john daly: adovocacy
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Advocacy
John Daly
University of Texas
(512) 471-1948
daly@mail.utexas.edu
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SUCCESS!
Wasted
Investment
Wasted
Opportunity
Lucky
Break
Idea Quality
Poor Good
Low
High
Advocacy
Skill
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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
Hyman Rickover
Created the
nuclear Navy
against deepoppositionSold the
idea of
Sesame
Street
Joan Ganz Cooney
http://images.google.com/imgres?imgurl=http://www.staugustine.com/images/040505/news02.jpg&imgrefurl=http://www.staugustine.com/stories/040505/tec_2993859.shtml&h=400&w=321&sz=34&tbnid=D5sYLVfqP6IJ:&tbnh=120&tbnw=96&hl=en&start=37&prev=/images?q%3Dken%2Bkutaragi%26start%3D20%26hl%3Den%26lr%3D%26sa%3DNhttp://www.dsto.defence.gov.au/images/media/19827-00.jpg -
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William Campbell
& Mohammed Aziz
Art Fry
Claire Patterson
Convinced Merck to
manufacture and
donate Mectizan
Subversively
sold Post-It
Notes to 3M
Successively
convinced that
world that leadedgasoline was
dangerous
Edith Green &Patsy Mink
Successfully
pitched Title IX
Jim Delligatti
Persuaded
McDonalds
to introduce
the Big Mac
http://en.wikipedia.org/wiki/File:Patsymink.jpghttp://www.msnbc.msn.com/id/20391423/displaymode/1176/rstry/20423294/ -
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Robert Moses
Pushed for many
of New York Citys
parks, bridges,
and highways
Sold Aegis in theU.S. Navy
Wayne Meyer
Bernie Meyerson
Touted silicon
germanium
within IBM
AndJoe Perrone
Felix Hoffman
Despite
resistance,
convinced Bayer
to create aspirin
Billy Mitchell
Advocated airpower
to the military against
immense opposition
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Successfully changed
laws on alcohol anddriving
Candy Lightner
Convinced the
world about theplace of antisepsis
Joseph ListerAdvocated
for reducedpesticides
(DDT)
Rachel Carson
Robin Warren
& Barry Marshall
Spent 20 years
convincing the
world that bacteria
caused ulcers
Jean Monnet
Father of the
European
Community
Judah Folkman
Tumo r growth is
angiogenes is-
dependent
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Creativity x Advocacy x Organization = Impact
0 x 0 x 0 = 0
10 x 0 x 0 = 0
0 x 10 x 0 = 0
0 x 0 x 10 = 0
10 x 1 x 10 = 100
10 X 10 X 10 = 1000
Great
Ideas,
Weak
Advocacy
Great Ideas, Great
Advocacy
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In Your Past What Have You Done to Successfully
Market Ideas?_______________________________________________
_______________________________________________
_______________________________________________
_______________________________________________
_______________________________________________
_______________________________________________
_______________________________________________
______________________________________________________________________________________________
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Components of Advocacy
Build Credibility& Affinity
InfluenceOthers
Communicate
Clearly
CreatePartnerships
Pre-Sell
Your Idea
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Communicate Clearly
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People Quickly Forget Information They Are
Exposed To
Spitzer, 1939
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A. Know your goal and purpose
B. Drop what is unimportantC. Chunk what remains
D. Structure your information for memorability
- Primacy/recency
- When each works
Enhancingthe Clarity of Your Messages
Organize Your Message for Impact
Primacy
Effect
Recency
Effect
Sign ethicsstatements
at start
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A. Defining redundancy- repetition is not redundancy
B. Repetition can be helpful- enhances memorability
- illusion of truth (hear something often and it becomes true)
- 3 to 5 times for maximal effectiveness (advertising a bit more)
Be Redundant
Enhancing the Clarity of Your Messages
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1 3 5
Strong
Arguments
Weak
Arguments
Attitude
Repetitions(Cacioppi & Petty, 1980)
Repetition is Only Helpful with Strong Arguments
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Images make things truthier;use graphs & images with
uninvolved and people low in
numbers skills, statistics withinvolved
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A. Redundancy makes you more interesting
B. 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
KickStarterprojects with
videossucceed farmore than
those without
videos 50%vs. 30%
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21% of managers without formal power send redundant
messages for example, an email message after a face-to-
face meeting compared with just 12% of managers who have
formal power. But the powerless managers get tasks donefaster and with fewer hiccups; managers with power appear to
assume that employees will follow their requests.
Source: Tsedal B. Neeley, Paul M. Leonardi, Elizabeth M.
Gerber, Organizational Science 2011.
Dont Assume that Being Powerful Doesnt
Mean You Shouldnt Be Redundant When
Communicating
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What matters to
employees?
A. Humor
B. Leaders
C. SalaryD. Hours
E. Communication
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Its All in What You Compare Things To
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Its All in What You Compare Things To
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Its All in What You Compare Things To
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Antares is the 15th brightest star in the sky. It is more than 1000 light
years away.
Its All in What You Compare Things To
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NutritionLabelsas TrafficLights
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Elisha Graves Otiscuts the cable todemonstrate hissafety brake
A pole eight feet high was erected. A brass ring almost eightinches in diameter was then attached to this pole. Pilot LesMorris jockeyed his XR-4 around until he placed a long tube at
the front of the helicopter directly through the center of thering. Just as carefully he backed away without disturbing thering. Next a dozen eggs were placed in a net bag andsuspended from the same rod on the nose of the helicopter.Morris then circled the field with his delicate cargo and landedwithout cracking a single egg. And so the circus-like activities
continued throughout the day. The conclusion was reachedwhen the windmill airplane was hovered close to the landingarea with a rope ladder hung over its side. An engineer on theground grasped the ladder and climbed up it into the cockpit ofthe aircraft. At the end of the day there wasn't any question inthe minds of the civilian and military audience that the XR-4
was a perfectly successful and practical helicopter.
Visual Demonstrationsare Convincing
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Prototypes are especially useful in pitching ideas
They are real; they reduce uncertainty
they force creator to ground idea in realitythey can seduce decision-makers
Assess level of expertise
Difficulty of getting
idea adopted
Difficulty of creating
prototype
Build manyalternative
prototypes
One or twobuilt sparsely
but carefully
One prototype
for verificationand evidence
Few or no
comprehensiveprototypes
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Respond
Reinforce/Redirect
DoLeader Applies Concept
TellExplain the Concept
Elevator Speech
ShowDemonstrate
Prototypes
Seek Examples from Decision-makers
Show the Value
The closerthese steps are
to one another,
the better the
learning
Not: T-------------->S---------
----->D--------------->R
But: T---->S---->D---->R;--
-->T---->S---->D---->R
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People Retain More Information When They Are Engaged
10%
20%
90%
75%
50%
30%
Whatwe read
Whatwe hear
Whatwe see
Whatwe see& hear
Whatwe say
What we learnwhen talking
andinteracting
Source: Johnson & Johnson Retention Study cited by Dell Global Training
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Experiential exercises are one way of boosting the effectiveness of strategiccommunications within a top team. A strategist we know at a shoemanufacturer wanted to illustrate the point that many of his companys
products were both unattractive and expensive. He started with a two-by-two
matrix. So far, so predictable. But his matrix was built using masking tape onthe floor of the executive suite, and the shoes were real ones from thecompany and its competitors. His colleagues had to classify the shoes rightthere and thenand he made his point. Similarly, we know another strategistwho spent an afternoon cutting the labels off samples of mens boxer shorts.
