates Forge Partnerships
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Building Close Relationships Through Stories
- Stories are an especially effective way of communicating your ideas
- People often “get it” through stories
Building Advocacy SkillsEffective Advocates Forge Partnerships
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Successful Narrative
SettingMain Characters
Characters’ Goals
Obstacles Encountered
Resolution
The grammar of a story
interesting and fun; what do they look like, what do they sound like
Event-Action-Suspense-Resolution
Lesson
Learned
Lesson that matches values
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Keys for effective narrative:Has a point; What do you want your listener to feel, believe, and remember from your story?
Told quickly
People need to sense you care about it
Inclusive—others need to grasp idea and feelings
Vivid details matter
Validate basic values
Is personal
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Questions to asks to discover a story
What are some principles that matter to you? Why? Where did you learn them and their importance?
What really bothers you—people, events, ideas.Think, “…for example….” ---ground them in specificsWhat are some scenes from your past that were
important pivotal events for you? Describe them in detail, including circumstances and characters.
How have your views of those scenes changed? How do the scenes still affect your life?
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If you cannot tell stories, collect interesting “factoids”
_______________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________
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Strengths: What are our strengths that make it possible to pitch this idea? What makes this idea especially good? Weaknesses: What weaknesses exist in our environment that mandate this idea? Opportunities: What opportunities exist, right now, that make this the right time to pitch this idea?Threats: What is wrong with the status quo? What external threats mandate we adopt this idea? What are our vulnerabilities? Why now?
SWOT
Strengths
Threats(vulnerability)
Weaknesses(constraints)
Opportunitiesmatch
convertconvert
Minimize/avoid Minimize/avoid
Internal External
What are the advantages of the idea? What does
this idea do well?
What are the positive changes facing us? What are the favorable trends?
What could be improved? What is done
poorly?
What factors are threatening us? What
could “kill” us?
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Create A Need
Have A Plan
Show Benefits
What HappensIf We Don’t Adopt
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Building Advocacy SkillsEffective Advocates Seek a Competitive Advantage
“What’s in it for them?”Person
Know the answer to WIIFT
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Preparing to PersuadeWhat Are The Likely Objections?
“I don’t like you”
“It will be too hard to do”
“I have a better idea”
“We lack the resources”
ResponseObjectionResponseObjection
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- Labels become the shorthand for your idea- Get people to use your label- Understand what you label brings to mind- Use labels to quash ideas
Building Advocacy Skills
Labeling is a key skill
Effective Advocates Seek a Competitive Advantage
NAVSEA – INDIAN HEAD Naval Surface Warfare Center The National Center for Energetics
Get a label branded in decision-makers’ minds
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Create an Image
• Let people imagine the future with your idea implemented• We infer quality from observable features (exterior of car; restaurant parking lot)
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Welcome to breathtaking Tokyo Water Park where you can wash away the pressure and stress of the overcrowded city and relax with your friends in the soothing enjoyment of sun, fun and splashing
Tokyo Water Park
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Because of _______ you can _________ which means ________(feature) (function) (benefit)
Features are different from benefits
BenefitFunctionFeature
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Rugged Micro- High Wireless 6-hour Low-profile, Compact Trackball Wrist rest casement circuitry resolution modem battery built-in disk, keyboard mouse on keyboard
flat LCD CD drivesdisplay
Portability Use on road Connect to office Easy to use
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Building Advocacy Skills
The anchoring bias- People reference anchors they have for information
Effective Advocates Understand Biases
The availability heuristic
- People emphasize vivid, most available information
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“Harris Interactive recently polled 23,000 U.S. residents employed full-time within key industries and in key functional areas. Consider a few of their most stunning findings:
• Only 37% said they have a clear understanding of what their organization is trying to achieve and why• Only one in five was enthusiastic about their team’s and organization’s goals• Only one in five said they have a clear “line of sight” between their tasks and their team’s and organization’s goals.• Only 15% felt that their organization fully enables them to execute key goals• Only 20% fully trusted the organization they worked for.
