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Persuasion and Influence

Q: There are two routes of persuasion, give the two routes

persuasion -> audience factor (high-, vs low-motivation) -> Processing approach (deep processing vs. superficial processing) -> persuasion outcomes (lasting change vs. temporary change)

Q: Name the consequences of different thinking in persuasion. High-thoughts attitudes show....

Greater temporal stability: Once formed or newly changed, attitudes tend to persist longer over time when changed under high (than low) thinking conditions. Greater attitude-behavior consistency : Attitudes predict behavior better when changed under high (than low) thinking conditions.

36 important questions on Persuasion and Influence

What is the UNOS point system

United network for organ sharing, is a point system with the following topics: Efficacy (likelihood a transplant will be success), Need (Lack of alternative dialysis), Disadvantage (adjustment point for people who are in disadvantage)

What is the Heider's balance theory

people are “uncomfortable” with inconsistent belief systems and inconsistent systems of social relationships. And confortable with consistent beliefs an d social relationships.

imbalanced and balanced models

There are two routes of persuasion, explain the impact of the personal relevance

High personal relevance leads to evaluation of the merits
Low personal relevance leads to counting the number of arguments

There are two routes of persuasion, give the two routes

persuasion -> audience factor (high-, vs low-motivation) -> Processing approach (deep processing vs. superficial processing) -> persuasion outcomes (lasting change vs. temporary change)

Name the consequences of different thinking in persuasion. High-thoughts attitudes show....

Greater temporal stability: Once formed or newly changed, attitudes tend to persist longer over time when changed under high (than low) thinking conditions.
Greater attitude-behavior consistency: Attitudes predict behavior better when changed under high (than low) thinking conditions.

What is the name and the author of the 4.1 article?

4.1 The necessary art of persuasion - Conger

4.1 Persuasion involves 3 broader phases:

Phase of discovery: ?
Phase of preparation: Getting ready takes time and persuaders consider their position from every angle.
Phase of dialogue: Dialogue happens before and during the persuasion process. Before the process begins, effective persuaders use dialogue to learn more about their audience’s opinions, concerns, and perspectives. During the process, dialogue continues to be a form of learning, but it is also the beginning of the negotiation stage.

4.1 Effective persuaders share 2 common traits:

They are open-minded, never dogmatic.

4.1 Four essential steps to persuade:

Establishing credibility
Frame the others' goals in a way that identifies common ground with those you intend to persuade
Reinforcing their position using vivid (=levendig, helder) language and compelling evidence
Connect emotionally with your audience

4.1 What are the 2 sources of credibility?

expertise
relationship (the way you are honest, steady, and reliable to others).

4.1 Explain the 2nd step of persuasion: identify common ground with the one you wish to persuade

Point out their advantages if they go along with your position. (e.g. think of parents that persuade their child to come with them to the groceries shop by saying that there are lollipops by the cash register).

4.1 Explain the 4th step of persuasion: connect emotionally with you audience:

Good persuaders are aware of primacy of emotions and are responsive to them in two important ways.

By showing their own emotional commitment to the position they are advocating. Note, if you act too emotional then people may doubt your clear-headedness.
By effective persuaders have a strong and accurate sense of their audience’s emotional state, and they adjust the tone of their arguments accordingly.

What is the name and author of the 4.2 article?

Harnessing the Science of Persuasion - Cialdini (2001)

4.2 What are Cialdini's 6 principles of persuasion?

Liking - people like those who like them (Uncover real similarities and offer genuine praise)
Reciprocity - people rapt in kind (Give what you want to receive)
Social proof - people follow the lead of similar others (Use peer power whenever it's available)
Consistency - people align with their clear commitments (Make their commitments active, public, and voluntary)
Authority - people defer to experts (Expose your expertise; don't assume it's self-evident)
Scarcity - people want more of what they can have less of (Highlight unique benefits and exclusive information)

4.2 How can you induce reciprocity?

By giving what you wan tot receive. Managers should always model the behaviour they want to see from others.

