1. 1 Interpersonal Influence 11: Inter-Act, 13 th Edition 11: Inter-Act, 13 th Edition

2. 2

3. 3 Interpersonal Influence The act of changing the attitudes or behaviors of others

4. 4 Interpersonal Power Coercive –Coercive – perception that a person can harm us physically or psychologically Reward –Reward – perception that a person can provide monetary, physical, or psychological benefits Legitimate –Legitimate – power derived from being elected, selected, or holding a position of influence Expert –Expert – power derived from having knowledge that partner does not Referent –Referent – power derived from the respect and admiration of others

5. Expert Power 5

6. Referent Power 6

7. Principles of Power Power is a perception, not a fact. Power exists within a relationship. Power is not inherently good nor bad. The person with more power can make and break the rules for the relationship. 7

8. 8 Persuasion Using verbal messages designed to influence the attitudes and behaviors of others

9. 9 Reasons – Reasons – Statements that provide the basis or cause for some belief or action Claims – Claims – Simple statements of belief or opinion

10. 10 Good Reasons Are relevant to the claim Are well supported Are meaningful to the person you are trying to persuade

11. Persuasive Appeal 11

12. 12 Personal Credibility The extent to which the target believes the speaker’s:  Expertise (Competence)  Trustworthiness  Likeability

13. 13 Competence Perception that the speaker is well qualified to provide accurate and reliable information

14. 14 Trustworthiness The impression made by people who seem to be:  Dependable  Honest  Keeping promises  Acting for the good of others more than for self

15. 15 Likeability  Congeniality  Attractiveness  Warmth  Friendliness The combination of:

16. 16 Appeals to Emotions Emotions are often the driving force behind actions. Messages motivate others to act. Effectiveness depends on mood/attitude of partner and word choice.

17. Political Ads Appeal to Emotions 17

18. 18 Behaviors Essential to Ethical Persuasion Tell the truth. Resist personal attacks against those who oppose your ideas. Show that you care about the effects on others. Disclose the complete picture.

19. 19 PassivePassive AggressiveAggressive Passive-aggressivePassive-aggressive AssertiveAssertive Asserting Rights and Expectations

20. Assertive/Aggressive/Passive 20

21. 21 Passive –Passive – reluctant to state opinions, share feelings Aggressive –Aggressive – lash out with little regard for the situation or for the feelings, needs, or rights of others Passive-aggressive –Passive-aggressive – exhibiting aggressive behavior by being unresponsive or stubborn or refusing to help Assertive –Assertive – truthfully expressing rights and needs while respecting others Asserting Rights and Expectations

22. Passive Approach Concealing feelings rather than voicing rights and expectations Usually ineffective Causes –We may not believe we have rights –Fear that complaining will damage relationship –Lack self-esteem –Lack social skills to stand up for ourselves 22

23. Aggressive Approach Name-calling, threatening, judging, faultfinding Passive-aggressive behavior: messages indirectly express hostility (stubbornness, unresponsiveness, etc.) Different from argumentativeness: defending our own ideas or attacking the reasoning of others while giving them respect 23

24. Social Media Flaming Flaming: sending an aggressive message using social media 24 Microsoft Office

25. Making a Complaint Begin by doing facework. Assume the violation was unintentional. Describe how your rights/expectations were violated. Describe how you feel about what has happened. Invite the person to comment on or paraphrase what you said. 25

26. Making a Complaint 26

27. Making a Request Assume that your partner is willing to change behavior if he or she understands the problem. Politely but directly describe what you want the other person to do. Do facework. Describe how the behavior violates your rights/expectations. Offer an alternative to your partner’s unacceptable behavior. Assume compliance and thank him or her. 27

28. Refusing a Request Directly own that you are not willing to agree to the request. State a generalized reason for your refusal, but don’t feel obligated to disclose private thoughts. When possible, offer an alternative. 28

29. 29 Cultural Variations  Asian cultures are less likely to engage in assertiveness in an effort to maintain harmony.  In Latin and Hispanic societies the concept of “machismo” often guides male behavior that goes beyond assertiveness.  Assertive behavior is practiced primarily in Western cultures.