Post on 28-Jul-2020
Institute for Management Studies • 201 W Liberty St • Ste 100 • Reno NV 89501 • (775) 322-8222 • www.ims-online.com
The Institute for Management Studies 37 Years of Executive Education Excellence
Presents
Championing Your Ideas at Work:
Becoming Your Own Best Advocate
Dr. John Daly
Liddell Professor of Communication TCB Professor of Management University of Texas at Austin
(512) 471-1948 daly@mail.utexas.edu
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Building Advocacy Skills
John A. DalyUniversity of Texas
(512) 471-1948daly@mail.utexas.edu
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SUCCESS!WastedInvestment
WastedOpportunity
LuckyBreak
Idea Quality
Poor Good
Low
High
AdvocacySkill
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Tim Berners-Lee David Warren
Ken Kutaragi
Pitched the idea of the WWW
Successfully advocated the
Sony PlayStation
Convinced the aviation industry
to use “black boxes”
Carli FiorinaDespite
opposition, sold the idea of
merging HP and Compaq
Father of the European
Community
Jean Monnet
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William Campbell & Mohammed Aziz
Art Fry
Joan Ganz Cooney
Claire PattersonConvinced Merck to
manufacture and donate Mectizan
Subversively sold Post-It Notes to 3M
Successively convinced that
world that leaded gasoline was
dangerous
“Sold” the idea of Sesame Street
Edith GreenSuccessfully
pitched Title IXRobin Warren& Barry Marshall
Spent 20 years convincing the world that
bacteria caused ulcers
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Components of Advocacy
Build Credibility & Affinity
InfluenceOthers
Communicate Clearly
CreatePartnerships
Pre-SellYour Idea
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Building Advocacy Skills
Communicate Clearly
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A. Know your goal and purposeB. Drop what is unimportantC. Chunk what remainsD. Structure your information for memorability
- Primacy/recency- When each works
Enhancing the Clarity of Your Messages
Organize Your Message for Impact
PrimacyEffect
RecencyEffect
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A. Defining redundancy- repetition is not redundancy
C. Redundancy makes you more interestingB. Redundancy improves memorability
- always offer two examples of a concept
- beware of seductive details- offer visual and concrete concepts- follow the tell-show-do-respond method
Be Redundant
Enhancing the Clarity of Your Messages
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A schema is a category system people have for organizing information
Focus on Your Listener’s Schema
Enhancing the Clarity of Your Messages
Schemas help people remember information
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The Elevator Problem
The manager of a large office building has been receiving an increasing num
ber of com
plaints about the building’s elevator service, particularly during rush hours. Several of the long term
tenants in the building have threatened to moveout unless the service is
improved. In response, the m
anager recently inquired into the possibility of adding one or two elevators to the building. Although it would be feasible, the only elevator com
pany in the area has a six m
onth backlog of orders. As an assistant to the manager, you were
asked to come up with a plan to get two new elevators installed within three m
onths. You m
ust present the plan at the next staff meeting.
Please circle one problem statem
ent
1. To get two elevators within three months
5. To keep upset tenants from m
oving 2. To im
prove elevator service in the building6. To keep the offices fully rented
3. To get more people out of the building faster
7. To keep the manager happy with m
e4. To keep the tenants in the building happy
8. To keep my job
List several possible solutions for the problem statem
ent you’ve chosen1._______________________________________________________________________________________________________________________________________________________2.______________________________________________________________________________________________________________________________________________________this exercise was devised by CRA
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Schemas aid people in understanding
Enhancing the Clarity of Your Messages
- The problem statement you choose shapes the solutions you generate
- always make sure there is agreement about what the problem is- when no solution seems to work, change the statement of the problem
fight to define the problem--whoever wins the problem, determines the solutions
Create decisionagendas
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Schemas can explain why people often misunderstand what we are saying
Enhancing the Clarity of Your Messages
- Listeners assume you are talking about one “category”and you are talking about another
- Listeners “fill in the blanks”—they assume everything goes into a category even if you didn’t mention
_________ __________
_________ __________
_________ __________
_________ __________
_________ __________
_________ __________
. . .