She wanted the board members to put them in order of price so they could seehow their perceptions of quality were driven by brands and not manufacturingstandards
Experiential Activities Communicate
Source: M. Birshan and J. Kar , McKinsey Quarterly, July 2012
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A schema is a category system people have fororganizing information
Focus on Your Listeners Schema
Schemas help people rememberinformation
Enhancingthe Clarity of Your Messages
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To describe a "bridge," which is feminine in German andmasculine in Spanish, the German speakers said "beautiful,"
"elegant," "fragile," "peaceful," "pretty," and "slender," andthe Spanish speakers said "big," "dangerous," "long,""strong," "sturdy," and "towering."
Lara Boroditsky, Lauren Schmidt, & Webb Phillips, Sex, Syntax, and Semantics in Language in Mind: Advances in
the study of Language and Thought, ed. Dedre Gentner & Susan Goldin-Meadow (Cambridge: MIT Press,2003), 10
Th El t P bl
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The Elevator Problem
The manager of a large office building has been receiving an increasing number ofcomplaints about the buildings elevator service, particularly during rush hours. Several
of the long term tenants in the building have threatened to move out unless the service isimproved. In response, the manager recently inquired into the possibility of adding one ortwo elevators to the building. Although it would be feasible, the only elevator company inthe area has a six month backlog of orders. As an assistant to the manager, you wereasked to come up with a plan to get two new elevators installed within three months. Youmust present the plan at the next staff meeting.
Please circle one problem statement
1. To get two elevators within three months 5. To keep upset tenants from moving2. To improve elevator service in the building 6. To keep the offices fully rented3. To get more people out of the building faster 7. To keep the manager happy with me
4. To keep the tenants in the building happy 8. To keep my job
List several possible solutions for the problem statement youve chosen1.___________________________________________________________________________
____________________________________________________________________________2.___________________________________________________________________________
___________________________________________________________________________this exercise was devised by CRA
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What causes crime?_________________________________________________________
_________________________________________________________
_________________________________________________________
_________________________________________________________
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Schemas aid people in understanding
Enhancing the Clarity of Your Messages
- The problem statement you chooseshapes the solutions you generate
- always make sure there is agreementabout what the problem is
- when no solution seems to work,change the statement of the problem
fight to define the problem--whoever wins theproblem, determines the solutions
Create decision
agendas
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1. You can adaptyour message to your listeners
schema2. You can createa new schema for your listener
Enhancing the Clarity of Your Messages
Use schemas to enhance your effectiveness
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How Do You Create a New Category?
Capture an Unrecognized Market Need (Starbucks)
Add a New Feature People Never Imagined
Create a New Product Form or Delivery Method (Go-Gurts)
Market a New Use or Application (Bayer 81 mg aspirin for heart)
Transform Components to Systems (Charles Schwab OneSource;Microsoft bundling of software)
Find an Underserved Segment (ClifBar by Luna for women)
Create New Essentials (Apple iPod; GM On-Star, Westins bed and pillow)
http://images.google.com/imgres?imgurl=http://www.victorygm.com/Files/VictoryGM/images/Onstar%20Logo1.jpg&imgrefurl=http://www.victorygm.com/OnStar.aspx?Page%3D5ce64f48-94d8-471d-a5bc-13e09989aad5&h=594&w=593&sz=45&hl=en&start=2&tbnid=gk450-lWhW7WpM:&tbnh=135&tbnw=135&prev=/images?q%3Donstar%26gbv%3D2%26svnum%3D100%26hl%3Denhttp://images.google.com/imgres?imgurl=http://www.krunker.com/wp-content/uploads/2006/09/WindowsLiveWriter/DownloadtheMicrosoftOffice2007Beta2Techn_386/microsoft%20office%202007%20tech%20refresh[4].gif&imgrefurl=http://www.krunker.com/index.php?cat%3D104&h=369&w=640&sz=28&hl=en&start=2&tbnid=P-g8uiCsm8m5NM:&tbnh=79&tbnw=137&prev=/images?q%3Dmicrosoft%2Boffice%26gbv%3D2%26svnum%3D100%26hl%3Denhttp://www.rocklandfunds.com/images/charlesschwab_logo.gifhttp://i.pricerunner.com/prod/17_6_11_8_733680s/Apple_iPod_Video_80GB_Black.jpeghttp://images.google.com/imgres?imgurl=http://i.treehugger.com/files/clifbar.jpg&imgrefurl=http://www.treehugger.com/files/2004/12/clif_bar.php&h=282&w=210&sz=17&hl=en&start=2&tbnid=tvy7AHH3YXMceM:&tbnh=114&tbnw=85&prev=/images?q%3Dclifbar%26gbv%3D2%26svnum%3D100%26hl%3Denhttp://ec1.images-amazon.com/images/I/51H8MF3BRQL._SL160_.jpghttp://images.google.com/url?q=http://carryonamerica.com/photosforblog/starbucks.jpg&usg=AFQjCNG1gOSxxWtcVsBi4TIUnP3mV2IL1g -
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Create Demand
You always have a choice:pushvs.pull
push: you convince them they need it
pull:they believe they need it so they seek it out
What do the booksellers of the 1920s, the grocerybusiness of the 1930s, Arm & Hammer baking soda,
and Nokia have in common?
Enhancing the Clarity of Your Messages
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Words dont mean, people do
- Cross-cultural misunderstandingshappen because people assume words
have meaning
Enhancingthe Clarity of Your Messages
Meanings are in people, not in words or behavior
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The Dairy Associations huge success with the campaign Got Milk?prompted them to expand advertising into Mexico. It was soon brought
to their attention the Spanish translation read Are you lactating?
Coors put its slogan Turn it loose into Spanish, where it was read as
Suffer from diarrhea. Scandinavian vacuum manufacturer Electrolux used the following in an
American campaign: Nothing sucks like an Electrolux.
Pepsis Come alive with the Pepsi generation translated into Pepsibrings your ancestors back from the grave, in Chinese.
Frank Perdues chicken slogan, It takes a strong man to make a tenderchicken was translated into Spanish as: It takes an aroused man to
make a chicken affectionate.
Enhancing the Clarity of Your Messages
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Number MandarinPronunciation
Mandarin HomonymDefinition
1 yi together, want2 er love, easy
3 san earn, live
4 si death
5 wu me, not
6 liu smooth
7 qi together
8 ba fortune, wealth9 jiu long time
On ATM
machines, thenumbers 6, 8, and9 wear out
quickest in China
The BeijingOlympics begin at8PM on 8-8-2008
The Bank of Chinaputs its trading
floors on the
eighth floor WSJ 5/24/07 p. a11
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- Mrs. Jones is an older woman. How old is she?- Jack smokes too many cigarettes. How many doeshe smoke each day?- Court collects records. How many records does hehave?