4.2 How can you install social proof?

Use peer power whenever it's available. Testimonials from satisfied customers work best when the satisfied customer and the prospective customer share similar circumstances.

4.2 How can you induce consistency?

By making people's commitment active, public, and voluntary.
Think of signing something for a charity or by asking the guest of a restaurant if they will give you a call in case they cannot come.

4.2 How can you use the principle of authority?

By exposing your expertise; don't assume it's self-evident.
Think of cigaret commercial with a doctor.

4.2 How can you make use of the principle of scarcity?

Highlight unique benefits and exclusive information.
Items and opportunities are more valuable as they become less available.

What is the name and author of the 4.3 article?

To Signal is Human - Pentland (2010)

4.3 On which 4 components of human signalling does this paper focus?

Mimicry
Activity
Influence
Consistency (or fluidity)

4.3 What is activity in the context of signalling?

Activity indicates interest and excitement, familiar to us from the connection between excitement and activity level in children.

4.3 What is influence in the context of signalling?

Influence of one person over another can be measured by the extent to which one person causes the other person’s pattern of speaking to match theirs.

4.3 What is consistency (or fluidity) in the context of signalling?

Consistency (or fluidity) of speech and movement is perceived by others as a marker of expertise.

4.3 What is the effect of
- a happy, bubbly team member and
- of mimicking?

If one member of the group is happy and bubbly, others will tend to become more positive and excited, an effect known as mood contagion.

Mimicking has an important effect on participants, it increases how much they empathize with and trust each other.

4.3 What is somebody's "kith"?

Your kith is the circle of peers (not just friends) from whom you learn sophisticated habits of action.

Our ancient reflexes for unconscious social coordination fuse us together into problem oriented peer groups – our kith. And those groups strongly influence our actions every day.

4.3 Which communication pattern is associated with discovery?

The centralised one: a team places itself in the middle of multiple streams of communication.

4.3 Teams charged with creating new marketing campaigns oscillated between two communication patterns:

centralized communication pattern (discovery)
densely interconnected communication pattern where most conversations were with other team members.

4.3. What can you say about creative teams and their social communication networks and the their network shapes?

Creative teams not only had more variation in the shape of their social communication networks, but also that the range of variation in network shape correlated with how creatively productive the groups judged themselves to be. Oscillation (zwaaijing, slinging) is the shape of these networks, in other words, can predict creative productivity, at least as defined by the people in the networks.

4.3 Is conscious or unconscious cognition more effective for complex problem solving?

There is considerable literature showing that unconscious cognition is more effective than conscious cognition for complex problem solving. The habitual mind seems to work best when the more logical attentive mind isn’t interfering.

4.3 What is the most successful style of interaction in order to convince others t try out new behaviour?

"Charismatic connector": These people circulated in the crowd, practiced intense listening, had fluid speaking styles and tended to drive conversations with questions.

4.3 The two characteristics - charism and connector- usually go together. What does that mean?

Pentland found that the people who have the most consistent and influential style of speaking are also the people who are the greatest connectors.

What is the name and the author of the 4.4 article?

4.4 Why Ordinary People Torture Enemy Prisoners - Fiske (2004)

4.4 How could Americans torture Iraqi prisoners?

The situation in Abu Ghraib fit all the social conditions known to cause aggression:

The soldiers were certainly provoked and stressed (at war, in constant danger, taunted and harassed by some of the very citizens they were sent to save, and their comrades were dying daily and unpredictably).
Heat and discomfort were also doubtlessly contributed.
Moreover, the prisoners were also part of a group encountered as enemies.

4.4 How can you improve mutual respect among members from mutual out-groups?

Cooperative contact between mutual out-groups can improve mutual respect and even liking. It would be harder to dehumanize and abuse imprisoned Iraqis if one had friends among ordinary Iraqis.

4.4 The actions of the US soldiers were intended, but how did they probably few their actions themselves?

The actions are always intentional but the perpetrator may not be aware that those actions constitute evil. In fact, perpetrators may see themselves as doing a great service by punishing or eliminating a group that they perceive as deserving ill treatment.

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Leaderschip & organization

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