Chapter 10The Persuasive Interview: The Persuader

Copyright © 2011 by The McGraw-Hill Companies, Inc. All rights reserved.McGraw-Hill/Irwin

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Chapter Summary

•The Ethics of Persuasion•Selecting the Interviewee•Analyzing the Interviewee•Analyzing the Situation•Researching the Issue•Planning the Interview•Conducting the Interview•Summary

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The Ethics of Persuasion

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

inherently unethical?

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The Ethics of Persuasion

• Fundamental Ethical Guidelines▫Who Are You?▫Who is Your Interviewee?▫How serious are potential negative results?▫How Adequate is Your Content?▫How Open Will You Be?▫Are You Innocent of Ethical Violations?

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Selecting the Interviewee1. 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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Analyzing the Interviewee

•The Interviewee’s Physical and Mental Characteristics

•Socioeconomic Background•Culture•Values/Beliefs/Attitudes•Emotions

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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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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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Planning the Interview

• Selecting Strategies▫ The five strategies (theories) for planning

your interview are:1. Identification Theory2. Balance or Consistency Theory3. Inoculation Theory4. Induced Compliance Theory5. Psychological Reactance Theory

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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

•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

• Adapting the Interview▫ The possible types of interviewees:

1. Indecisive, Uninterested Interviewees2. Hostile Interviewees

Yes-but approachImplicate approach

3. Closed-Minded and Authoritarian Interviewees

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Conducting the Interview

•Presenting the Solution▫Establishing Criteria

Establish a set of criteria with the interviewee for evaluating all possible solutions to the need that you have agreed upon

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Conducting the Interview

•Considering the Solution▫Present your solution in detail▫If you consider more than one solution,

deal with one at a time▫Approach the solution positively,

constructively, and enthusiastically▫Help interviewees make decisions that are

best for them

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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

• Closing the Interview▫Trial Close▫Contract or Agreement▫Leave-taking

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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