- Mary makes a lot of money each month. How muchdoes she make?
Enhancingthe Clarity of Your Messages
Even within a culture misunderstandings arisebecause people assume words have meaning
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Enhancingthe Clarity of Your Messages
What shapes meaning?
- need for inclusion
- need for control- need for affection
- need for efficacy
When a need isnt met, everything you say gets
interpreted in terms of that unmet need
When Facebooks COO Sheryl Sandberg
announced that the company would be hiringmore people, many current employees were
concerned. She told them, Scaling up is hard
and its not much fun not to know everyone you
work with. But if we get to work on things thataffect hundreds of millions of people instead oftens of million, thats a trade-off worth making
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Product Development Incorporates Many DifferentOrganizational Functions
Research &Development/Engineering
Marketing/Sales
Manufacturing
Logistics
Procurement
Suppliers
79%
77%
10%
5%
15%
36%
16%
23%
72%
55%
78%
61%
5%
3%
13%
40%
12%
No participation
Some participation
Extensive participation
To what extent does each of the following organizational groups participate in new product
development?
Source: IBM Insights for Business Value
(Supply Chain Networks), 2004
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Inclusion Control Affection Efficacy
Person 1
Person 2
Person 3
Person 4
Person 5
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The way you ask questions matters
A. Closed versus open questions
Closed questions restrict the sorts ofanswers a person offers to a narrowrange of responses.
Are you over 30 years of age?
Did you go to the meeting?Have you had training in Y?
Open questions are broad allowingrespondents freedom about how muchand what information to offer.
Tell me about yourself?What happened at the meeting?
What do you know about process Y?
Enhancingthe Clarity of Your Messages
Ask questions
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Types ofQuestions
Closed
Open
Content
Typical Response
Richness of Response
Questioner
Control
Time
Thought
Provoking
Low High High
High Low LowYes/No
Facts
Explanations,hypotheses, andunderlying issues
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Open questions lead to iceberg statements
Enhancingthe Clarity of Your Messages
Is everything working?
Do you understand?
Creativity is the top criteriafor deciding, isnt it?
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Questions that work
What do you think would happen if?What is most important to you about?If you could change one thing about.?How would you improve?How will you do that?What plans have you made to handle that?How will your toughest competitor react when you do.?
What else?What keeps you awake at nighttime
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C. Seek advice
D. Listen for the answer
B. Probe!
- silence, nudging, follow-up questions,mirror probes
Enhancingthe Clarity of Your Messages
Enhancing the Clarity of Your Messages
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E. Questions direct attention and consequently affect
decisions
Enhancingthe Clarity of Your Messages
Use implementation intention questions (Around what time do you expect you willhead to the polls on Tuesday? Where do you expect you will be coming from whenyou head to the polls on Tuesday? What do you think you will be doing before youhead out to the polls?). Voter turnout increases by 10% when people respond. Why?People are more likely to perform actions they have already visualized it.
Ask questions that give you more options: Great car salespeople never ask, What
color do you like? Instead, theyll ask What color cant you stand? or Whats
your least favorite color?
If people are asked how likely they are to live till 85, people will say they have a 55%chance of making it. On the other hand, if they are asked their likelihood of dying by85, people say they have about a 68% chance of passing (which means a only 32%chance of living). Positively framed questions get different results than negativelyframed ones.
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The Self Fulfilling Prophecy
1. Your confidencein the other is low
2. You give the othernon-critical, routinetasks
6. You feel yourinitial perceptionwas correct
5. The others
contributions andimpact is low
3a. The other feelsunchallenged andbored
3b. You interactminimally with theother (and micro-manage)
4. The other losesinterest in the taskand becomesunmotivated
F. Avoid taking a position too soon
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G. Use empowering questions
Focus on Rather thanResults (e.g., What can we do to on time) Reasons(e.g. Why are we late?)Solutions and opportunities Problems and threats
What we want What we dont wantWhat we can do Who is to blame
What is working What is not working
Try these:
1. Whats your problem with the assignment?___________________________2. Why are we losing market share?___________________________________3. Why wont people buy this idea?____________________________________
Enhancingthe Clarity of Your Messages
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To establish
a context
Situation(Information)
Questions
Problem/OpportunityQuestions
ImplicationQuestions
(Expected Impact)
Need-PayoffQuestions
ImpliedNeed
Explicit
Need
So
decision-maker
revealsLeading to
Which are
developed by
So decision-
maker says
Which makes thedecision-maker
feel the problem
more clearly and
acutely
Statements of
difficulties,
problems, or
dissatisfaction
Statements of
wants and desiresBenefit
Allowing the
decision-maker
to state
Leading to
SPIN
Questioning
Situation Questions
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Situation Questions
Ask Data Gathering Questions: Questions about the decision-makers
present way of operating (or facts about their existing situation)- to understand status quo
- use when missing specific information
- key words: who, what, when, where, how, explain, tell, show, how
many, how much, demonstrate
Example: (Potential problem--insufficient warehouse storage capacityadvocates goal---sell the idea to management of getting morewarehouse space and a different retrieval system) How many different kinds of goods are stored in the warehouse?
What kind of storage retrieval system is now used?
Whats the average retrieval time for items in the warehouse?
How many items are retrieved in a typical day?
How often do you end up searching for items in the warehouse?
Problem Questions
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Problem Questions
Ask questions about the problems, difficulties, dissatisfactions, or
opportunities the decision-maker faces with existing situation;- Goal is to examine problems, difficulties, and dissatisfactions with
the status quo. They invites people to explore dissatisfactions andgets them to state implied needs (Implied needs are statements bypeople of problems, difficulties, and dissatisfactions)
- Key words: problem, drawback, barriers, obstacles, troubles,possibility, reliability
Examples
How satisfied are you with the current warehouse?
Do you find it difficult to manage with the current system? How often do you get customer complaints about delays?
What problems are you experiencing in the warehouse?
What makes finding things in the warehouse difficult?
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Implication Questions
Ask questions about the expected impact: Ask about effects or consequences of
a decision-makers problems, difficulties, or dissatisfactions.- Let them understand the seriousness of the problem. Implication
questions inducepain (and make decision-maker anxious for asolution)
- Use when you want to extend pr develop a problem that has been
identified- Key words: impact, consequences, implications, effects, results,
significance, magnitude, gravity, cause
Examples
What effect does having a cramped warehouse have on your competitiveposition?
Could that lead to an increase in cost?
How does limited warehouse space affect productivity?
Have retrieval delays impacted customer service?
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Implication Questions
Your friend John is a consultant. He commutes in his 10 year old car from his home tohis office, about 15 miles away. John travels frequently and uses an airport 20 miles
away where he leaves his car in the long-term parking area.
