JOHN DALY: Adovocacy

Advocacy
John Daly University of Texas (512) 471-1948 daly@mail.utexas.edu

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Idea Quality
Poor Low
Advocacy Skill Lucky Break
Good
Wasted Opportunity
High
Wasted SUCCESS! Investment
Tim Berners-Lee
David Warren
Pitched the idea of the WWW
Convinced the aviation industry to use black boxes
Ken Kutaragi
Successfully advocated the Sony PlayStation
Hyman Rickover
Joan Ganz Cooney
Sold the idea of Sesame Street
Created the nuclear Navy against deep opposition
William Campbell & Mohammed Aziz
Claire Patterson
Convinced Merck to manufacture and donate Mectizan
Successively convinced that world that leaded gasoline was dangerous
Edith Green & Patsy Mink
Art Fry Jim Delligatti
Successfully pitched Title IX
Persuaded McDonalds to introduce the Big Mac
Subversively sold Post-It Notes to 3M

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Robert Moses
Pushed for many of New York Citys parks, bridges, and highways
Felix Hoffman
Despite resistance, convinced Bayer to create aspirin

Wayne Meyer
Sold Aegis in the U.S. Navy
Bernie Meyerson
Touted silicon germanium within IBM

Billy Mitchell
AndJoe Perrone
Advocated airpower to the military against immense opposition
Candy Lightner
Successfully changed laws on alcohol and driving

Joseph Lister Rachel Carson
Convinced the world about the place of antisepsis
Advocated for reduced pesticides (DDT)

Robin Warren & Barry Marshall
Spent 20 years convincing the world that bacteria caused ulcers
Jean Monnet
Father of the European Community
Judah Folkman Tumor growth is angiogenesisdependent

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Creativity x Advocacy x Organization = Impact
Great Ideas, Weak Advocacy
0 10 0
x x x
0 0 10
x x x
0 0 0
= = =
0 0 0
0 10 10
x x X
0 1 10
x x X
10 10 10
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0 100 1000
Great Ideas, Great Advocacy
In Your Past What Have You Done to Successfully Market Ideas? _______________________________________________ _______________________________________________ _______________________________________________ _______________________________________________ _______________________________________________ _______________________________________________ _______________________________________________ _______________________________________________ _______________________________________________
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Components of Advocacy
Communicate Clearly Influence Others Build Credibility & Affinity
Create Partnerships
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Pre-Sell Your Idea
Communicate Clearly
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People Quickly Forget Information They Are Exposed To
Spitzer, 1939
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Enhancing the Clarity of Your Messages

Organize Your Message for Impact
A. Know your goal and purpose B. Drop what is unimportant C. Chunk what remains D. Structure your information for memorability - Primacy/recency Primacy Effect - When each works
Sign ethics statements at start
Recency Effect
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Be Redundant
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)
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Repetition is Only Helpful with Strong Arguments
Strong Arguments
Attitude
Weak Arguments
3 Repetitions
5
(Cacioppi & Petty, 1980)
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Be Redundant
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
KickStarter projects with videos succeed far more than those without videos 50% vs. 30% Images make things truthier; use graphs & images with uninvolved and people low in numbers skills, statistics with 16 involved
Dont Assume that Being Powerful Doesnt Mean You Shouldnt Be Redundant When Communicating 21% of managers without formal power send redundant messages for example, an email message after a face-toface meeting compared with just 12% of managers who have formal power. But the powerless managers get tasks done faster 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.
What matters to employees?
A. Humor B. Leaders C. Salary D. Hours E. Communication
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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 22 years away.
Nutrition Labels as Traffic Lights
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Visual Demonstrations are Convincing
Elisha Graves Otis cuts the cable to demonstrate his safety brake
A pole eight feet high was erected. A brass ring almost eight inches in diameter was then attached to this pole. Pilot Les Morris jockeyed his XR-4 around until he placed a long tube at the front of the helicopter directly through the center of the ring. Just as carefully he backed away without disturbing the ring. Next a dozen eggs were placed in a net bag and suspended from the same rod on the nose of the helicopter. Morris then circled the field with his delicate cargo and landed without cracking a single egg. And so the circus-like activities continued throughout the day. The conclusion was reached when the windmill airplane was hovered close to the landing area with a rope ladder hung over its side. An engineer on the ground grasped the ladder and climbed up it into the cockpit of the aircraft. At the end of the day there wasn't any question in the minds of the civilian and military audience that the XR-4 was a perfectly successful and practical helicopter.
Prototypes are especially useful in pitching ideas They are real; they reduce uncertainty
they force creator to ground idea in reality they can seduce decision-makers Assess level of expertise
Build many alternative prototypes One or two built sparsely but carefully
Difficulty of getting idea adopted

One prototype for verification and evidence Few or no comprehensive prototypes
Difficulty of creating prototype

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Tell Explain the Concept

Elevator Speech
Show Demonstrate
Prototypes
The closer these steps are to one another, the better the learning
Not: T-------------->S------------->D--------------->R
Do Leader Applies Concept

Seek Examples from Decision-makers
Respond Reinforce/Redirect
Show the Value
But: T---->S---->D---->R;--->T---->S---->D---->R
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People Retain More Information When They Are Engaged
90% 75% 50% 10% What we read 20% What we hear
30%
What we see What we see & hear What we say What we learn when talking and interacting
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Source: Johnson & Johnson Retention Study cited by Dell Global Training
Experiential Activities Communicate

Experiential exercises are one way of boosting the effectiveness of strategic communications within a top team. A strategist we know at a shoe manufacturer 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 on the floor of the executive suite, and the shoes were real ones from the company and its competitors. His colleagues had to classify the shoes right there and thenand he made his point. Similarly, we know another strategist who 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 see how their perceptions of quality were driven by brands and not manufacturing standards
Source: M. Birshan and J. Kar , McKinsey Quarterly, July 2012