. . .
. . .
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1. You can adapt your message to your listener’s schema
2. You can create a new schema for your listener
Enhancing the Clarity of Your Messages
Use schemas to enhance your effectiveness
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Create Demand
You always have a choice: push vs. pull
push: you convince them they need itpull: they believe they need it so they seek it out
What do the booksellers of the 1920s, the grocery business of the 1930’s, Arm & Hammer baking soda,
and Nokia have in common?
Enhancing the Clarity of Your Messages
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Building Credibility and
Affinity
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Understanding Your “Brand” Name
What are some famousbrands in the world?
Why do firms worry so much about their brands?
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Understanding Your “Brand” Name
You are a “brand” in your organization
A major task of leaders is to build and protect
the brand name of their organization.
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Understanding Your “Brand” NameWhat is a brand?
- familiar: we immediately recognize the brand- attention: we pay more attention to the brand- preferable: given a choice we select the brand- cachet: they give us status- quality: we perceive the brand to be high quality- dependable: we trust products using the brand- valued: we willingly pay more for the brand- extendable: we accept and buy new products us
that fit the brand name
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Rejection
Non-Recognition
Association/Recognition
Preference
Insistence
Levels of BrandFamiliarity
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Technical TasksLeadership,People,Advocacy Tasks
Preference
Insistence
Beware Of Insistence When It Comes To Technical Tasks
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What’s My Brand?
Quiz Trusted Colleagues
360 Degree Feedback
Ask Your Loved Ones
See WhatYou’re
Chosen For
Volunteer for Roles and Seethe Reaction
Are You Part of a Valued
Unit?
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Bolstering Your Brand Name
Leave the Firm
Move Within the Firm
Hope for an “Outside” Boss
Reinvent Your Brand Name
Basic Principle: You Won’tGet Discovered! You
Need to MakeYourself Discoverable
Keep Different Company
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Enhancing Your “Brand” Name
Principle of Resources: The individual who has more resources has greater impact.
What resources do you offer your firm?
___________________________________________________
___________________________________________________
___________________________________________________
___________________________________________________
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The only resources that “matter” are those that are valued within your firm.
Principle of Scarcity: Resources that are particularly scarce are very valued
Bottom Line: Develop resources that are both valued and scarce within your firm. What might these be?________________________________________________________________________________________________________________________________________________________________________________________________________________
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Your competitiveadvantage
Value
low
high
Scarcity (uniqueness)not at all very
Move to your Competitive Advantage
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Faith(Good will)
Honesty(keep promises)
Reliability(consistency)
Trust
Creating and Maintaining Trust
Competency(Knows)
Vulnerability(Open)
Engaging in behaviors desired by other but not by self; no misplaced
benevolence; trusting others
Consistency in messages & standards
No Lies or false feedback
Consistent business performance; Dealing effectively with problems
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Building Competency Perceptions
Appear knowledgeable; be prepared more than others; details matterEven turkeys fly in hurricanes…how do you perform in the tough time; Never waste a crisesBe know for multiple competenciesBig picture thinkingWork from your strengths….but…what is your greater strength is often also your greatest weakness (Fast runners fall harder) Effortful-effortless principle
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Stay Attentive and Responsive
A. Act Attentive
B. Show Responsivenesswe prefer understanding to agreements
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Developing Perspective Taking Skills
Seek out “interests” that underlie “positions”
Position Possible Interests“I want a raise”
“You are absolutely wrong”
“Why don’t you listen to me?”
What? Why?
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Master Spontaneous Rewards
Notice small things about people that matter to themMake yourself important to the people most important to themRecognize people in unexpected places“Thank you”—publicly and frequentlyThank people you don’t even knowRecognize their attempts to pleaseShow up for things that matter to them Remember people’s namesMake people feel important
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Building Advocacy Skills
Create Partnerships"The quality of the people is less important than the quality of
the connections between them."