When not traveling, John often picks up out-of-town clients who are in-town for
meetings, shows them the local sights, or drives them to meetings in the area.
Johns wife has her own car. More and more she finds herself shuttling John to and fromthe auto repair shop and then to and from his office. This has caused both of them
to go to work late or leave early
Youre in Johns backyard on Saturday afternoon and he mentions that hes wondering
what to do about his old car. Hes worried because the car has been in the repair
shop twice lately.
Your task: Create questions that are (1) situation, (2) problem, and (3) implication
questions.
Im
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Questions in SPIN Sellinggetting
old
Situation Situation Situation Situation
Problem Problem ProblemProblem
Implication ImplicationImplicationImplication
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Need-Payoff Questions
Ask questions about the value of a solution: Questions about the value,importance, or usefulness of solving the problem or capitalizing on an
opportunity
- Encourage decision-maker to think about the value of solving theproblem
- Focus is on solutions- Key words: solve, resolve, value, worth, merit, advantage, benefit
Examples
How would having a larger warehouse help?
How much would you save if we reduced retrieval time by 20%?
How important is it to not lose things in the warehouse?
Would more space help you maintain better stock control?
How happy would your boss be if there were significantly fewer
customer complaints?
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Building
Credibility and
Affinity
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Understanding Your Brand Name
What are some famous
brands in the world?
Why do firms worry so
much about their brands?
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What effect does a strong brand have?
Comparison of homogeneous products:
51
44
5
0
10
20
30
40
50
60
70
Brand A Brand B No Difference
Blind test
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51
44
5
0
10
20
30
40
50
60
70
Brand A Brand B No Difference
23
65
12
0
10
20
30
40
50
60
70
Brand A Brand B No Difference
A strong brand creates perceived differences
Comparison of homogeneous products:Blind test Branded Choices
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Understanding Your Brand Name
You are a brand in
your organization
A major task of leadersis to build and protect
the brand name of theirorganization.
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Understanding Your Brand Name
What is a brand?
- familiar: we immediately recognizethe brand
- attention: we pay more attentionto the brand-preferable: given a choice we selectthe brand
- cachet: they give us status
- quality: we perceive the brand to be high quality
- dependable: we trustproducts using the brand- valued: we willinglypaymore for the brand
- extendable: we accept and buy newproducts us
that fit the brand name
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The more precisely the po sit ion is determined, the less p recisely the
momentum is kn own in th is in stant , and v ice versa.
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Rejection
Non-Recognition
Association/Recognition
Preference
Insistence
Levels of Brand
Familiarity
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Technical Tasks
Leadership,
People,
Advocacy Tasks
Preference
Insistence
Beware Of Insistence When It Comes To Technical Tasks
Wh t M B d?
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Whats My Brand?
Quiz TrustedColleagues
360 DegreeFeedback
Ask YourLoved Ones
See WhatYoure
Chosen For
Volunteer for
Roles and Seethe Reaction
Are You Partof a ValuedUnit?
B l t i Y B d N
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Bolstering Your Brand Name
Leave the Firm
Move Within theFirm
Hope for anOutside Boss
Reinvent YourBrand Name
Basic Principle: You WontGet Discovered! You
Need to Make
Yourself Discoverable
Keep DifferentCompany
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Enhancing Your Brand Name
Principle of Resources: The individual who hasmore resources has greater impact.
What resources do you offer your firm?______________________________________________________________________________________
______________________________________________________________________________________
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Your competitive
advantage
Value
low
high
Scarcity (uniqueness)not at all very
Move to your Competitive Advantage
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How Am I Perceived?
Decision-MakerPerceived
Trustworthiness
Perceived
Competency
Perceived Social
Effectiveness
Creating and Maintaining Trust
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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 misplacedbenevolence; trusting others; perspective-
taking; take-care of others; no blame
Consistency in
messages & standards
No Lies or false feedback;
fess up early
Consistent business performance;
Dealing effectively with problems;
overcoming information asymmetry
Trust is aboutpredictability
Character may
almos t be cal led the
most effect ive meansof persuasion.
- Aristotle
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Building Trust Perceptions
Reliability
Keep your small commitmentsFollow-throughget things finishedAlignment among beliefs; predictability (keeping your personal bill of rights)Offer status reports and accurate forecasts
Honesty
Hang a lantern on your problems; put a spotlight on your mistakesApologize if you have challenged trust
Appear objectiveReveal both good and bad things about the ideaOpenly raise the issue of trustClear up misunderstandings immediatelyLet people overhear you
Good Faith
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Dont be creepyEngage in positive discretionary behaviorsbe nice
Make sure your motives to get what you want dont seem too biased; if the onlyreason a politician wants to get elected is to get power, you dont trust him
Loyaltydance with the one who brung you!Protect the interests of those who are not presentFairnessHumor increases trust
Choose to do things not part of your job descriptionSocializespend time with people in non-task related conversations; small talkbuilds trustAvoid explicit contractsVerify understandings
Be clear about your intentionsShow your similarity with others involvedShow that your decision is free and independentno one if forcing youLet others who may be affected by your choices know about your choices(multiple bossesbe honest with each about what you doing for othersand why)Surround yourself with people that are trusted
Have someone who is trusted introduce you
How to Build Trust
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Vulnerability
Argue against your presumed positionHave something at stake; have something to loseShow that doing X will cost youShow that doing X is inconsistent with your self-interestslet the other person have some control)
Competency
Your record of accomplishmentCite credible sources
Summarize everything you looked at and indicate you chose X only after athorough review
Building Competency Perceptions
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Building Competency Perceptions
Always cite sources
Cite your own competence (e.g., knowledge, background,occupation)you or introduction.. Record of accomplishment
extraordinary accomplishments esoteric accomplishments
Appear knowledgeable; be prepared more than others; details matter Even turkeys fly in hurricaneshow do you perform in the tough time Seek out crises Be known for multiple competencies Big picture thinking
Keep competent company Effortful-effortless principle
B ildi Affi it
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Building Affinity
Stay Attentive and Responsive
A. Act Attentive
B. Show Responsiveness
- we prefer understanding to agreements- grasp secret tests
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Building Affinity
You cannot not communicationDifferent people have different tests
Everybody is an accountant
What secret tests tell us:
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Engage in perspective taking: Different people may seethe same event or issue differently. People dont saythings they know to be wrong
Developing Perspective Taking Skills
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Developing Perspective Taking Skills
Seek out interests that underlie positions
Position Possible InterestsI want a raise
You are absolutely
wrongWhy dont you listen
to me?
What? Why?
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Participant
What Would She
Say About ThisIssue?
Why?
Networks are Vital
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Networks
Performance
Influence
Past View:Netwo rks are a
subv ersive way to
get inf lu ence rather
than through
performance.
Networks
Performance
Influence
Current View:
Netwo rks dr ive
performance and ,thus , inf luence.
Source: Baron, 2003
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Whats More Important:
What Do You Know?
Who Do You Know?
