You are on page 1of 29

Influencing Others for Influencing Others for  Effective Change

Susan Hutchison, MA BPH Office of Nutrition Services

Persuasion is about changing what’s  g g going on inside of us, as opposed to  changing our behavior.

3. 2. 4. Stimulates curiosity Increases learning Reduces ego‐centric thinking R d i hi ki Improves social‐perspective taking Stimulates creativity Stimulates creativity Enhances quality of decision‐making . 5. 5 6.Benefits of Arguing 1.

3. Shows what position a person holds p p Allows others to present their point of view Helps arguers reach and understand new views Does not “stomp” on people . 2. 4.What Does A Good Argument Look Like? 1.

4. 5 6. 2. Comparison Liking g Authority Reciprocity Commitment/Consistency Scarcity . 5. 3.Six Rules of Influence (CLARCCS Cues): 1.

 not WHAT you say… 1. Influences our mental state Affects receiver’s comprehension of  information Influences our credibility . 2.Delivery HOW you say it. 3.

Delivery Voice quality Voice quality Eye behavior Eye behavior Nonverbal movements .

2. 2. 1. Inform Persuade Argue Avoidance .Constructive Argument Four ways to deal with controversy… 1.

Faces of Constructive Argument Faces of Constructive Argument Assertiveness and Argumentativeness .

Faces of Destructive Argument Faces of Destructive Argument Verbal Aggressiveness And Hostility .

.  This is the shift  to make them question their self‐ from constructive to destructive argument.Actual argument involves presenting and defending a  position on a controversial issue and attacking the  positions others take.  positions others take There are no attacks on others personally to hurt them or  p y to make them question their self‐worth.

Verbal Aggression (VA) Character attacks Teasing Competence attacks Insults Maledictions Background attacks Background attacks Physical appearance attacks Ridicule Profanity Threats Th Nonverbal indicators .

VA Effects Damaged self‐concepts Hurt feelings Anger Irritation Embarrassment Relationship Deterioration Relationship termination Physical violence Psychopathology Disdain Social learning Argumentative skills  deficiency .

4. 3. 2. 4 5.Strategies for Controlling Verbal Aggression (VA) Strategies for Controlling Verbal Aggression (VA) 1. Leave‐taking Make the distinction between an argument and VA k h d b d Ask him to justify using VA Appeal to rationality Appeal to rationality Refuse to reciprocate use of VA .

The Inventional The Inventional System .

4.Here’s how we do it… Peanut Butter Soda Crackers Peanut Butter Soda Crackers 1. 2. Problem Blame Solution Consequences . 3.

Problem 1. 2. 2 3. Signs of the problem? i f h bl ? Specific harm? Specific harm? How widespread is the harm? p .

Cause of the problem? Is present system at fault? Should present system be changed? . 3. 2.Blame 1.

2 Possible solutions? bl l Which solution best solves the problem? Which solution best solves the problem? .Solution 1. 2.

1 2.Consequences 1. Good outcomes? Good outcomes? Bad outcomes? Bad outcomes? .

3.How the system works for you… Analyze what the person says to determine … l h h d 1. Which of 4 major issues did he ignore? Which of 4 major issues did he ignore? Was enough said about  the issues? Do you agree with what was said for each issue? Do you agree with what was said for each issue? . 1 2.

Features of the Inventional System (IS) Features of the Inventional By asking yourself questions. p p . This  induces a response that might have otherwise been  undiscovered. you will likely come up with the answer. Because you asked the  the proposal in a particular way Because you asked the questions. di d Research has shown that people who use  Research has shown that people who use the IS discovered arguments which  other people did not realize. you force yourself to deal with  the proposal in a particular way.

We argue because… b Argument constructively serves a relationship by keeping  it interesting it interesting It creates more understanding by improving social‐ perspective taking It stimulates people to grow together . 3. 2.Managing Interpersonal Relationships 1.

2 3. 2. 8.Strategies for Managing Relations 1. calm delivery Control the pace of the argument Allow opponents to “save face” . Reaffirm your opponent’s sense of competence Allow your opponents to finish what they’re saying Allo o r opponents to finish hat the ’re sa ing Emphasize equality Emphasize shared attitudes Emphasize shared attitudes Show opponents you are interested in their views Use a somewhat subdued. 4 5. 6. 7. 4.

Our level of “ego‐involvement” affects the size of our latitudes 4. We tend to distort incoming information to fit our categories of  j g judgment 5. We have categories of judgment by which we evaluate  persuasive positions persuasive positions 2. Small to moderate discrepancies between our anchor positions  and the one advocated will cause us to change. large  discrepancies will not discrepancies will not . we locate it on our  categories of judgment 3.Analyzing Your Adversary Understanding Latitudes of Acceptance & Rejection: 1. When we receive persuasive information.

l b l Vocal & Nonverbal Presentation  of Your Argument 1. . Slow your rate & pitch and soften your volume to nearly a  l h d f l l whisper Give attention to KEY words in sentences Response‐match with your opponent’s pattern  2. 3.

Watch eye behaviors 4 Watch eye behaviors 5. Nonverbal response matching . Use direct shoulder orientation 4.Vocal & Nonverbal Presentation  of Your Argument Nonverbal Behaviors: 1. Use higher status NV behavior h h b h 3. Gestures & facial expressions 2.

Will you use this type of persuasion… .

or will you use this type? …or will you use this type? .