Chapter 10The Persuasive Interview: The

Persuader

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Chapter Summary

The Ethics of Persuasion Preparing for the Interview Analyzing the Situation Researching the Issue Planning the Interview Conducting the Interview Summary

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The Ethics of Persuasion

Psychological Strategies When do we cross ethical boundaries? Is the effort to influence the lives of others

inherently unethical?

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The Ethics of Persuasion

Fundamental Ethical Guidelines Who Are You? Who is Your Interviewee? How Adequate is Your Content? How Open Will You Be? Are You Innocent of Ethical Violations?

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Five Interrelated Conditions for Persuasion

1. Your proposal must create or address an urgent need or one or more desires or motives.

2. Your proposal and you as persuader must be consistent with the interviewee’s beliefs, attitudes, and values.

3. Your proposal must be feasible, workable, practical, or affordable.

4. Your proposal’s benefits must outweigh objections.

5. No better course of action is available.

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Preparing for the Interview

Seven Concerns Sources Analyzing the Other Party Physical & Mental Characteristics Socioeconomic Background Culture Values/Beliefs/Attitudes Emotion

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Analyzing the Situation

Atmosphere Timing Physical Setting Outside Forces

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Researching the Issue

Be the best informed, most authoritative person in each interview

Investigate all aspects of the topic, including events that may contribute to the problem

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Researching the Issue

Sources You must have the facts and know how to use them

Types of Evidence Collect examples, both factual and hypothetical that

illustrate your points Gather statistics on relevant areas Collect statements from acknowledged authorities, as well

as testimonials Look for comparisons and contrasts between situations

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Planning the Interview

Determining your purpose Be realistic but not defeatist

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Planning the Interview

Selecting Strategies The five strategies (theories) for planning your

interview are:1. Identification Theory

2. Balance or Consistency Theory

3. Inoculation Theory

4. Induced Compliance Theory

5. Psychological Reactance Theory

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Conducting the Interview

Selecting and Developing Main Points Do not rely on a single reason or point Too many points may overload the interviewee

with information and cause him/her to become confused or bored

Stating your strongest points first or last have the same effect

Know the strength of each point and introduce it strategically

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Conducting the Interview

Opening the interview Design your opening to gain attention, establish

rapport, and motivate the interviewee Adapt the opening to each interviewee and setting Don’t rush or prolong the opening Involve the interviewee from the start so as to

foster an active role throughout the interaction

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Conducting the Interview

Creating a Need or Desire Develop one point at a time Encourage interaction and interviewee

involvement

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Conducting the Interview

• Establishing Criteria Establish a set of criteria with the interviewee for

evaluating all possible solutions to the need that you have established

The situation can influence criteria Agreed-upon criteria enable you to build on a

foundation of agreements, provide an effective means of comparing solutions, and deal with objections

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Conducting the Interview

• Presenting the Solution Details and Evaluation

If there are more than one solution, deal with them one at a time

Approach the solution in a positive, constructive, and enthusiastic manner

Help interviewees make decisions that are best for them at this time

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Conducting the Interview

Closing the Interview Trial Close Contract or Agreement Leave-taking

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Conducting the Interview

Adapting the Interview The possible types of interviewees:

1. Indecisive, Uninterested Interviewees

2. Hostile IntervieweesYes-but approach

Implicate approach

3. Closed-Minded and Authoritarian Interviewees

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Conducting the Interview

Skeptical Interviewees Shopping-Around Interviewees Intelligent, Educated Interviewees

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Conducting the Interview

Using Questions Information-Gathering Questions Verification Questions Encouraging Interaction Questions Attention and Interest Questions Agreement Questions Objection Questions

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Conducting the Interview

Handling Objections Do not assume there are no objections just

because the interviewee does not raise questions

Some common objections to persuasive interviews are:

1. Procrastination2. Money3. Tradition4. Uncertain future5. Need

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Conducting the Interview

Minimize the Objection Minimize the objection by restating it to seem less

important or by comparing it to other weightier maters.

Provide evidence to lessen impact of objection.

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Conducting the Interview

Capitalize on the Objection Use the objection to clarify your own points:

review the proposal’s advantages, offer more evidence, and isolate the motive behind the objection

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Conducting the Interview

Deny an Objection Directly or indirectly deny an objection by offering

new or more accurate information

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Conducting the Interview

Confirm an Objection Confirm an objection by agreeing with the

interviewee

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Summary

Good persuasive interviews are ones in which both parties are actively involved.

Good persuasive interviews are honest pursuits conducted according to fundamental ethical guidelines

Good persuasive interviews are carefully researched, planned and structured, yet remain flexible enough to meet unforeseen reactions, objections, and arguments