Its Who KnowsWhat You Know
Equally Important: Its not who you
knows, its who knows you!
Networking Skills
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1. You have a bigger network than you think2. Never underestimate the value of connecting
Metcalfes Law: the value of a network grows as
the square of the number of its users3. Dont burn bridges--you may need them later
4. Keep in touchregularlyrenew dormant relationships
5. Over-reciprocate: Do more than they do---but dont
appear to be manipulative
6. Do favors that cost you a little and gain you a lot; be
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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 characteristicswhat
makes them unique
8. Exercise your network--a network that you dont
use, goes away
9. Network othersbecome the parent of relationships
10. Stay memorable (e.g., business cards)
11. Figure out who matters on your issue
Create a Like and Dislike List
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Create a Like and Dislike List
PersonWhat, Who, etc.
Do They Like?
What, Who, etc.
Do They Dislike?
What could go wrong? If it went wrong, who might help
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g g g, g p
you resolve it?
Wrong? Who Could Help?
12 Differentiate between power and
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- weak links matter (acquaintances count even more thanfriends because they have different sorts of links)
12. Differentiate between power andposition---never assume that position
implies power--look for the informalinfluencers
13. Seek out opportunities to
expand your network
Weak Link
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17. Manage your disclosures--dontoverestimate your relational strengths
- associative versus reciprocal friends
14. Befriend those without friends
15. Proximity, proximity, proximity
16. Remember Thumpers rule--Dont
be negative; it will get back to them
- the question: would you say it to their face?
Building Advocacy Skills
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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
u d g d ocacy S s
Effective Advocates Forge Partnerships
- Stories are an especially effective way of
communicating your ideas
- People often get it through stories
Building Advocacy Skills
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Building Close Relationships Through Stories
- We record our history through narratives
g y
Effective Advocates Forge Partnerships
The grammar of a story
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Successful Narrative
The grammar of a story
interesting and
fun; what do theylook like, what dothey sound like
Event-Action-Suspense-Resolution
Lessonthatmatches
values
K f ff ti ti
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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
Authentic: Stories need to match who you are
Inclusiveothers need to grasp idea and feelings
Suspensesomething unexpected happens
Vivid details matter
Validate basic values
Is personal
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Questions to asks to discover a story
What are some principles that matter to you? Why?Where did you learn them and their importance?What really bothers youpeople, events, ideas.Think, for example. ---ground them in specificsWhat are some scenes from your past that wereimportant pivotal events for you? Describe them in detail,including circumstances and characters.How have your views of those scenes changed? How dothe scenes still affect your life?What has surprised you? Caught your attention? Why?
If t t ll t i ll t i t ti f t id
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If you cannot tell stories, collect interesting factoids
_______________________________________________
_______________________________________________
_______________________________________________
______________________________________________________________________________________________
_______________________________________________
_______________________________________________
_______________________________________________
_______________________________________________
Building alliances
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Generate external support for idea
Grassroots & Grasstops support
Customer support
Supplier support
Leadership support
Give them a win
Make the other person feel like a winner; If they think you are
winning and they are losing they will not adopt your idea
Give them credit; Make the other person look good in the eyes of others
Dont disagree with people on unimportant issues
People need to find a way to justify their decisions
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People need to find a way to justify their decisions
Know their needs; People will let you fulfill you needs only after their
needs are fulfilled
Needs might be a win; reduce risk, security, predictability; acceptance
People only adopt ideas that match their needsmake them believe
your idea meets their needs (just because it is something you want and
need does not mean it is what the other person wants and needs)
What is exciting and innovative about your idea may be just what
creates fear and anxiety in the other person
Talk about what they are prepared to listen to
Talk to them when they can listen
Tenacity and passion matters
Building Advocacy Skills
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g y
Pre-Selling Your
Ideas
The Three Question
C d t Alt ti
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What do they know about my position?
Uninformed Informed
How do they feel about my position?
Negative Positive
What do they think and feel about me?
Negative Positive
Compared to Alternatives.Clarity
Credibility
& Affinity
Building Advocacy Skills
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- Pick winnable ideas
- Do you believe in the idea (principle of least interest)- What happens if the idea isnt adopted(principle of alternatives)
- offer alternatives, let them choose
- using the fourfold technique
g y
Effective Advocates Seek a Competitive Advantage
Learn to choose your issues
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How Will I Know I Have Been Successful?
____________________________________________________________
____________________________________________________________
____________________________________________________________
____________________________________________________________
________________________________________________________________________________________________________________________
U d t d id d h t tt t
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Understand your idea and what matters to youabout it
Must Issues
Should Issues
Nice Issues
Have contingencyplans ready--alternatives are
important
Give on what isnot importantlovethe outcome, not
the product
Frequency mattersmore than size
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St th Wh t t th th t k it ibl t it h thi id ? Wh t
Why Now?
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Strengths: What are our strengths that make it possible to pitch this idea? Whatmakes 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 topitch this idea?
Threats: What is wrong with the status quo? What external threats mandate weadopt this idea? What are our vulnerabilities? Why now?
Strengths
Threats(vulnerability)
Weaknesses(constraints)
Opportunitiesmatch
convertconver t
Minimize/avoid Minimize/avoid
Internal External
What are the advantagesof 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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Threats
Entry of foreign competition
Introduction of new substitutes Resource shortage
New regulations
Product life cycle in decline
Changing customer needs/tastes
Rival firms adopt new strategies Increased regulation
Recession
New technology
Demographics shifts
Foreign trade barriers Poor performance of ally firm
Opportunities
Rapid market growth
Rival firms are complacent Changing customer
needs/tastes
Opening of foreign markets
Mishap of rival firm
New product uses Economic boom
Deregulation
New technology
Demographic shifts
Other firms seeking alliances High brand switching
Sales decline for a substitute
New distribution methods
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Create A Need
Have A Plan
Show Benefits
What Happens
If We Dont Adopt
Dimensions of a Problem (Need)
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Dimensions of a Problem (Need)
ScopeNumber of People Affected
x Degree of Importance(Influence) of those People
MagnitudeDegree to which people are
affected (e.g., life threatening)
ComplexityDegree of difficulty in
resolving the issue HistoryRandom, cyclical, regular
Timing Matters
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Economics Creates Opportunities
Flush times are better, in most cases; argue for making money In tough times, saving money seems key In good times, no radical risks
Radical risks in tough economic times Commit to the long term Understand the budget cycle Grasp where you are in the business cycle (e.g., announcing
new product leaves customers unwilling to buy old product
inventory of old builds)
Establish the Urgency (Why Now?)
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Crises encourage innovation (resolve a problem)
CompetitorsRegulatorsMajor FailuresTime pressure (first mover)
MediaMarket demand
Interdependencies (without X we cannot do Y)
Time pressure
Powerful people
Consequences of not acting
Timing Matters
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Feasibility---can the idea be implemented?
Graft to current ideas or existing strategies
Ease of implementation
Demonstrate doability
Reassure that talent and technology is available
The almost done strategy
Timing Matters
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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
Building Advocacy Skills
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Effective Advocates Seek a Competitive Advantage
Who Can Help? Who Can Hurt?