Focus on Your Listeners Schema
A schema is a category system people have for organizing information Schemas help people remember information
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58 85 22 46 6 81 61 57 1 30 14 53 62 42 41 13 86 70 78 17 2 18 69 9 33 54 50 37 5 82 77 66 10 73 25 65 26 38 45 29 34 31 79 51 24 80 56 12 39 43 64 15 71 76 27 68 19 84 40 36 3 20 67 60 35 48 72 59 32 23 7 63 4 28 8 75 47 16 52 44 83 38 11 55
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To describe a "bridge," which is feminine in German and masculine in Spanish, the German speakers said "beautiful," "elegant," "fragile," "peaceful," "pretty," and "slender," and the 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
The Elevator Problem

The manager of a large office building has been receiving an increasing number of complaints 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 is improved. In response, the manager recently inquired into the possibility of adding one or two elevators to the building. Although it would be feasible, the only elevator company in the area has a six month backlog of orders. As an assistant to the manager, you were asked to come up with a plan to get two new elevators installed within three months. You must present the plan at the next staff meeting. Please circle one problem statement 1. To get two elevators within three months 2. To improve elevator service in the building 3. To get more people out of the building faster 4. To keep the tenants in the building happy 5. To keep upset tenants from moving 6. To keep the offices fully rented 7. To keep the manager happy with me 8. To keep my job
List several possible solutions for the problem statement youve chosen 1.___________________________________________________________________________ ____________________________________________________________________________ 2.___________________________________________________________________________ ___________________________________________________________________________
this exercise was devised by CRA
What causes crime? _________________________________________________________ _________________________________________________________ _________________________________________________________ _________________________________________________________
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Schemas aid people in understanding - The problem statement you choose shapes the solutions you generate - always make sure there is agreement Create decision about what the problem is agendas - when no solution seems to work, change the statement of the problem fight to define the problem--whoever wins the problem, determines the solutions
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Use schemas to enhance your effectiveness
1. You can adapt your message to your listeners schema 2. You can create a new schema for your listener
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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)
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Create Demand
You always have a choice: push vs. 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 grocery business of the 1930s, Arm & Hammer baking soda, and Nokia have in common?
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Meanings are in people, not in words or behavior
Words dont mean, people do - Cross-cultural misunderstandings happen because people assume words have meaning
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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 Pepsi brings your ancestors back from the grave, in Chinese. Frank Perdues chicken slogan, It takes a strong man to make a tender chicken was translated into Spanish as: It takes an aroused man to make a chicken affectionate.
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Number
Mandarin Pronunciation
Mandarin Homonym Definition
1 2 3 4 5 6 7 8 9
yi er san si wu liu qi ba jiu
together, want love, easy earn, live death me, not smooth together fortune, wealth long time
The Bank of China puts its trading floors on the eighth floor
On ATM machines, the numbers 6, 8, and 9 wear out quickest in China
The Beijing Olympics begin at 8PM on 8-8-2008
WSJ 5/24/07 p. a11
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Even within a culture misunderstandings arise because people assume words have meaning
- Mrs. Jones is an older woman. How old is she?
- Jack smokes too many cigarettes. How many does he smoke each day? - Court collects records. How many records does he have? - Mary makes a lot of money each month. How much does she make?
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What shapes meaning?
- need for inclusion - need for control - need for affection - need for efficacy
When Facebooks COO Sheryl Sandberg announced that the company would be hiring more 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 that affect hundreds of millions of people instead of tens of million, thats a trade-off worth making
When a need isnt met, everything you say gets interpreted in terms of that unmet need
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Product Development Incorporates Many Different Organizational Functions

To what extent does each of the following organizational groups participate in new product development? Research & Development/Engineering Marketing/Sales Manufacturing Procurement 15% 36% 72% 79% 77% 61% 13% 16% 23% 3% 5%
Logistics
Suppliers
5%
10%
55%
78%
40%
12%
Extensive participation Some participation No participation
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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Ask questions
The way you ask questions matters A. Closed versus open questions
Closed questions restrict the sorts of answers a person offers to a narrow range 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 allowing respondents freedom about how much and what information to offer. Tell me about yourself? What happened at the meeting? What do you know about process Y?
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Types of Questions
Typical Response
Questioner Control Time
Thought Provoking
Closed
Yes/No
High
Low
Low
Content
Facts Explanations, hypotheses, and underlying issues
Open
Low
High
High
Richness of Response
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Is everything working?
Do you understand?
Creativity is the top criteria for deciding, isnt it?
Open questions lead to iceberg statements
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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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B. Probe! - silence, nudging, follow-up questions, mirror probes C. Seek advice D. Listen for the answer
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E. Questions direct attention and consequently affect decisions
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 by 85, 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 negatively framed ones. Use implementation intention questions (Around what time do you expect you will head to the polls on Tuesday? Where do you expect you will be coming from when you head to the polls on Tuesday? What do you think you will be doing before you head 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.
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F. Avoid taking a position too soon
The Self Fulfilling Prophecy

1. Your confidence in the other is low 6. You feel your initial perception was correct 5. The others contributions and impact is low
2. You give the other non-critical, routine tasks

3a. The other feels unchallenged and bored 4. The other loses interest in the task and becomes unmotivated 3b. You interact minimally with the other (and micromanage)
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G. Use empowering questions
Focus on
Results (e.g., What can we do to on time) Solutions and opportunities What we want What we can do What is working
Rather than
Reasons (e.g. Why are we late?) Problems and threats What we dont want Who is to blame 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?____________________________________
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SPIN Questioning
Situation
To establish a context
(Information)
Questions
Leading to
Problem/ Opportunity Questions
So decisionmaker reveals
Statements of difficulties, problems, or dissatisfaction
Implied Need
Which makes the Implication decision-maker Questions feel the problem more clearly and (Expected Impact) acutely
Leading to
Which are developed by
Need-Payoff Questions
Benefit
So decisionmaker says Allowing the decision-maker to state
Explicit Need
Statements of wants and desires
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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 capacity advocates goal---sell the idea to management of getting more warehouse 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?
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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 and gets them to state implied needs (Implied needs are statements by people 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 induce pain (and make decision-maker anxious for a solution) - 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 competitive position? 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 to his 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 from the 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.
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Im getting old
Questions in SPIN Selling
Situation
Situation
Situation
Situation
Problem
Problem
Problem
Problem
Implication
Implication
Implication
Implication
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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 the problem - 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:
Blind test
70 60 50 40 30 20 10 0
Brand A Brand B No Difference
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A strong brand creates perceived differences