Reuben McDaniel
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Networking Skills
1. You have a bigger network than you think2. Never underestimate the value of “connecting”
Metcalfe’s Law: the value of a network grows asthe square of the number of its users
3. Don’t burn bridges--you may need them later4. Keep in touch—regularly5. Proximity matters
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6. Do favors that cost you a little and gain you a lot; be proactive--offer favors before they are asked. Remember the “Platinum Rule”: Do unto others as they would have done unto themselves
7. Keep records--stay personal- note individuating characteristics—whatmakes them unique
8. Exercise your network--a network that you don’t use, goes away
9. Network others—become the parent of relationships10. Stay memorable (e.g., business cards)
Name:____________________
Address:__________________
_________________________
Numbers:_________________
_________________________
E-mail:___________________
Individuating Characteristics:
_________________________
_________________________
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- weak links matter (acquaintances count even more than friends because they have different sorts of links)
11. Differentiate between power and position---never assume that position implies power-- look for the informal influencers12. Befriend those without friends13. Seek out opportunities to expand your network
Weak Links
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Building Close Relationships Through Stories
- Our lives revolve around stories- We think narratively- We learn many of our values via stories- We create and share bonds through stories
- Stories are an especially effective way of communicating your ideas- People often “get it” through stories
Building Advocacy Skills
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Successful Narrative
SettingMain Characters
Characters’ Goals
Obstacles Encountered
Resolution
The grammar of a story
interesting and fun; what do they look like, what do they sound like
Event-Action-Suspense-Resolution
Lesson
Learned
Lesson that matches values
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Keys for effective narrative:Has a point; What do you want your listener to feel, believe, and remember from your story?
Told quickly
People need to sense you care about it
Inclusive—others need to grasp idea and feelings
Vivid details matter
Validate basic values
Is personal
If you can’t tell stories, use interesting factoids
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Building Advocacy Skills
Pre-Selling Your Ideas
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Understand your idea and what matters to you about it
Must Issues
Should Issues
Nice Issues
• Have contingency plans ready--alternatives are important
• Give on what is not important—love the outcome, not the product
• Frequency matters more than size
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Strengths: What are our strengths that make it possible to pitch this idea? What makes this idea especially good? Weaknesses: What weaknesses exist in our environment that mandate this idea? Opportunities: What opportunities exist, right now, that make this the right time to pitch this idea?Threats: What is wrong with the status quo? What external threats mandate we adopt this idea? What are our vulnerabilities? Why now?
SWOT
Strengths
Threats(vulnerability)
Weaknesses(constraints)
Opportunitiesmatch
convertconvert
Minimize/avoid Minimize/avoid
Internal External
What are the advantages of the idea? What does
this idea do well?
What are the positive changes facing us? What are the favorable trends?
What could be improved? What is done
poorly?
What factors are threatening us? What
could “kill” us?
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Create A Need
Have A Plan
Show Benefits
What HappensIf We Don’t Adopt
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Economics Creates Opportunities
Flush times are better, in most cases; argue for making moneyIn tough times, saving money seems keyIn good times, no radical risksRadical risks in tough economic timesCommit to the long termUnderstand the budget cycleGrasp where you are in the business cycle (e.g., announcing new product leaves customers unwilling to buy old product—inventory of old builds)
Timing Matters
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Establish the Urgency (Why Now?)
Crises encourage innovation (resolve a problem)•Competitors•Regulators•Major Failures•Time pressure (first mover)•Media
Market demand
Interdependencies (without X we cannot do Y)
Time pressure
Powerful people
Consequences of not acting
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Timing MattersFeasibility---can the idea be implemented?