Help? Hurt?
High Quality Arguments Have Bigger Impact onPersuasion When Delivered at Decision Makers Optimal
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Persuasion When Delivered at Decision-Makers OptimalTime of Day
Evening people are
influence more bythe quality ofarguments in
evenings than theyare in the morning
Source: Martin & Martin, Personality & Individual Differences, April 2013
Building Advocacy SkillsTailor Persuasive Appeals to the Personality of Decision Maker
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Tailor Persuasive Appeals to the Personality of Decision-Maker
Decision MakerAgreeable-ness
Conscientious-ness
Extraversion Neuroticism Openness tonew experience
Connect with friends
and family wherever youare.
Keep up with business
emails even when youreout of the office.
With XPhone, youllalways be where theexcitement is.
Stay safe and secure
with the XPhone.
Capture the world
around you with our 8megapixel camera.
Source: Hirsh, Kang & Bodenhausen Psych Sci, Apr 2012
Adapt to How Decision-Makers Think
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Frame yourarguments to
the ways
decision-
makers thinkCognitive
Appeal
Affective
Appeal
Cognitive-
Thinker
Affective-
Feeler
Lis t of
Product
At t r ibutes
Pleasant
Tasting
Sample
Decision-
maker is
mostly a:
Source: Haddock, et al., 2008
Adapt to How Decision-Makers Think
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Choose language that
matches decision-
makers orientation
Cognitive
Appeal
Affective
Appeal
Cognitive-Thinker
Affective-
Feeler
Ithink
Ifeel
Decision-
maker is
mostly a:
Source: Haddock, et al., 2008
I think blood donation is the most
fantastic thing I can do with 30 minutes of
my free time. ..I think donating blood
is one of the most important contributions
I can make to society.
I feel blood donation is the most fantastic
thing I can do with 30 minutes of my free
time. ..I feel donating blood is one of
the most important contributions I can
make to society.
Source: Mayer & Tormala, 2010
Willingness to
Donate Blood
After Reading
Message
Educate; Involve;Grounded Commitment
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Feelings
About Idea
Knowledge &
Understanding About Idea
Negative
Positive
Low High
Cheerleaders
Adversaries
Cynics
Nave
Followers
Abandon; Use
Power
Bolster; Hug;
Inoculate
Evidence-BasedPersuasion
SkepticsAnswer Questions;Inform; Persuade
Organizations Differ in How Quickly They Adopt New Ideas
Prospectors
Analyzers
Defenders Reactors
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Seek out new
opportunities; Valuebeing first in the
marketplace; broad
scanning for
opportunities
Fast followers; Bring
a cost-efficientmodel to market;
Great imitators;
multiple markets;
steady growth
Find a secure niche
--protect it; focus onmarket penetration;
solve engineering
problems; single
core technology
Respond only when
forced to by themarket; 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 newproducts
-Low cost
- Complex planning
-Marketing/Applied
research lead
-Focused/narrow
market; limited productrange
-New product fit
business strategy
-Emphasize efficiency
& cost control
-Invest in processimprovement, 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-termorientation
-Problem specific
reactions
-Limited viability
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Effective Advocates Seek a Competitive Advantage
Person Whats in it for them?
Know the answer to WIIFT
Match Your Proposal to Decision Makers Needs and Wants
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Match Your Proposal to Decision-Makers Needs and Wants
Organizational ReputationFinancialEfficiencyIndividual Status
Relationship EnhancementProductivitySafety/SecurityAppearing Effective or CreativePleasing Customers
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134
Preparing to PersuadeWh t A Th Lik l Obj ti ?
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What Are The Likely Objections?
Objection Response Objection Response
We lack the
resources
I have a betteridea
It will be too
hard to do
I dont likeyou
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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 positiveWhy no? What would it take for you to say yes?What dont you want to be asked? Write out the answers to those
Stay on messageTreat each as a valid concernClarifyrather than argue
Anticipate and
then reduce the
number of nos
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137
- 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
Labeling is a key skill
Effective Advocates Seek a Competitive Advantage
NAVSEAINDIAN HEADNaval Surface Warfare CenterThe National Center for Energetics
Get a label branded in
decision-makers minds
Labels Matter
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Source: Wansink, B., Payne, C., & North, J. (2007).
Physiology & Behavior, 90(5), 712-716
Asked to comment on a statement about "c l imatechange " 74% of people in a survey of more than
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change," 74%of people in a survey of more than2,000 adults said the problem is real; asked to
comment on the same statement but with the term" g lobal warming" used instead, only 68%saidthe problem is real.
An unusually cold daymay increase doubtsabout global warmingmore so than aboutclimate change
Source: HBS Daily Stat, It's all in a name: 'Global warming' versus 'climatechange, March 14, 2011; Hardisty, Johnson & Weber (2011) A Dirty Wordor a Dirty World? Attribute Framing, Political Affiliation, and Query
Theory
Carbon taxor carbonoffset? Tollor user fee?
Attitudes matter:Republicans aremore sensitive tothese differencesthan Democrats
Dril l ing for oi l orenergy
explorat ion
AARP changesfrom seniors to
members
Create an Image
Let people imagine the future with your idea implemented
http://links.mkt3142.com/ctt?kn=25&ms=OTQ0OTE2S0&r=Mzc4OTQzODcxS0&b=0&j=MjU1ODExMTES1&mt=1&rt=0http://links.mkt3142.com/ctt?kn=25&ms=OTQ0OTE2S0&r=Mzc4OTQzODcxS0&b=0&j=MjU1ODExMTES1&mt=1&rt=0http://links.mkt3142.com/ctt?kn=25&ms=OTQ0OTE2S0&r=Mzc4OTQzODcxS0&b=0&j=MjU1ODExMTES1&mt=1&rt=0http://links.mkt3142.com/ctt?kn=25&ms=OTQ0OTE2S0&r=Mzc4OTQzODcxS0&b=0&j=MjU1ODExMTES1&mt=1&rt=0 -
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140
Let people imagine the future with your idea implementedWe infer quality from observable features (exterior of car;
restaurant parking lot)
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141
Images Do Matter
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142
Which is Healthier?
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Note:
Every th ing
is ident ical
except the
color
Elmo Matters
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144
Children (8-11) are 65% more likely to choose an appleover a cookie if that apple had an Elmo sticker on it.
Source: Wansink, Archives of Pediatrics and Adolescent Medicine, 2012
Features are different from benefits
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145
Because of _______ you can _________ which means ________(feature) (function) (benefit)
Feature Function Benefit
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146
Rugged Micro- High Wireless 6-hour Low-profile, Compact Trackball Wrist restcasement circuitry resolution modem battery built-in disk, keyboard mouse on keyboard
flat LCD CD drivesdisplay
Portability Use on road Connect to office Easy to use
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147
And What Would This Mean?
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148Bring Home the Point!!!!
Adoption Process
Primarily
or high
involvement
i !
