persuasion (2)
TRANSCRIPT
Persuasion
John Couper, Ph.D.
ReachAcademic
www.reachacademic.com
Persuasion is… A reflection of I and Other the effort or success at influencing the
attitudes of others a form of change
• No change, no persuasion
a way to reach goals amoral: not inherently good or bad
Persuasion involves Information Emotion Social and symbolic alignment
(cognition) Repetition
Context The conditions surrounding persuasion
should support it• E.g., people are more receptive in a relaxed
and non-threatening situation, whose associations are positive and motivating
Order Frame the persuasive message as less of an
issue than a previous, larger request? A better order: acknowledge weakness to
create empathy (“self-deprecation”)• Followed by suggesting strength
Scarcity: if the resource is accepted as scarce, it might be more desirable
Credibility The greater the credibility and authority of
the persuader, the more likely people are to accept their persuasion• Two main kinds: identification and authority
Cues: clothing, speech patterns, accent... • people are 350 percent more likely to follow
you across a busy street if you wear a business suit than a construction uniform
Identification People are much more likely to believe
someone who seems to be like them• We are social and group-oriented
So find and convey similarity codes Better: be 10% “better” to increase the
desire to follow
Consistency Elements that seem to belong together
are more persuasive This includes consistency between
• the audience and client,
• the client and expected norms
• Words and actions
• What we ask of clients and what they do (i.e., asking them to commit to something strengthens their attitudes toward the relationship)
Likeability Audiences believe, trust and remember
socially attractive people• Even more when publics believe the client would or
does like them in return (e.g., smiling)
Factors• Interest in their concerns and lives
• Praise
• Similarities
• Confidence without pride
• Physical normalcy (including mirror)
Reciprocity Audiences believe those who they
perceive will help them in return • This is even stronger when the persuader
does something first
Selective Exposure Audiences tend to
• seek information that supports their opinions, beliefs, values, behaviors, decisions, and
• avoid information that contradicts their existing opinions, beliefs, attitudes, values, behaviors, etc.
Thus, association with “congruent” meanings is attractive (but not always possible)• So start with a congruent message if the public is
likely to agree, or with messages if they are likely to be skeptical
“Inoculation” Acceptance of a message reflects previous
exposure and response • If they have a number of prepared positions that work
against your client, persuasion is almost impossible
• So re-frame the message to avoid a well-developed set of negative attitudes
To strengthen existing positive attitudes, include secondary counterarguments • Such as that your product lasts longer
Degree of Change Why ask for no change? Or too much
change? Audiences want more reasons and
evidence before making important decisions, but are easier to persuade, with less evidence, about minor issues
So find an argument that involves the maximum comfortable amount of change
Motivation Audiences believe what is best linked to their
own motivators (desires, hopes, needs) Examples: status, financial gain, affection,
love, individuality, attraction, friendship, sex, self-esteem, independence, social competition and so on • The balance of these depends on the public’s
characteristics
Participation Audiences believe something more if they
• Do it instead of hearing about it
• Talk about it instead of thinking about it
• Even imagine themselves doing it
Doing something leads to belief about it So vivid, active, physical language or
something can be more persuasive
Using these factors When writing copy or designing events or
displays, go down the list and select the ones that best relate to your audience
Decide how to adapt the concept to your programming
Don’t tell co-workers or clients about the principles– let them think it is magic
Thank You! John L. Couper, Ph.D. Visit ReachAcademic The new, best way to support all your
work and development goals
www.reachacademic.com