Comparison of homogeneous products:
Blind test
70 60 50 40 30 20 10 0
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Branded Choices 65
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60 50 40 30 20
23 12
10 0
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You are a brand in your organization
A major task of leaders is to build and protect the brand name of their organization.
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What is a brand? - familiar: we immediately recognize the brand - attention: we pay more attention to the brand - preferable: given a choice we select the brand - cachet: they give us status - quality: we perceive the brand to be high quality - dependable: we trust products using the brand - valued: we willingly pay more for the brand - extendable: we accept and buy new products us 74 that fit the brand name
The more precisely the position is determined, the less precisely the momentum is known in this instant, and vice versa.
Rejection
Levels of Brand Familiarity
Non-Recognition
Association/ Recognition Preference
Insistence
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Beware Of Insistence When It Comes To Technical Tasks

Leadership, People, Advocacy Tasks
Technical Tasks
Preference
Insistence
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Whats My Brand?
See What Youre Chosen For Are You Part of a Valued Unit?
Volunteer for Roles and See the Reaction
360 Degree Feedback
Quiz Trusted Colleagues
Ask Your Loved Ones
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Bolstering Your Brand Name

Leave the Firm Move Within the Firm Hope for an Outside Boss Keep Different Company Reinvent Your Brand Name Basic Principle: You Wont Get Discovered! You Need to Make Yourself Discoverable
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Enhancing Your Brand Name Principle of Resources: The individual who has more resources has greater impact. What resources do you offer your firm? ___________________________________________ ___________________________________________ ___________________________________________ ___________________________________________
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Move to your Competitive Advantage
high
Your competitive advantage
Value
low not at all very
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Scarcity (uniqueness)
How Am I Perceived?
Decision-Maker Perceived Trustworthiness Perceived Competency Perceived Social Effectiveness
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Creating and Maintaining Trust

Reliability (consistency) Honesty (keep promises) Faith (Good will)
Consistency in messages & standards No Lies or false feedback; fess up early
Character may almost be called the most effective means of persuasion. - Aristotle
Trust
Engaging in behaviors desired by other but not by self; no misplaced benevolence; trusting others; perspectivetaking; take-care of others; no blame
Consistent business performance; Dealing effectively with problems; overcoming information asymmetry
Trust is about predictability 84
Vulnerability (Open) Competency (Knows)
Building Trust Perceptions

Reliability
Keep your small commitments Follow-throughget things finished Alignment 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 mistakes Apologize if you have challenged trust Appear objective Reveal both good and bad things about the idea Openly raise the issue of trust Clear up misunderstandings immediately Let people overhear you
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Good Faith
Dont be creepy Engage in positive discretionary behaviorsbe nice Make sure your motives to get what you want dont seem too biased; if the only reason 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 present Fairness Humor increases trust Choose to do things not part of your job description Socializespend time with people in non-task related conversations; small talk builds trust Avoid explicit contracts Verify understandings Be clear about your intentions Show your similarity with others involved Show that your decision is free and independentno one if forcing you Let 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 86 Have someone who is trusted introduce you
How to Build Trust

Vulnerability
Argue against your presumed position Have something at stake; have something to lose Show that doing X will cost you Show that doing X is inconsistent with your self-interests let the other person have some control)
Competency
Your record of accomplishment Cite credible sources Summarize everything you looked at and indicate you chose X only after a thorough review
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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
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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
What secret tests tell us: You cannot not communication
Different people have different tests Everybody is an accountant
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Engage in perspective taking: Different people may see the same event or issue differently. People dont say things they know to be wrong
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Developing Perspective Taking Skills

Seek out interests that underlie positions
What? Why?
Position
I want a raise You are absolutely wrong Why dont you listen to me?
Possible Interests
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Participant
What Would She Say About This Issue?
Why?
Networks are Vital

Past View: Networks are a subversive way to get influence rather than through performance.
Networks
Influence Performance
Current View: Networks drive performance and, thus, influence.
Networks
Performance
Influence
Source: Baron, 2003
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Whats More Important:

What Do You Know?
Who Do You Know? Its Who Knows What You Know
Equally Important: Its not who you knows, its who knows you!
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Networking Skills
1. You have a bigger network than you think 2. Never underestimate the value of connecting
Metcalfes Law: the value of a network grows as the square of the number of its users
3. 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
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6. Do favors that cost you a little and gain you a lot; be 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
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Create a Like and Dislike List
Person
What, Who, etc. Do They Like?
What, Who, etc. Do They Dislike?
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What could go wrong? If it went wrong, who might help you resolve it?
Wrong?
Who Could Help?
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12. Differentiate between power and position---never assume that position implies power-- look for the informal influencers
13. Seek out opportunities to expand your network
Weak Link
- weak links matter (acquaintances count even more than friends because they have different sorts of links)
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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? 17. Manage your disclosures--dont overestimate your relational strengths
- associative versus reciprocal friends
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Building Advocacy Skills

Effective Advocates Forge Partnerships 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 - Stories are an especially effective way of communicating your ideas - People often get it through stories
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Effective Advocates Forge Partnerships Building Close Relationships Through Stories
- We record our history through narratives
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The grammar of a story
Successful Narrative
interesting and fun; what do they look like, what do they sound like Event-ActionSuspenseResolution Lesson that matches values
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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 specifics What are some scenes from your past that were important pivotal events for you? Describe them in detail, including circumstances and characters. How have your views of those scenes changed? How do the scenes still affect your life? What has surprised you? Caught your attention? Why?
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If you cannot tell stories, collect interesting factoids
_______________________________________________ _______________________________________________ _______________________________________________ _______________________________________________ _______________________________________________ _______________________________________________ _______________________________________________ _______________________________________________ _______________________________________________
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Building alliances
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
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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
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Pre-Selling Your Ideas
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The Three Question

Compared to Alternatives.
Clarity
What do they know about my position?