If, say, a soccer team had these same scores, only four of the 11 players on the field would know which goal is theirs. Only two of the 11 would care. Only two of the 11 would know what position they play and know exactly what they are suppose to do. And all but two players would, in some way, be competing against their own team members rather than the opponent.”
Stephen Covey, The 8th Habit
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Using Evidence as an Influence Tactic
Evidence must be seen as relevanceEvidence needs to be believableNew evidence is the best evidence Evidence should be comprehensibleBest used when:
- you think you may be seen as low credible- you think you may be seen as having vested interests- you use multiple sources - strategically cite sources of evidence
Message Strategies
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Balance Theory
Building Advocacy SkillsEffective Advocates Influence Opinions
- People prefer consistency among their beliefs- When people believe there are inconsistencies among
their beliefs they will try to restore consistency by making a change
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Building Advocacy SkillsEffective Advocates Influence Opinions
“Lite” Beer
Famous AthletesJohn
+
+
?
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Building Advocacy SkillsEffective Advocates Influence Opinions
“God” Term
Your IdeaYour Listener
++
?
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Using “God” terms persuasively
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Understanding Your “Brand” Name
What are some famousbrands in the world?
Why do firms worry so much about their brands?
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Understanding Your “Brand” Name
You are a “brand” in your organization
A major task of leaders is to build and protect
the brand name of their organization.
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Rejection
Non-Recognition
Association/Recognition
Preference
Insistence
Levels of BrandFamiliarity
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Insistence
Preference
Leadership,People,Advocacy Tasks
Technical Tasks
Beware Of Insistence When It Comes To Technical Tasks
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Enhancing Your “Brand” Name
Principle of Resources: The individual who has more resources has greater impact.
What resources do you offer your firm?____________________________________________________________________________________________________________________________________________________________________________
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The only resources that “matter” are those that are valued within your firm.
Principle of Scarcity: Resources that are particularly scarce are very valued
Bottom Line: Develop resources that are both valued and scarce within your firm. What might these be?____________________________________________________________________________________________________________________________________________________________________________________________
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Your competitiveadvantage
Value
low
high
Scarcity (uniqueness)not at all very
Move to your Competitive Advantage
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Faith(Good will)
Honesty(keep promises)
Reliability(consistency)
Trust
Creating and Maintaining Trust
Competency(Knows)
Vulnerability(Open)
Engaging in behaviors desired by other but not by self; no misplaced
benevolence; trusting others
Consistency in messages & standards
No Lies or false feedback
Consistent business performance; Dealing effectively with problems
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Building Competency Perceptions
Always cite sources.Cite your own competence (e.g., knowledge, background, occupation)…you or introduction.. Record of accomplishmentAppear knowledgeable; be prepared more than others; details matterEven turkeys fly in hurricanes…how do you perform in the tough timeSeek out crisesBe know for multiple competenciesBig picture thinkingKeep competent companyWork from your strengths….but…what is your greater strength is often also your greatest weakness (Fast runners fall harder) Effortful-effortless principle
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Building Affinity
Stay Attentive and Responsive
A. Act Attentive
B. Show Responsiveness
- we prefer understanding to agreements- grasp “secret tests”
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Engage in perspective taking: Different people may see the same event or issue differently. People don’t say things they know to be wrong
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Developing Perspective Taking Skills
Seek out “interests” that underlie “positions”
“Why don’t you listen to me?”
“You are absolutely wrong”
“I want a raise”Possible InterestsPosition
What? Why?
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Building Affinity
Build Loyalty through Rewards
Extrinsic Intrinsic
Spontaneous
Calculated
Never offer an extrinsic for something that
should be an intrinsic
Effort or ability?