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149
Adoption Process
Awareness Interest Evaluation Trial Adopt?
Individual firstlearns aboutthe new idea;
lackscomplete
information Potential adopterseeks information
about idea
Individualconsidersrisk/benefit
Individual pilots(make trial
purchase todetermine value
Continueto use
issues!
An Opinion Leader is Someone Who is Knowledgeable AboutProducts and Whose Advice is Taken Seriously By Others
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150
Are SociallyActive in
Their Community
OpinionLeaders
Reduce Risk:
Have Prescreened,Evaluated, and
SynthesizedInformation About
the Idea
Are Similar to
the Others inValues and Beliefs
Are Often Amongthe First to Adopt
New Ideas
Are TechnicallyCompetent and HaveExpert Power
Have Slightly HigherSocial Status
Have ConnectionsOutside of Their
Community
Rate of Adoption Determinants
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151
Relative advantageCompatibility
Complexity
Possibility of trial useObservability
If you want to accelerate the rate of adoption you canmanipulate these five characteristics to some extent
Characteristics of Successful Innovations for theCautious Audience
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Cautious Audience
Provable: You can demonstrate that your product works (letpeople try it out)Divisible: The idea can be segmented; adopting it one step at atime
Reversible: If it fails, all is not lostTangible: It makes a difference in livesFit: It fits with prior investments and builds on themFamiliar: It is consistent with previously successful idea
Future Alignment: It is in line where we are headingPublicity Value: It will make us look good
Adapted from Rosabeth Moss Kanter in Business 2.0 (2/2002), p 87.
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153
People make decisions in biased ways.
Understanding those biases will aid in you inadvocating your ideas
Building Advocacy SkillsEffective Advocates Understand Biases
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154
The anchoring bias
- People reference anchors they have
for information
The availability heuristic- People emphasize vivid, most available
information
Judges were asked to roll dice betweenreading the documents in a case andmaking their sentencing judgments.Those who rolled a one gave lowersentences than those who rolled a six.
Restaurants will add some overpriced wineslower down on the menu to the ones at the top ofthe menu seem reasonable
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157
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A public-interest group's advertisement in a Mexico City subway station asks: 'Would you
drink 12 spoonfuls of sugar? Soda is sweet diabetes isn't Source: WSJ, 8/29/13
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A packet of one hundred $100 bills is less than 1/2" thickand contains $10,000. Fits in your pocket easily and ismore than enough for a week or two of shamefullydecadent fun.
http://www.pagetutor.com/trillion/index.html
One Million Dollars!!!
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Believe it or not, this next little pile is $1 million dollars(100 packets of $10,000). You could stuff that into agrocery bag and walk around with it.
http://www.pagetutor.com/trillion/index.html
And a $100 million is.
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http://www.pagetutor.com/trillion/index.html
And a billion is
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http://www.pagetutor.com/trillion/index.html
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The negativity effect
- People overemphasize negative information andunderweight positive information
Effective Advocates Understand Biases
The contrast effect
- People judge information in terms of what came before
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164
Nudging
Effective Advocates Understand Biases
- Create settings, events that make people engage in
different behaviors without feeling forced
Opt-in Versus Opt-out for Organ Donation
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12%
99%
Countries with opt-out systems have25-30% higher donation rates thancountries with opt-in systems. Among17 European countries there is a16.3% increase in donation whendonation is the default.
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166
Nudge in the Cafeteria
Move chocolate milk behind the white milk and children buy more white milk
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167
Have cafeteria workers ask each child Do you want a salad? increased sales
by a thirdPlacing nutritious food like broccoli and fruit at the beginning of the lunch line,rather than in the middle, increase student purchases by 10-15 percentDecreasing the size of bowls from 18 to 14 ounces reduces the average cerealserving at breakfast by 24%
Giving healthy food choices more descriptive namese.g., creamy corn:rather than corn increase their sales by 27%Keeping ice create in a freezer with closed opaque tops reduces ice creamsalesChildren given the choice between carrots and celery were more likely to eattheir vegetables than students forced to take only carrots
Creating a healthy express: checkout line for students not buying deserts andchips double the sales of health sandwichesEncouraging the use of cafeteria trays increased vegetable consumptions;students without trays eat 21% less salad but no less ice cream
Source: from Wansink research NY Times, 10/22/10, a25
You Can Prime Tipping Behavior
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46.3% of restaurant customers left tips when
they were given heart-shaped dishes for their
money, compared with just 31.2% and 26.2%
when the tip dishes were round or square,respectively. The experiment was conducted in
France, where tipping is not expected because
a service charge is included in the bill). A
simple physical cue such as a heart-shaped
bowl can induce thoughts of love, whichactivate altruism and helping behavior.
Source: Nicolas Guguen (2013).Helping with all your heart: the effect of cardioid dishes on tippingbehavior. J. Appl. Soc Psych
pp gby the Shape of the Dish
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169
The Third Person Effect
- People think others are affected by persuasive
messages but they, themselves, are not even
though, in fact, they are equally persuaded.
- The effect is stronger when people dont agree withthe message, find the message irrelevant, or dont
like the source of the message
Effective Advocates Understand Biases
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170
The Socratic effect
- People tie information that co-occurs together even
if seemingly irrelevant
Effective Advocates Understand Biases
The egocentric bias
- People assume others have the same motives they
do (Marketing people see everything as a marketing issue)
- False consensus effect: we assume others hold more similaropinions and have more similar attributes and personalities to
ourselves than they really do.
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171
Escalation & Entrapment
- People can get trapped into positions they dont want
to take
The norming bias
- People dont want to appear deviant, especially in
uncertain situations
Overcoming: Separate proposer from decision-maker
The likelihood that teenagers willbecome addicted to cigarettesincreases with every smoking
scene they see in movies
If you tell people what percentage of theirneighbors has already paid their taxes,you are more likely to get late filers to paythan if you nag them in another way
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172
Who Hangs Up the Towels?
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JOIN YOUR FELLOW GUESTS IN HELPING TO SAVE THE
ENVIRONMENTAlmost 75% of guests who are asked to participate in our
new resource savings program do help by using their
towels more than once. You can join your fellow guests to
help save the environment by reusing your towels during
your stay.
PARTNER WITH US TO HELP SAVE THE ENVIRONMENTIn exchange for your participation in this program, we at
the hotel will donate a percentage of the energy savings toa nonprofit environmental protection organization. The
environment deserves our combined efforts. You can join
us by reusing your towels during your stay.
HELP SAVE THE ENVIRONMENT.You can show your respect for nature and help save theenvironment by reusing your towels during your stay.
38%
36%
48%
Source: APS Observer, April 2005
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174
Exclusivity
-If everyone can have it; if it is easily available, people do
not value it.
Choice
- When people have a sense of free choice they are
more committedbut too many choices actuallyreduces people willingness to choose
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175
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176
Balance Theory
Effective Advocates Influence Opinions
- People prefer consistency among their beliefs- When people believe there are inconsistencies among
their beliefs they will try to restore consistency bymaking a change
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177
Effective Advocates Influence Opinions
Lite Beer
Famous AthletesJohn
+
+
?