Uninformed Informed What do they think and feel about me? Negative How do they feel about my position? Negative Positive
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Credibility & Affinity
Positive

Effective Advocates Seek a Competitive Advantage Learn to choose your issues
- 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
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How Will I Know I Have Been Successful?

____________________________________________________________ ____________________________________________________________ ____________________________________________________________ ____________________________________________________________ ____________________________________________________________ ____________________________________________________________
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Understand your idea and what matters to you about it

Have contingency plans ready-alternatives are important
Must Issues
Give on what is not importantlove the outcome, not the product Frequency matters more than size
Should Issues Nice Issues
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Why Now?
Strengths: What are our strengths that make it possible to pitch this idea? What makes 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 to pitch this idea? Threats: What is wrong with the status quo? What external threats mandate we adopt this idea? What are our vulnerabilities? Why now?
What are the advantages of the idea? What does this idea do well? What are the positive changes facing us? What are the favorable trends?
Strengths
convert
match
Opportunities
convert
Internal
External
What factors are threatening us? What could kill us?
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Weaknesses
What could be improved? What is done poorly? (constraints)
Minimize/avoid
Threats
(vulnerability)
Minimize/avoid
Strengths
Abundant financial resources Great reputation-image Any distinctive competence Market leader Economies of scale Proprietary knowledge Patented processes Lower costs Good marketing image Superior managerial talent Better marketing skills Product quality Partnerships with other firms Distribution skills Committed employees
Weaknesses
Lack of strategic direction Weak spending on R&D Outdated facilities Obsolete technology Past failures Very narrow product line Limited distribution Higher costs Out-of-date products Internal operating problems Weak market image Poor marketing skills Limited management skills Under-trained employees
117
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
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
118
Create A Need Have A Plan Show Benefits
What Happens If We Dont Adopt

119
Dimensions of a Problem (Need)

Scope
Number of People Affected x Degree of Importance (Influence) of those People
Magnitude
Degree to which people are affected (e.g., life threatening)
Complexity
Degree of difficulty in resolving the issue
History
Random, cyclical, regular
120
Timing Matters
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)
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Establish the Urgency (Why Now?)

Crises encourage innovation (resolve a problem) Competitors Regulators Major Failures Time pressure (first mover) Media Market demand Interdependencies (without X we cannot do Y) Time pressure Powerful people
Consequences of not acting

122
Timing Matters
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

123
Timing Matters
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
124

Effective Advocates Seek a Competitive Advantage
Who Can Help? Who Can Hurt?
Help?
Hurt?
125
High Quality Arguments Have Bigger Impact on Persuasion When Delivered at Decision-Makers Optimal Time of Day
Evening people are influence more by the quality of arguments in evenings than they are in the morning
Source: Martin & Martin, Personality & Individual Differences, April 2013

Tailor Persuasive Appeals to the Personality of Decision-Maker Decision Maker
Connect with friends and family wherever you are. Keep up with business emails even when youre out of the office. With XPhone, youll always be where the excitement is. Stay safe and secure with the XPhone. Capture the world around you with our 8 megapixel camera.
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Source: Hirsh, Kang & Bodenhausen Psych Sci, Apr 2012
Agreeableness
Conscientious -ness
Extraversion
Neuroticism
Openness to new experience
Adapt to How Decision-Makers Think

Frame your arguments to the ways decisionmakers think
CognitiveThinker AffectiveFeeler
List of Product Attributes Cognitive Appeal
Pleasant Tasting Sample Affective Appeal
Decisionmaker is mostly a:
Source: Haddock, et al., 2008
Adapt to How Decision-Makers Think

Choose language that matches decisionmakers orientation
I think Cognitive Appeal
I feel Affective Appeal

Willingness to Donate Blood After Reading Message
Decisionmaker is mostly a:
CognitiveThinker AffectiveFeeler
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: Haddock, et al., 2008 Source: Mayer & Tormala, 2010
Educate; Involve; Grounded Commitment
Positive Nave Followers Cheerleaders Skeptics Cynics Negative

Abandon; Use Power
Bolster; Hug; Inoculate
Feelings About Idea
Answer Questions; Inform; Persuade
Adversaries
Evidence-Based Persuasion
Low
Knowledge & Understanding About Idea
High
130
Organizations Differ in How Quickly They Adopt New Ideas

Prospectors Seek out new opportunities; Value being first in the marketplace; broad scanning for opportunities
-% 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
Analyzers Fast followers; Bring a cost-efficient model to market; Great imitators; multiple markets; steady growth
-Development program ROI -Matrix structure -New product fit with business strategy - Stable product mix -Success/failure rate -% profit from new products -Low cost - Complex planning -Marketing/Applied research lead
Defenders Find a secure niche --protect it; focus on market penetration; solve engineering problems; single core technology
-Focused/narrow market; limited product range -New product fit business strategy -Emphasize efficiency & cost control -Invest in process improvement, not new products -Centralized control -Acctg/production lead -Measure against self
Reactors Respond only when forced to by the market; no clear business model; incoherent internally
-Development program ROI -New product fit with business strategy -Success/failure rate -Overall program success -Short-term orientation -Problem specific reactions -Limited viability
131
Miles & Snow, 1978; Griffin & Page, 1996

Effective Advocates Seek a Competitive Advantage
Know the answer to WIIFT
Person
Whats in it for them?
132
Match Your Proposal to Decision-Makers Needs and Wants

Organizational Reputation Financial Efficiency Individual Status Relationship Enhancement Productivity Safety/Security Appearing Effective or Creative Pleasing Customers
133
134
Preparing to Persuade
What Are The Likely Objections?
Objection
We lack the resources I have a better idea It will be too hard to do I dont like you
Response
Objection
Response
135
Preparing to Persuade
Handling Objections & Questions
Anticipate and then reduce the number of nos
Over-prepare Be the master of the follow-up response Listen carefully (are you listening or just waiting to talk?) Use every concern as an opportunity to further your case Turn negatives into positive Why 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 message Treat each as a valid concern Clarify rather than argue
136

