chapter 10 the persuasive interview: the persuader
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Chapter 10The Persuasive Interview: The
Persuader
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© 2009 The McGraw-Hill Companies, Inc. All rights reserved.
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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© 2009 The McGraw-Hill Companies, Inc. All rights reserved.
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