Graft to current ideas or existing strategies
Demonstrate doability
Reassure that talent and technology is available
The “almost done”strategy
Changes create opportunities
New strategy (our idea fits our new strategy)
Leadership changes
New internal issues the firm is facing
New external issues the firm is facing
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Feelings About Idea
Knowledge & Understanding About Idea
Negative
Positive
Low High
Cheerleaders
AdversariesCynics
Naïve Followers
Abandon; Use Power
Bolster; Inoculate
Inform; Involve; Grounded Commitment
Inform; Persuade
SkepticsAnswer Questions; Inform; Persuade
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Organizations Differ in How Quickly They Adopt New IdeasProspectors
Seek out new opportunities; Value being first in the marketplace; broad scanning for opportunities
Analyzers
Fast followers; Bring a cost-efficient model to market; Great imitators; multiple markets; steady growth
Defenders
Find a secure niche --protect it; focus on market penetration; solve engineering problems; single core technology
Reactors
Respond only when forced to by the market; no clear business model; incoherent internally
Miles & Snow, 1978; Griffin & Page, 1996
-% profit from new products-% sales from new products-Products lead to new opportunities-Wide product mix-Multiple technologies-Marketing/R&D lead-Decentralized control-Task forces/project teams-Acquisition common
-Development program ROI-Matrix structure-New product fit with business strategy- Stable product mix-Success/failure rate-% profit from new products-Low cost- Complex planning-Marketing/Applied research lead
-Focused/narrow market; limited product range-New product fit business strategy-Emphasize efficiency & cost control-Invest in process improvement, not new products-Centralized control-Acctg/production lead-Measure against self
-Development program ROI-New product fit with business strategy-Success/failure rate-Overall program success-Short-term orientation-Problem specific reactions-Limited viability
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Building Advocacy SkillsEffective Advocates Seek a Competitive Advantage
Person “What’s in it for them?”
Know the answer to WIIFT
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Match Your Proposal to Decision-Makers’ Needs and Wants
Organizational ReputationFinancialEfficiencyIndividual StatusRelationship EnhancementProductivitySafety/SecurityAppearing Effective or CreativePleasing Customers
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Preparing to PersuadeWhat Are The Likely Objections?
Objection Response Objection Response“We lack the resources”“I have a better idea”“It will be too hard to do”“I don’t like you”
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Preparing to Persuade
Handling Objections & Questions
Over-prepareBe the master of the follow-up responseListen carefully (are you listening or just waiting to talk?)Use every concern as an opportunity to further your caseTurn negatives into positiveTreat each as a valid concernClarify rather than argue
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- Labels become the shorthand for your idea- Get people to use your label- Understand what you label brings to mind- Use labels to quash ideas
Building Advocacy Skills
Labeling is a key skill
Effective Advocates Seek a Competitive Advantage
NAVSEA – INDIAN HEAD Naval Surface Warfare Center The National Center for Energetics
Get a label branded in decision-makers’ minds
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Because of _______ you can _________ which means ________(feature) (function) (benefit)
Features are different from benefits
Feature Function Benefit
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Building Advocacy Skills
The anchoring bias- People reference anchors they have for information
Effective Advocates Understand Biases
The availability heuristic
- People emphasize vivid, most available information
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“Harris Interactive recently polled 23,000 U.S. residents employed full-time within key industries and in key functional areas. Consider a few of their most stunning findings:
• Only 37% said they have a clear understanding of what their organization is trying to achieve and why• Only one in five was enthusiastic about their team’s and organization’s goals• Only one in five said they have a clear “line of sight” between their tasks and their team’s and organization’s goals.• Only 15% felt that their organization fully enables them to execute key goals• Only 20% fully trusted the organization they worked for.
If, say, a soccer team had these same scores, only four of the 11 players on the field would know which goal is theirs. Only two of the 11 would care. Only two of the 11 would know what position they play and know exactly what they are suppose to do. And all but two players would, in some way, be competing against their own team members rather than the opponent.”
Stephen Covey, The 8th Habit
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Escalation & Entrapment- People can get trapped into positions they don’t want
to take
Building Advocacy SkillsEffective Advocates Understand Biases
The norming bias- People don’t want to appear deviant, especially in uncertain situations
The likelihood that teenagers will become addicted to cigarettes increases with every smoking scene they see in movies
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Building Advocacy Skills
Influence Others
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Balance Theory
Building Advocacy SkillsEffective Advocates Influence Opinions
- People prefer consistency among their beliefs- When people believe there are inconsistencies among
their beliefs they will try to restore consistency by making a change
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Building Advocacy SkillsEffective Advocates Influence Opinions
“Lite” Beer
Famous AthletesJohn
+
+
?