Effective Advocates Seek a Competitive Advantage Labeling is a key skill
Get a label branded in decision-makers minds
- 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
NAVSEA INDIAN HEAD Naval Surface Warfare Center The National Center for Energetics
137
Labels Matter
Source: Wansink, B., Payne, C., & North, J. (2007). Physiology & Behavior, 90 (5), 712-716
Asked to comment on a statement about "climate change," 74% of people in a survey of more than 2,000 adults said the problem is real; asked to comment on the same statement but with the term "global warming" used instead, only 68% said the problem is real.
Attitudes matter: Republicans are more sensitive to these differences than Democrats Carbon tax or carbon offset? Toll or user fee? Drilling for oil or energy exploration An unusually cold day may increase doubts about global warming more so than about climate change
AARP changes from seniors to members
Source: HBS Daily Stat, It's all in a name: 'Global warming' versus 'climate change, March 14, 2011; Hardisty, Johnson & Weber (2011) A Dirty Word or a Dirty World? Attribute Framing, Political Affiliation, and Query Theory
Create an Image
Let people imagine the future with your idea implemented We infer quality from observable features (exterior of car; restaurant parking lot)
140
141
Images Do Matter
142
Which is Healthier?
Note: Everything is identical except the color
Elmo Matters
Children (8-11) are 65% more likely to choose an apple over a cookie if that apple had an Elmo sticker on it.
144
Source: Wansink, Archives of Pediatrics and Adolescent Medicine, 2012
Features are different from benefits

Because of _______ you can _________ which means ________
(feature) (function) (benefit)
Feature
Function
Benefit
145
Portability
Use on road
Connect to office
Easy to use
Rugged casement
Microcircuitry
High resolution flat LCD display
Wireless modem
6-hour battery
Low-profile, built-in disk, CD drives
Compact keyboard
Trackball Wrist rest mouse on keyboard
146
147
And What Would This Mean?
Bring Home the Point!!!!
148
Adoption Process
Awareness Interest Evaluation Trial
Primarily or high involvement issues!
Adopt?
Individual first learns about the new idea; lacks complete information
Individual considers risk/benefit Potential adopter seeks information about idea
Continue to use Individual pilots (make trial purchase to determine value

149
An Opinion Leader is Someone Who is Knowledgeable About Products and Whose Advice is Taken Seriously By Others
Are Often Among the First to Adopt New Ideas
Are Similar to the Others in Values and Beliefs Are Technically Competent and Have Expert Power
Opinion Leaders
Have Slightly Higher Social Status Are Socially Active in Their Community
Reduce Risk: Have Prescreened, Evaluated, and Synthesized Information About the Idea
Have Connections Outside of Their Community
150
Rate of Adoption Determinants

Relative advantage Compatibility Complexity Possibility of trial use Observability
If you want to accelerate the rate of adoption you can manipulate these five characteristics to some extent
151
Characteristics of Successful Innovations for the Cautious Audience

Provable: You can demonstrate that your product works (let people try it out) Divisible: The idea can be segmented; adopting it one step at a time Reversible: If it fails, all is not lost Tangible: It makes a difference in lives Fit: It fits with prior investments and builds on them Familiar: It is consistent with previously successful idea Future Alignment: It is in line where we are heading Publicity Value: It will make us look good
Adapted from Rosabeth Moss Kanter in Business 2.0 (2/2002), p 87.
152
People make decisions in biased ways.
Understanding those biases will aid in you in advocating your ideas
153

Effective Advocates Understand Biases
The availability heuristic
- People emphasize vivid, most available information

The anchoring bias - People reference anchors they have for information
Judges were asked to roll dice between reading the documents in a case and making their sentencing judgments. Those who rolled a one gave lower sentences than those who rolled a six.
Restaurants will add some overpriced wines lower down on the menu to the ones at the top of the menu seem reasonable
154
155
156
157
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
A packet of one hundred $100 bills is less than 1/2" thick and contains $10,000. Fits in your pocket easily and is more than enough for a week or two of shamefully decadent fun.
http://www.pagetutor.com/trillion/index.html
One Million Dollars!!!

Believe it or not, this next little pile is $1 million dollars (100 packets of $10,000). You could stuff that into a grocery bag and walk around with it.
And a $100 million is.
And a billion is

The negativity effect - People overemphasize negative information and underweight positive information
The contrast effect - People judge information in terms of what came before
163

Nudging - Create settings, events that make people engage in different behaviors without feeling forced
164
Opt-in Versus Opt-out for Organ Donation
Countries with opt-out systems have 25-30% higher donation rates than countries with opt-in systems. Among 17 European countries there is a 16.3% increase in donation when donation is the default.
12%
99%
166
Nudge in the Cafeteria

Move chocolate milk behind the white milk and children buy more white milk Have cafeteria workers ask each child Do you want a salad? increased sales by a third Placing nutritious food like broccoli and fruit at the beginning of the lunch line, rather than in the middle, increase student purchases by 10-15 percent Decreasing the size of bowls from 18 to 14 ounces reduces the average cereal serving 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 cream sales Children given the choice between carrots and celery were more likely to eat their vegetables than students forced to take only carrots Creating a healthy express: checkout line for students not buying deserts and chips double the sales of health sandwiches Encouraging 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
167
You Can Prime Tipping Behavior by the Shape of the Dish

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, which activate altruism and helping behavior.
Source: Nicolas Guguen (2013).Helping with all your heart: the effect of cardioid dishes on tipping behavior. J. Appl. Soc Psych

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 with the message, find the message irrelevant, or dont like the source of the message
169

The Socratic effect - People tie information that co-occurs together even if seemingly irrelevant
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 similar opinions and have more similar attributes and personalities to ourselves than they really do.
170