In 2010, sales of Lego's Taj Mahalkit rose 663%after soccersuperstar David Beckham toldfans in an internet chat that hehad recently built the model, one
f L ' t h ll i d
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178
of Lego's most challenging and
expensive ($300), in a hotel roomin Italy. Lego makes figurinesrepresenting Beckham and hiswife, Victoria
Celebrities appear in 20%-25% of TV
ads in the U.S., 57% in South Korea,
and 85% in Japan.
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179
Effective Advocates Influence Opinions
God Term
Your IdeaYour Listener
++
?
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180
Elaboration Likelihood Theory
Effective Advocates Influence Opinions
- peoples level of involvement is key- highly involved people need facts; strong and high
quality arguments
- less involved people can be swayed by emotions,credibility, and even distractions
The Place of InvolvementCentral Route
When people are involved what persuades them?
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181
When people are involved, what persuades them?
high quality evidence logical arguments
compelling statistics
comprehensibility of message
distractions
How do you increase involvement?
create personal relevancy
create a sense of responsibility
create suspicion about motives and/or credibility of advocate use rhetorical questions to prompt thinking
make a counter-attitudinal request
The Place of Involvement-Peripheral Route
When people are not involved what persuades them?
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Professional chefs are13% more likely than the
average consumer toless expensive, privatelabel items (e.g., flour).
Typical consumers are more likelyto buy brand name headache
relievers than experts (e.g., MDsand pharmacists). 182
When people are not involved, what persuades them?
liking for advocate
credibility
attraction bias (what is good looking must be good)
numerous arguments (sheer quantity)
length means strength
perceived consensus
labels
Images and graphs (vs. statistics with involved)
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183
Moods Affect Persuasion
People in happy mood decrease their attention to argument strength
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184
People in happy mood decrease their attention to argument strength
Positivemood
Heuristic and global processing of information;reliance of general knowledge; less working memoryavailable
Negativemood
Effortful processing, careful, analytical, systemic, anddetail-oriented
Fighting the mood effect:
Highlight the transient causesof the mood--Make the
mood irrelevant to the task
Affect as Information Model: Moods providepeople with conscious feedback about on-going
non-conscious appraisals; positive moodssignal things are safe and benign and thuscareful processing is not important; negativemoods signal a problem leading to a need toengage in careful and systematic processing
Well Fed Judges Are Nicer
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Source: Danziger et al. Proc of Nat Acad of Sci, Mar-Apr, 2011
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187
Expectancy-Value Theory
- peoples attitudes are a function of beliefs- a belief is a function of:
- Likelihoods (given X how likely is Y?)
- Values (how positive or negative is Y?)
Effective Advocates Influence Opinions
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188
Likelihood Value Product
Buying A will be expensive .70 -3 -2.1
Buying A will be a hassle .60 -2 -1.2
Buying A will create pride .60 +1 .6
Attitude -2.7
p
(a) Modify likelihood
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189
Likelihood Value Product
Buying A will be expensive .70 -3 -2.1
Buying A will be a hassle ** .60 (.30) -2 -1.2(-.6)
Buying A will create pride .60 +1 .6
New attitude -2.7(-2.1)
p
(a) Modify likelihood
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190
(b) Modify value
Likelihood Value Product
Buying A will be expensive .70 -3 -2.1
Buying A will be a hassle .60 (.30) -2 -1.2(-.6)
Buying A will create pride ** .60 +1(+2) .6(1.2)
New attitude -2.7(-1.5)
p
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191
Likelihood Value Product
Buying A will be expensive .70 -3 -2.1
Buying A will be a hassle .60 (.30) -2 -1.2(-.6)
Buying A will create pride .60 +1(+2) +.6(1.2)
Buying A will be fun ** .80 +2 +1.6New attitude -1.5(+.1)
p
(c) Add new belief
E ll t G d A F i P
Likelihoods Values
Values
Values
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192
Criteria WeightExcellent
100
Good
75
Average
50
Fair
25
Poor
0Score
Marketability .2 X 20
Development Costs .2 X 15
Risks .15 X 15
Competition .15 X 7.5
Material Availability .15 X 7.5
Patent Issues .10 X 2.5
Cannibalization .05 X 3.75
Total 1.00 75
Criteria WeightExcellent
100
Good
75
Average
50
Fair
25
Poor
0Score
Likelihoods Values
Values
Values
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193
100 75 50 25 0
Marketability .2 X 20
Development Costs .2 X 15
Risks .15 X 15
Competition .15 X 7.5
Material Availability .15 X 7.5
Patent Issues .10 X 2.5
Cannibalization .05 X 3.75
Global vs Local Value ? ? ? ?
Total 1.00 ?
Add a New Criteria
Beliefs
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194
Create New Criteria
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From an early age [Dieter] Mateschitz [creator of Red Bull]showed an aptitude for selling an idea, like the time hepersuaded his mother to let him attend university in Viennarather than in nearby Graz. I chose the university for the
city, not for the university, he says. But I could only find
one course which wasnt available in Graz, which was ship
construction. So I convinced her that I had only one desire inlife, and that was to become a ship engineer.
Source: Business Week, 5/23-29, 2011, p. 67
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Perceived Confidence
Perceived Competence
What convinces is
convictionLyndon Johnson
Language intensity: The degree to which yourlanguage choices vary from neutrality.
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201
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
Too m uchWh
Range of
opportunity
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202
Confidence
Judgment
Where
most of
us are
Strong qualifiers: Qualifiers can weaken or strengthenyour statements
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203
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, under
some circumstances, be helpful. But, it will depend uponhow much it costs. It isnt really that expensive so weshould probably adopt it.
Lexical diversity: The amount of variation in your wordchoice
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204
choice
Perceptions of confidence are associated with greater
lexical diversity
Firm -- Organization -- Company -- BusinessPlan -- Proposal -- Idea -- Concept
Problem
Talkative
Clear
Vivid details: How vividly and detailed your statements arewhen describing an event, idea, person, or product
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Confidence is associated with more vivid details
The 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.
Vivid Language Affects Peoples Judgments
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206
EstimatedSpeed
20
30
25
40
35
45
smashed collided bumped hit contacted
Loftus & Palmer, 1974
Foragers who do not practice food storage
might adapt to fluctuating food supplies by
sharing surplus resources in times of plenty
with the expectation of receiving in times of
h tf ll I thi d i b
Foragers who do not practice food storage
might adapt to fluctuating food supplies by
sharing surplus resources in times of plenty
with the expectation of receiving in times of
shortfall In this paper we derive a number
Irrelevant Details Increase Perceptions of Quality
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shortfall. In this paper, we derive a number
of predictions from this perspective, whichwe term the risk reduction reciprocity (RRR)
model, and test these with ethnographic data on
foraging (fishing, shellfish collecting, and turtle
hunting) among the Meriam (Torres Strait,
Australia). While the size of a h
top related