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 Advocacy John Daly University of Texas (512) 471-1948 [email protected] 1

JOHN DALY: Adovocacy

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    Advocacy

    John Daly

    University of Texas

    (512) 471-1948

    [email protected]

    1

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    SUCCESS!

    Wasted

    Investment

    Wasted

    Opportunity

    Lucky

    Break

    Idea Quality

    Poor Good

    Low

    High

    Advocacy

    Skill

    http://images.google.com/imgres?imgurl=http://a.abcnews.com/images/International/nm_three_gorges_070926_ms.jpg&imgrefurl=http://abcnews.go.com/International/wireStory?id%3D3651083&h=310&w=413&sz=29&hl=en&start=26&tbnid=i--xFM8Vrxxb8M:&tbnh=94&tbnw=125&prev=/images?q%3Dthree%2Bgorges%2Bdam%26start%3D20%26gbv%3D2%26ndsp%3D20%26svnum%3D100%26hl%3Den%26sa%3DNhttp://images.google.com/imgres?imgurl=http://www.netclique.net/oldmouse/Xerox/img/RG-AltoTop.jpg&imgrefurl=http://www.netclique.net/oldmouse/Xerox/Alto.html&h=219&w=300&sz=6&tbnid=xyyHrDHNK2QJ:&tbnh=81&tbnw=110&start=2&prev=/images?q%3Dxerox%2Bmouse%26hl%3Den%26lr%3Dhttp://histoire.info.online.fr/images/xerox-alto.jpeghttp://images.google.com/imgres?imgurl=http://www.xerox.com/innovation/images/parc.jpg&imgrefurl=http://www.xerox.com/innovation/parc.shtml&h=192&w=288&sz=21&tbnid=MDb9-X7QZ9sJ:&tbnh=73&tbnw=109&start=78&prev=/images?q%3DXerox%2BPARC%26start%3D60%26hl%3Den%26lr%3D%26sa%3DNhttp://images.google.com/imgres?imgurl=http://www.icsc.org/srch/sct/images/4HomeDepot2.jpg&imgrefurl=http://www.icsc.org/srch/sct/current/page47.html&h=163&w=250&sz=8&tbnid=ivakwE4a4kwJ:&tbnh=69&tbnw=105&start=6&prev=/images?q%3Dhome%2Bdepot%2Bmarcus%26hl%3Den%26lr%3Dhttp://images.google.com/imgres?imgurl=http://www.clarku.edu/offices/dos/studentactivities/fd2003windstar01.jpg&imgrefurl=http://www.clarku.edu/offices/dos/studentactivities/van.shtml&h=165&w=250&sz=21&tbnid=VWd_1fneGRoJ:&tbnh=69&tbnw=104&start=6&prev=/images?q%3Dminivan%2Bford%2Bsite:.edu%26svnum%3D50%26hl%3Den%26lr%3D%26as_qdr%3Dall
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    3

    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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    5

    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

    http://en.wikipedia.org/wiki/Image:Jean_Monnet.jpg
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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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    9

    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

    16

    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%

    http://donsmaps.com/images/horse.jpg
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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

    http://www.patentmodel.org/Models/models_p1.html
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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

    21 49 5874

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    http://www.hrw.com/science/mb/index.htmhttp://www.hrw.com/science/hstnat05/index.htmhttp://www.cloudman.com/gallery1/photos/138.jpg
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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

    http://www.h2owatertaxis.com.au/images/large/att-harbour-bridge.html_PHOTO.jpg
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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

    http://upload.wikimedia.org/wikipedia/en/a/a5/Marshall_03.jpg
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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

    Building Advocacy Skills

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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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    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

    Preparing to Persuade

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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

    Building Advocacy Skills

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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

    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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    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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    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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    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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    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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    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.

    Building Advocacy Skills

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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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    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

    http://www.dilbert.com/comics/dilbert/archive/images/dilbert2007111111124.gif
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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

    Building Advocacy Skills

    Effecti e Ad ocates Understand Biases

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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

    Building Advocacy Skills

    Effective Advocates Understand Biases

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    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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    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

    Building Advocacy Skills

    Effective Advocates Understand Biases

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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

    Building Advocacy Skills

    Effective Advocates Understand Biases

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    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.

    Building Advocacy Skills

    Effective Advocates Understand Biases

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    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

    Building Advocacy Skills

    Effective Advocates Understand Biases

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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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    Building Advocacy Skills

    Effective Advocates Influence Opinions

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    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

    Building Advocacy Skills

    Effective Advocates Influence Opinions

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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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    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.

    Building Advocacy Skills

    Effective Advocates Influence Opinions

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    Effective Advocates Influence Opinions

    God Term

    Your IdeaYour Listener

    ++

    ?

    Building Advocacy Skills

    Effective Advocates Influence Opinions

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    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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    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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    Building Advocacy Skills

    Effective Advocates Influence Opinions

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    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

    Building Advocacy Skills

    Effective Advocates Influence Opinions

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    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

    Building Advocacy Skills

    Effective Advocates Influence Opinions

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    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

    Building Advocacy Skills

    Effective Advocates Influence Opinions

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    (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

    Building Advocacy Skills

    Effective Advocates Influence Opinions

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    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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    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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    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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    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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    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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    Confidence

    Judgment

    Where

    most of

    us are

    Strong qualifiers: Qualifiers can weaken or strengthenyour statements

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    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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    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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    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