Escalation & Entrapment - People can get trapped into positions they dont want to take
Overcoming: Separate proposer from decision-maker
The norming bias - People dont want to appear deviant, especially in uncertain situations
The likelihood that teenagers will become addicted to cigarettes increases with every smoking scene they see in movies If you tell people what percentage of their neighbors has already paid their taxes, you are more likely to get late filers to pay than if you nag them in another way
171
172
Who Hangs Up the Towels?
HELP SAVE THE ENVIRONMENT. You can show your respect for nature and help save the environment by reusing your towels during your stay. PARTNER WITH US TO HELP SAVE THE ENVIRONMENT In exchange for your participation in this program, we at the hotel will donate a percentage of the energy savings to a nonprofit environmental protection organization. The environment deserves our combined efforts. You can join us by reusing your towels during your stay. JOIN YOUR FELLOW GUESTS IN HELPING TO SAVE THE ENVIRONMENT Almost 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.
38%
36%
48%
Source: APS Observer, April 2005

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 actually reduces people willingness to choose
174
175

Effective Advocates Influence Opinions
Balance Theory - People prefer consistency among their beliefs - When people believe there are inconsistencies among their beliefs they will try to restore consistency by making a change
176

Lite Beer
John
Famous Athletes
177
In 2010, sales of Lego's Taj Mahal kit rose 663% after soccer superstar David Beckham told fans in an internet chat that he had recently built the model, one of Lego's most challenging and expensive ($300), in a hotel room in Italy. Lego makes figurines representing Beckham and his wife, Victoria
Celebrities appear in 20%-25% of TV ads in the U.S., 57% in South Korea, 178 and 85% in Japan.

God Term
Your Listener
Your Idea
179

Elaboration Likelihood Theory - 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
180
The Place of InvolvementCentral Route

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
181
The Place of Involvement-Peripheral Route

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 Professional chefs are labels 13% more likely than the Images and graphs (vs. statistics with involved) average consumer to
less expensive, private label items (e.g., flour).
Typical consumers are more likely to buy brand name headache relievers than experts (e.g., MDs and pharmacists).
182
183
Moods Affect Persuasion People in happy mood decrease their attention to argument strength Positive mood Negative mood
Heuristic and global processing of information; reliance of general knowledge; less working memory available Effortful processing, careful, analytical, systemic, and detail-oriented
Fighting the mood effect: Highlight the transient causes of the mood--Make the mood irrelevant to the task
184
Affect as Information Model: Moods provide people with conscious feedback about on-going non-conscious appraisals; positive moods signal things are safe and benign and thus careful processing is not important; negative moods signal a problem leading to a need to engage in careful and systematic processing
Well Fed Judges Are Nicer
Source: Danziger et al. Proc of Nat Acad of Sci, Mar-Apr, 2011

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?)
187

(a) Modify likelihood
Likelihood
Buying A will be expensive Buying A will be a hassle
Value
-3 -2 +1
Product
-2.1 -1.2 .6 -2.7
Buying A will create pride
.70 .60 .60
Attitude
188

(a) Modify likelihood
Likelihood
Value
-3 -2 +1
Product
-2.1 -1.2(-.6) .6 -2.7(-2.1)
.70 ** .60 (.30) .60
New attitude
189

(b) Modify value
Likelihood
Value
-3 -2 +1(+2)
Product
-2.1 -1.2(-.6) .6(1.2) -2.7(-1.5)
.70 .60 (.30) ** .60
New attitude
190

(c) Add new belief
Likelihood
Value
-3 -2 +1(+2) +2
Product
-2.1 -1.2(-.6) +.6(1.2) +1.6 -1.5(+.1)
191

Buying A will be fun **
.70 .60 (.30) .60 .80
New attitude
Likelihoods
Excellent 100 Good 75
Values
Average 50 Fair 25 Poor 0
Criteria
Marketability Development Costs Risks Competition Material Availability
Weight
.2 .2 .15 .15 .15
Score
X X X X X
20 15 15 7.5 7.5
Patent Issues Cannibalization

Total
.10 .05
1.00
X X
2.5 3.75
75
192
Likelihoods
Excellent 100 Good 75
Values
Average 50 Fair 25 Poor 0
Criteria Marketability Development Costs Risks Competition Material Availability Patent Issues Cannibalization Global vs Local Value Total
Weight .2 .2 .15 .15 .15 .10 .05 ? 1.00
Score
X X X X X X X ? ?
20 15 15 7.5 7.5 2.5 3.75 ? ?

193
Add a New Criteria
Beliefs
194
Create New Criteria

From an early age [Dieter] Mateschitz [creator of Red Bull] showed an aptitude for selling an idea, like the time he persuaded his mother to let him attend university in Vienna rather 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 in life, and that was to become a ship engineer.
Source: Business Week, 5/23-29, 2011, p. 67
199
Perceived Confidence
Perceived Competence
What convinces is conviction
Lyndon Johnson
200
Language intensity: The degree to which your language choices vary from neutrality. Perceptions of confidence are associated with greater language intensity.
My idea is: Okay Issue The new project has __________ potential His skills are _______
Adequate
Good Low
Great Moderate
Lots of
High
201
Range of opportunity Where most of us are Too much
Judgment
Confidence
202
Strong qualifiers: Qualifiers can weaken or strengthen your statements 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 some features that could possibly make it somewhat successful. Apparently, there are a few features that could, under some circumstances, be helpful. But, it will depend upon how much it costs. It isnt really that expensive so we should probably adopt it.
203
Lexical diversity: The amount of variation in your word choice Perceptions of confidence are associated with greater lexical diversity
Firm -- Organization -- Company -- Business Plan -- Proposal -- Idea -- Concept
Problem Talkative
Clear
204
Vivid details: How vividly and detailed your statements are when describing an event, idea, person, or product 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.
205
Vivid Language Affects Peoples Judgments
45
Estimated Speed
40 35 30
25
20 smashed collided bumped hit contacted
Loftus & Palmer, 1974
206
Irrelevant Details Increase Perceptions of Quality