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Building Advocacy SkillsEffective Advocates Influence Opinions
“God” Term
Your IdeaYour Listener
++
?
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Perceived Confidence
Perceived Competence
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Language intensity: The degree to which yourlanguage choices vary from neutrality.
Perceptions of confidence are associated with greater language intensity.
My idea is: Okay Good Great
The new project has__________ potential
His skills are _______
Lots of
Adequate
Issue Low Moderate High
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Too much
Confidence
Judgment
Where most of us
are
Range of opportunity
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Strong qualifiers: Qualifiers can weaken or strengthenyour statements
A marker of confidence is the use of strong qualifiers
“I think this idea might be one we maybe should consider.”
The new plan is one I think we might explore. It has somefeatures that could possibly make it somewhat successful.Apparently, there are a few features that could, undersome circumstances, be helpful. But, it will depend upon how much it costs. It isn’t really that expensive so we should probably adopt it.
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Lexical diversity: The amount of variation in your wordchoice
Perceptions of confidence are associated with greaterlexical diversity
Firm -- Organization -- Company -- BusinessPlan -- Proposal -- Idea -- Concept
Problem
Talkative
Clear
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Vivid details: How vividly and detailed your statements arewhen describing an event, idea, person, or product
Confidence is associated with more vivid detailsThe car drove past the stop sign.The red car drove past the stop sign.The red sports car drove past the stop sign.
The car drove past the stop sign.The red sports car sped past the
stop sign.
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Estim
ated
Spe
ed
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smashed collided bumped hit contacted
Loftus & Palmer, 1974
Vivid Language Affects People’s Judgments
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Make Declarations: The degree to which your languageIs direct, clear, unam
biguous; no jargon
Martin Luther King: “I have a dream”vs. “I have a strategic plan that will enhance our com
petitive opportunities”Thomas Jefferson wrote the “Declaration of Independence”not a Colonial “white paper”
“We need to m
odify our logistical supply chain to bolsterthe velocity of our delivery system
s to our markets”
____________________________________________________________________________________________________________________“His perform
ance on the team project far exceeded the param
eters of expected quality”____________________________________________________________________________________________________________________
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Use powerful metaphors, analogies: People often
“get it”with a strong metaphor or analogy
-"We have gone from
boom to bust faster than anytim
e since the oil shock," said S
tephen S. R
oach, the chief economist of M
organ Stanley, a
New
York investm
ent bank. "When you screech to a halt like that,it feels
like getting thrown through the w
indshield.“
-The experience of going through an in-depth audit by the IRS
is “an autopsy w
ithout the benefit of death.”
We’re spending too m
uch money
________________________________________________There is a great deal of dem
and for our product ________________________________________________
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Sound organized: When you sound organized, people
believe you are more confident and com
petent
-use orienting and summarizing statements-naming points (but beware of announcing the count ahead of time)-highlight organization on visuals
We need to talk about the shift changes, the recent hires, the
benefits plan, and the consultant’s report.__________________________________________________________________________________________________________
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Prime people unconsciously: When you use words that imply what you are seeking people will be more open to the influence
- is kind agree she very- dinner Jack ate comply his- drove oblige home he fast- off television turn the conform- watched movie he the is- to Michelle bed influenced went- the off computer convinced was- she car accept cleaned the- Marcus sick very was red- plane the off took concurred- persuaded Jeff yesterday Paula red- she tired was brought very
Source: Epley & Gilovich, JESP, 1999
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Polite Neutral Rude
Priming Matters
Percentage of people who interrupted after being primed to be polite or rude
Source: Bargh, JPSP, 1996, 71, 235
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1. Before the meeting
2. During the meeting
3. After the meeting
Building Advocacy SkillsEffective Advocates Influence Meetings
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Using Evidence as an Influence Tactic
Evidence must be seen as relevanceEvidence needs to be believableNew evidence is the best evidence Evidence should be comprehensibleBest used when:
- you think you may be seen as low credible- you think you may be seen as having vested interests- you use multiple sources - strategically cite sources of evidence
Message Strategies
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