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Notice small things about people that matter to themMake yourself important to the people most important to themRecognize people in unexpected places“Thank you”—publicly and frequentlyThank people you don’t even knowInvite everyoneGive them get credit for successesCelebrate successes (theirs, yours, and others) with themRecognize their attempts to pleaseShow up for things that matter to them Remember people’s namesMake people feel importantPresume you have a relationship with everyone (walk into a reception
and acknowledge everyone)Don’t be negative. It takes everything awayOffer some personal information (similar to theirs)
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Perceived Confidence
Perceived Competence
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Language intensity: The degree to which yourlanguage choices vary from neutrality.
Perceptions of confidence are associated with greater language intensity.
My idea is: Okay Good Great
The new project has__________ potential
His skills are _______
Lots of
Adequate
Issue Low Moderate High
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Too much
Confidence
Judgment
Where most of us
are
Range of opportunity
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Strong qualifiers: Qualifiers can weaken or strengthenyour statements
A marker of confidence is the use of strong qualifiers
“I think this idea might be one we maybe should consider.”
The new plan is one I think we might explore. It has somefeatures that could possibly make it somewhat successful.Apparently, there are a few features that could, undersome circumstances, be helpful. But, it will depend upon how much it costs. It isn’t really that expensive so we should probably adopt it.
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Lexical diversity: The amount of variation in your wordchoice
Perceptions of confidence are associated with greaterlexical diversity
Firm -- Organization -- Company -- BusinessPlan -- Proposal -- Idea -- Concept
ProblemTalkative
Clear
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Vivid details: How vividly and detailed your statements arewhen describing an event, idea, person, or product
Confidence is associated with more vivid detailsThe car drove past the stop sign.The red car drove past the stop sign.The red sports car drove past the stop sign.
The car drove past the stop sign.The red sports car sped past the
stop sign.
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Estim
ated
Spe
ed
20
30
25
40
35
45
smashed collided bumped hit contacted
Loftus & Palmer, 1974
Vivid Language Affects People’s Judgments
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Make Declarations: The degree to which your languageIs direct, clear, unambiguous; no jargon
Martin Luther King: “I have a dream” vs. “I have a strategic plan that will enhance our competitive opportunities” Thomas Jefferson wrote the “Declaration of Independence” not a Colonial “white paper”
“We need to modify our logistical supply chain to bolsterthe velocity of our delivery systems to our markets”____________________________________________________________________________________________________________________“His performance on the team project far exceeded the parameters of expected quality”____________________________________________________________________________________________________________________
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Use powerful metaphors, analogies: People often“get it” with a strong metaphor or analogy
-"We have gone from boom to bust faster than anytime since the oil shock," said Stephen S. Roach, the chief economist of Morgan Stanley, a New York investment bank. "When you screech to a halt like that, it feels like getting thrown through the windshield.“
-The experience of going through an in-depth audit by the IRS is “an autopsy without the benefit of death.”
We’re spending too much money ________________________________________________There is a great deal of demand for our product ________________________________________________
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Sound organized: When you sound organized, people believe you are more confident and competent
- use orienting and summarizing statements- naming points (but beware of announcing the count ahead of time)- highlight organization on visuals
We need to talk about the shift changes, the recent hires, the benefits plan, and the consultant’s report.
__________________________________________________________________________________________________________
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Prime people unconsciously: When you use words that imply what you are seeking people will be more open to the influence
- is kind agree she very- dinner Jack ate comply his- drove oblige home he fast- off television turn the conform- watched movie he the is- to Michelle bed influenced went- the off computer convinced was- she car accept cleaned the- Marcus sick very was red- plane the off took concurred- persuaded Jeff yesterday Paula red- she tired was brought very
Source: Epley & Gilovich, JESP, 1999
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0
10
20
30
40
50
60
70
Polite Neutral Rude
Priming Matters
Percentage of people who interrupted after being primed to be polite or rude
Source: Bargh, JPSP, 1996, 71, 235