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 of predictions from this perspective, which we 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 harvest strongly predicts that a portion will be shared beyond the household of the acquirer, the effects of key measures of foraging risk (e.g., failure rate) are comparatively weak: Harvests from high risk hunt types are usually shared more often than those from low-risk hunt types in the same macropatch, but increases in risk overall do not accurately predict increases in the probability of sharing. In addition, free-riders (those who take shares but do not reciprocate) are not discriminated against, those who share more often and more generously do not predictably receive more, and most sharing relationships between households (over 80%) involve one-way flows. Drawn from an entire different study in a different field 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 of predictions from this perspective, which we 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 harvest strongly predicts that a portion will be shared beyond the household of the acquirer, the effects of key measures of foraging risk (e.g., failure rate) are comparatively weak: Harvests from high risk hunt types are usually shared more often than those from low-risk hunt types in the same macropatch, but increases in risk overall do not accurately predict increases in the probability of sharing. In addition, free-riders (those who take shares but do not reciprocate) are not discriminated against, those who share more often and more generously do not predictably receive more, and most sharing relationships between households (over 80%) involve one-way flows. A mathematical model (TPP = T0 fT0d2f fTP df ) is developed to describe sequential effects.
Irrelevant Details Increase Perceptions of Quality
Source: K. Eriksson (2012). The nonsense math effect Judgment and DecisionMaking, Vol. 7, 746749
Make Declarations: The degree to which your language Is direct, clear, unambiguous; no jargon
Martin Luther King: I have a dream vs. I have a strategic plan that will enhance our competitive opportunities Thomas Jefferson wrote the Declaration of Independence not a Colonial white paper We need to modify our logistical supply chain to bolster the velocity of our delivery systems to our markets __________________________________________________________ __________________________________________________________ His performance on the team project far exceeded the parameters of expected quality __________________________________________________________ 209 __________________________________________________________
Use powerful metaphors, analogies: People often get it with a strong metaphor or analogy
-"We have gone from boom to bust faster than anytime since the oil shock," said Stephen S. Roach, the chief economist of Morgan Stanley, a New York investment bank. "When you screech to a halt like that, it feels like getting thrown through the windshield. -The experience of going through an in-depth audit by the IRS is an autopsy without the benefit of death.
Were spending too much money ________________________________________________ There is a great deal of demand for our product ________________________________________________
210
211
Sound organized: When you sound organized, people believe you are more confident and competent - use orienting and summarizing statements - naming points (but beware of announcing the count ahead of time) - highlight organization on visuals
We need to talk about the shift changes, the recent hires, the benefits plan, and the consultants report. _____________________________________________________ _____________________________________________________
212
213
Prime people unconsciously: When you use words that imply what you are seeking people will be more open to the influence
- is kind agree she very - dinner Jack ate comply his - drove oblige home he fast - off television turn the conform - watched movie he the is - to Michelle bed influenced went - the off computer convinced was - she car accept cleaned the - Marcus sick very was red - plane the off took concurred - persuaded Jeff yesterday Paula red - she tired was brought very
Source: Epley & Gilovich, JESP, 1999
214
Priming Matters
70
Percentage of people who interrupted after being primed to be polite or rude
60 50 40 30 20 10 0 Polite Neutral Rude
Source: Bargh, JPSP, 1996, 71, 235
215
Priming Voting: Voting in a School Makes People More Likely to Support Educational Initiative
Support for Tax Increases to Fund Schools - Placing decals indicating stores accept MasterCard or Visa makes them consumers more likely to make a purchase
64%
56%
Source: Berger, et al. Contextual priming: Where people vote affects how they vote. PNAS, July 1, 2008 vol. 105 no. 26 88468849
Images Can Motivate
XXXXXXXXXXXX XXXXXXXXXXXX XXXXXXXXXXXX XXXXXXXXXXXX XXXXXXXXXXXX
XXXXXXXXXXXX XXXXXXXXXXXX XXXXXXXXXXXX XXXXXXXXXXXX XXXXXXXXXXXX
Telephone fundraisers who got information about the school with a picture of a woman winning a race in the background collected 33% more money
217
Precision counts: More precise numbers communicate greater confidence and more believability
- When choosing between two dishwashers, a long warranty receives more weight when a fine-grained unit results in a large numerical difference between the two warranties (e.g., 84 months vs. 108 months) than when a coarse unit results in a smaller numerical difference (e.g., 7 years vs. 9 years) - The more fine grained the numbers, the more precise people perceived the speaker to be (1 year vs. 365 days) - People felt that a battery touted to last up to "two hours" would function for just 89 minutes, but they believed, on average, that a battery with life up to "120 minutes" would last 106 minutes - People predict a more timely launch when told a new product would appear in 104 weeks than if they are told it will appear in 2 years
But only when communicated by humans; not with machines
218
Source Pandelaere etal. 2011; Zhang & Schwartz, 2012
Simple is better: The simpler your language, the more confident you sound
Forgetting the business logic and the price, there will be options down the road there, I would answer your question about capable and that we werent really quite capable yet because our army was doing all the other stuff we had to do, particularly the systems conversionsThe army will be capable to do other stuff sometime next year, which is reasonable. Doesnt mean we will.
or Jaime Dimon, CEO, J.P. Morgan
Were not ready to do a deal yet

"Words easy to be understood do often hit the mark; when high and learned ones do only pierce the air." John Bunyan 219
NYTimes, 11/9/05
"We can do no great things. Only small things with great love." Mother Theresa
Convoluted Speech Hurts Financial Results

In a Harvard study of 11,436 conference call transcripts by 4,540 firms based in 41 different countries outside the United States between 2002 and 2010, executives who failed to speak plainly in a way investors could understand faced various market consequences, including lower trading volume, restricted price movement, and inconsistent analyst forecastsall after controlling for the actual earnings news. When its too complex to understand, we find that investors have lower confidence about the information being disclosed. It is during the more spontaneous Q&A section of the conference calls that many executives, particularly those who don't speak English fluently, tend to stumble. When answering questions off the cuff, they are more likely to use complex and convoluted speech that can be difficult for investors to decipher.
Source: 2013: http://hbswk.hbs.edu/item/7312.html
220
Simple is better: The simpler your language, the more confident you sound
Perform an analysis of Take action on Reach a conclusion about Exhibits a tendency to Make a recommendation that Make an examination of Give consideration to Due to the fact
221
Analyze Act Conclude Tend
Dont show off

Annually Comprehend
Spatial Temporal Assistance Primary Disseminate Utilize Attenuate
222
Every year Understand

