1. Persuasion, Compliance, and Power
CHAPTER 7
Persuasion, Compliance, and Power

2. Persuasion: communication for the specific purpose of changing other people’s minds
Characteristics of the persuader: attractiveness (lowered defenses, halo effect), style of presentation (confident, upbeat, fluent), and credibility (expertise and trustworthiness)
Characteristics of the persuasive message: two-sided arguments, emotional elements (for example, fear appeals), audience comprehension and acceptance, moderation (i.e., tailor your message to the people you are addressing)

3. Persuasion: communication for the specific purpose of changing other people’s minds
Two paths to persuasion: “mindful” and “mindless” persuasion
The central route to persuasion (based on the quality of the arguments and supporting facts)
The peripheral route to persuasion (based on cues unrelated to the issue)
Involvement, distraction, positive versus neutral mood

4. Two routes to persuasion: central and peripheral

5. Factors that determine which route to persuasion will be taken
Degree of involvement
Need for cognition
Neutral vs. positive mood
Degree of distraction

6. Warning: These strategies can backfire
Compliance (a form of influence based on direct requests): some useful strategies
Simplest strategy: Just ask.
Mindless compliance: giving an apparent (pseudo)reason
Self-presentation (impression management)
Ingratiation
Self enhancement & name dropping
Self-deprecation
Self-disclosure
Multiple requests
Foot-in-the-door (Freedman & Fraser, 1966)
Door-in-the-face (reciprocal concessions)
Warning: These strategies can backfire

8. Warning: These strategies can backfire
Compliance (a form of influence based on direct requests): some useful strategies
Simplest strategy: Just ask.
Mindless compliance: giving an apparent (pseudo)reason
Self-presentation (impression management)
Ingratiation
Self enhancement & name dropping
Self-deprecation
Self-disclosure
Multiple requests
Foot-in-the-door (Freedman & Fraser, 1966)
Door-in-the-face (reciprocal concessions)
Warning: These strategies can backfire

9. Freedman and Fraser (1966) Small request large request 52.8%
No request large request %

10. Compliance: some useful strategies
Simplest strategy: Just ask.
Mindless compliance: giving an apparent (pseudo)reason
Self-presentation (impression management)
Ingratiation
Self enhancement & name dropping
Self-deprecation
Self-disclosure
Multiple requests
Foot-in-the-door (Freedman & Fraser, 1966)
Door-in-the-face (reciprocal concessions)
Warning: These strategies can backfire

11. The door-in-the-face technique: Reciprocal concessions

12. Compliance: some useful strategies
Resisting unwanted influence
Forewarning (inoculation)
Attitudinal politics (holding out for the best deal)
Counterarguing and playing “devil’s advocate”
Potential pitfalls: indifference and distraction

13. Power: beyond influence and persuasion
The difference between influence and power
Control, status, privilege, and need for power
Potential pitfalls: inefficiency and low morale
Sources of individual power
Reward power: control over valued resources
Coercive power: control of punishments
Legitimate power: control based on rank
Referent power: control based on attraction
Expert power: control based on knowledge

14. Power: beyond influence and persuasion
Sources of individual power: Independent or linked?
Reward and coercive power are often linked
Coercive power may reduce referent power
Legitimate power may lead to referent power
Hazards to avoid in your influence attempts
The slime effect (“licking upward, kicking downward”)
Reactance: a boomerang effect of persuasion
Metamorphic effects of power and persuasion

15. Tacky power Ostentatious offices
Special perks such as special dining rooms, bathrooms, and exercise facilities
Layers of office staff and “cronies”
Formal titles
Specialized vocabulary

16. Organizational politics
Who you know, who is your ally, who owes you
A middle- and upper-management game (not blue collar)
High role ambiguity, unclear performance evaluation criteria
Tactics of influence
Cultivate the right allies
Count on reciprocity
Project competence and confidence
Remember the value of being liked
Be persuasive
Make a good first impression
Avoid “dirty tricks” (false rumors, information control, hidden agendas)