1. Persuasive Presentations MBA Class SHIERI 2003

2. Persuasive Presentation To inform is to increase the number of a person’s options or choices (the more you know, the more choices you have). To persuade is to limit the options that are perceived as acceptable. (Brembeck & Howell, 1975)

3. Persuasion depends on four main factors:  evidence, logic, & reasoning of the message  credibility of the persuader  psychological needs of the listeners  opinions held by key people in the audience

4. Evidence, logic, & reasoning of the message Logical-sounding phrases (such as “therefore,” “as a result,” “it is only logical that,” and “it is possible to conclude”) may cause listeners to judge a presentation as more logical than a presentation without such words. (Bettinghaus & Cody, 1997)

5. Evidence, logic, & reasoning of the message  “Self-reference” speakers are rated higher in trustworthiness & are more persuasive than speakers who refer only to high-prestige sources.  Personal examples and experiences also tend to be more persuasive than statistical or numerical data and to have a longer-lasting persuasive effect.

6. Speaker’s credibility  trustworthiness  competency  dynamism  objectivity  organizational rank

7. Maslow’s hierarchy of needs Self- actualization needs Esteem needs Social needs Safety needs Physiological needs Highest- Level Needs Lowest- Level Needs (most basic or compelling)

8. Task 1  Write your exact purpose as a position statement.  Analyze your expected listeners and their needs.  Determine your initial credibility and plan to increase it if necessary.  Research your topic and determine the best method for presenting evidence to this audience.

9. Task 1  Decide how to organize your presentation for the best effect.  Prepare an outline or storyboards to check verbal and visual supports, introduction, and conclusion.  Review your presentation to ensure it is ethical.  Rehearse your presentation using your visual aids.

10. Purpose statement  What do I want the audience to do as a result of this presentation?  What do I want to accomplish by giving this presentation?  What reaction do I want from my audience?

11. Purpose statement A presenter may wish to:  set the stage for further action  inform  gather ideas and explore them  arouse interest  make recommendations  instruct  evaluate, interpret or clarify  sell

12. Purpose statement - examples  After hearing my presentation, the audience will _________________.  By the conclusion of this presentation, people will ____________.  My objective/purpose is to ________________.  I want to talk about _______________ so that _______________ will take place.

13. Know your audience  The more you know about your audience, the more likely you will succeed with your ideas and the way you present them.

14. Know your audience Gather information by:  requesting a list of attendees and their titles  studying background information on the organization (annual report, publicity material, organizational chart, position descriptions)  talking with some attendees in advance of your presentation.  interviewing others who have spoken to the audience

15. Structuring the presentation  Introduction introduce yourself, outline the structure of the presentation, and tell the audience your objectives.  Body where you make a logical case to support your objectives  Conclusion summarise the main points and remind your audience about your objectives

16. Strong Openers The purpose of an opener or introduction is to capture your audience’s attention – and keep it. You have three objectives to accomplish:  Sell your audience on listening to your presentation  Introduce the subject of your presentation  Establish your credibility with the audience

17. Strong Openers The five deadly sins of openers:  Apologies  Long or slow-moving statements  Obvious observations  Unoriginal questions  Stories not related to your topic

18. Task 4  Question C. Are you going to have enough money to do the things you want to when you retire?  Quotation D. According to Tower Perrin, the profits of Fortune 100 companies would be 25% lower if their earning statements listed the future costs that companies are obligated to pay for retirees’ health care.

19. Task 4  Startling statement A. Twelve of our customers have cancelled orders in the last 12 months.  Narration or anecdote B. A mother was having difficult getting her son up for school. He pulled the covers over his head.

20. Basic structures for organizing the body  Comparison/ Contrast present the alternative solution to a problem and compare and contrast them.  Problem / Solution identify the problem and explain its background, causes, seriousness. Discuss the factors that affect the decision. Analyse the possible solutions. (The comparison/ contrast pattern can be used within this structure).

21. Basic structures for organizing the body  Elimination Of Alternatives After discussing the problem and its causes, discuss the impractical solutions first, showing why they will not work. End with the most practical solution.  General To Particular / Particular To General General to particular starts with the problem itself and then moves to the parts of the problem and the solution to each of these parts. Particular to general starts with the problem as the reader defines it and moves to the larger issues of which the problem is a part.

22. Basic structures for organizing the body  Geographical / Spatial discuss the problems and solutions of different units according to their physical arrangement for example move from office to office, building to building or region to region.  Chronological record events in the order in which they happened or are planned to happen. Many progress reports are organized chronologically.

23. Strong Closers The conclusion is the strongest part of your presentation and should  provide a summary of main ideas and objectives  review the purpose of the entire presentation  appeal directly for audience action

24. Strong closers - Types  Restate your main point  Refer to the opener to create a frame for your presentation  End with a positive and vivid picture  Tell the audience exactly what you want them to do

25. Strong closers - Example We need money to run the foundation, just like you need money to develop new products. We need money to make this work. We need money from you. Pick up the pledge card. Fill it out. Hand it in at the door as you leave. Make it a statement about your commitment … make it a big statement.

26. Three-step method  Tell them what you’re going to do.  Do It.  Then tell them what you've done!

27. Delivery Methods  Speaking from Memory  Speaking from Outlined Note  Speaking from a Manuscript  Impromptu Speaking

28. Speaking from Memory Not popular with business and professional speakers  Time-consuming to prepare  Not conducive to reacting to listener feedback  Easy to lose concentration  Easy to forget memorized material

29. Speaking from Outlined Notes Preferred method for most business speakers  More organized – outlined points on note cards  Sound conversational  Able to maintain eye contact  Able to improvise if feedback indicates confusion

30. Speaking from a Manuscript Most challenging to do it well!  Reading ‘a script’, but sound conversational, use good vocal variety, and maintain fairly direct eye contact  Useful for cases with time constraint  Allow protection to speakers

31. Impromptu Speaking Living dangerously!  But you do it all the time!  Need to project intelligence, authority and confidence instantaneously.

32. Pronunciation Practice  http://lc.ust.hk/~learn/plhttp://lc.ust.hk/~learn/pl