Space Time Help First
Dont show off
Equities Fixed Income
Stocks Bonds
Asset Allocation
Dollar Cost Averaging
Diversification
Automatic Monthly Investments
223
Avoid Compounding In regard to Despite the fact that

In the event that At a later date
About Although
If Later
Until such time as

As to whether At the present time
Until such time as

224
Nonverbal Immediacy: The more immediate your nonverbal behavior, the more confident you are perceived
As appropriate: Gaze
more gaze leads to greater influence (e.g., hitch-hikers; change to make calls; requesting donations) powerful people break eye contact last dominant people look more when speaking and less while listening than less dominant people
Facial Expressions
positive affect (e.g., smiling, attentiveness, nods) yield greater persuasiveness
225
Personal Space
greater proximity generates more influence (e.g., volunteering, donations) dominants vary in their space (closer or further) dominants can invade the space of less dominant
Environment
dominants expect and receive bigger and better space decorate for power sit on the right side (people are more persuaded when messages come into the right ear rather than the left ear)
Body Movement & Posture

Host the party Comfortable but active Dominant people are more relaxed posturally; adopt positions that occupy more space Forward lean (e.g., hugging the lectern) Erect posture
226
High power posture
Low power posture
Assume a high power posturetestosterone rises; assume a low power posture, testosterone decreases
Participants are then given $2 and asked if they want to keep the money or potentially double it in a gambling exercise. People in high power postures are far more likely to gamble than those in low power posture positions
After taking a low or high power position, participants are given 5 minutes to prepare a five minute speech to deliver to 2 evaluators. People were prepared in high power delivered more effective, more captivating, presentations.
Carney, Yap, & Cuddy, 2010; Cuddy, et al. 2013 Benefits of power posing before..;images from Time, 11/29/2010
Posture When Using Technology Affects Assertiveness
Before leaving participants alone in a room, a researcher said, If I am not here in five minutes, please come get me at the front desk. This graph shows how long participants waitedor whether they left the room at all. The results were tied to the size of device the participant had been using.
Source: 2013----http://hbswk.hbs.edu/item/7271.html
Gestures
Animated but purposeful (e.g., dominants use more expansive gestures, pointing at people) More emblems (one-to-one meaning e.g., shush, baseball) yield greater recall More illustrators yield greater influence More adaptors, less influence
Researchers deliberately performed misleading hand gestures to suggest inaccurate information in a video. These hand gestures included chin stroking to suggest someone had a beard, although the man in the video did not have a beard. Interviewees were three times more likely to recall seeing a beard when one was gestured to them, than those interviewees who were not gestured to. Other hand gestures included touching a ring finger (to suggest a ring), grasping a wrist (to suggest a watch) and pretending to pull on gloves. All of these gestures implied details that did not actually appear in the video, and the results were similar to those with the misinformation about the beard.
Touch
light touch encourages influence dominants engage in more non-reciprocal touch
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Vocal
rapid speech rate (with people who are good listeners, people who uninvolved, people who disagree with you) slower speech for (a) emphasis, (b) when people like the message short response latencies higher variety in volume (loud to soft to loud) pausing and punching high proportion of speaking time first speakers deeper voices (makes you feel more powerful as well as sound more powerful)
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Effective Advocates Influence Meetings
1. Before the meeting 2. During the meeting 3. After the meeting
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Message Strategies
Using Evidence as an Influence Tactic
Evidence must be seen as relevance Evidence needs to be believable New evidence is the best evidence Evidence should be comprehensible Best used when: - you think you may be seen as low credible - you think you may be seen as having vested interests - you use multiple sources - strategically cite sources of evidence
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JOHN DALY: Adovocacy

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JOHN DALY: Adovocacy

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Advocacy

John Daly University of Texas (512) 471-1948 daly@mail.utexas.edu

Wasted SUCCESS! Investment

Pitched the idea of the WWW

Convinced the aviation industry to use black boxes

Successfully advocated the Sony PlayStation

Joan Ganz Cooney

Sold the idea of Sesame Street

Created the nuclear Navy against deep opposition

William Campbell & Mohammed Aziz

Convinced Merck to manufacture and donate Mectizan

Successively convinced that world that leaded gasoline was dangerous

Edith Green & Patsy Mink

Art Fry Jim Delligatti

Successfully pitched Title IX

Persuaded McDonalds to introduce the Big Mac

Subversively sold Post-It Notes to 3M

Despite resistance, convinced Bayer to create aspirin

Sold Aegis in the U.S. Navy

Touted silicon germanium within IBM

Advocated airpower to the military against immense opposition

Successfully changed laws on alcohol and driving

Convinced the world about the place of antisepsis

Advocated for reduced pesticides (DDT)

Spent 20 years convincing the world that bacteria caused ulcers

Father of the European Community

Judah Folkman Tumor growth is angiogenesisdependent

Creativity x Advocacy x Organization = Impact

Great Ideas, Weak Advocacy

Great Ideas, Great Advocacy

Pre-Sell Your Idea

People Quickly Forget Information They Are Exposed To

Enhancing the Clarity of Your Messages

Enhancing the Clarity of Your Messages

B. Repetition can be helpful

Repetition is Only Helpful with Strong Arguments

Enhancing the Clarity of Your Messages

What matters to employees?

A. Humor B. Leaders C. Salary D. Hours E. Communication

Its All in What You Compare Things To

Its All in What You Compare Things To

Its All in What You Compare Things To

Its All in What You Compare Things To

Nutrition Labels as Traffic Lights

Visual Demonstrations are Convincing

Difficulty of getting idea adopted

Difficulty of creating prototype

Tell Explain the Concept

Do Leader Applies Concept

People Retain More Information When They Are Engaged

90% 75% 50% 10% What we read 20% What we hear

Experiential Activities Communicate

Source: M. Birshan and J. Kar , McKinsey Quarterly, July 2012

Enhancing the Clarity of Your Messages

The Elevator Problem

What causes crime? _________________________________________________________ _________________________________________________________ _________________________________________________________ _________________________________________________________

Enhancing the Clarity of Your Messages

Enhancing the Clarity of Your Messages

How Do You Create a New Category?

What causes crime? _____________________________ _ _ _____________________________