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Interpersonal Interpersonal InfluenceInfluence

Interpersonal Interpersonal InfluenceInfluence

11: Inter-Act, 1311: Inter-Act, 13thth Edition Edition

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Interpersonal InfluenceInterpersonal Influence

The act of changing the attitudes or behaviors of others

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Interpersonal PowerInterpersonal Power• Coercive –Coercive – perception that a person can harm

us physically or psychologically

• Reward –Reward – perception that a person can provide monetary, physical, or psychological benefits

• Legitimate –Legitimate – power derived from being elected, selected, or holding a position of influence

• ExpertExpert – – power derived from having knowledge that partner does not

• Referent –Referent – power derived from the respect and admiration of others

Expert PowerExpert Power

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Referent PowerReferent Power

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Principles of PowerPrinciples of Power• Power is a perception, not a fact.

• Power exists within a relationship.

• Power is not inherently good nor bad.

• The person with more power can make and break the rules for the relationship.

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PersuasionPersuasion

Using verbal messages designed to influence the attitudes and behaviors

of others

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Reasons –Reasons – Statements that provide the basis or cause for some belief or action

Claims –Claims – Simple statements of belief or opinion

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Good ReasonsGood Reasons

• Are relevant to the claim

• Are well supported

• Are meaningful to the person you are

trying to persuade

Persuasive AppealPersuasive Appeal

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Personal CredibilityPersonal Credibility

The extent to which the target believes the speaker’s:

Expertise (Competence)

Trustworthiness

Likeability

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CompetenceCompetence

Perception that the speaker is well qualified to provide

accurate and reliable information

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TrustworthinessTrustworthiness The impression made by

people who seem to be:

Dependable

Honest

Keeping promises

Acting for the good of others more than for self

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LikeabilityLikeability

Congeniality

Attractiveness

Warmth

Friendliness

The combination of:

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Appeals to EmotionsAppeals to Emotions

• Emotions are often the driving force behind actions.

• Messages motivate others to act.

• Effectiveness depends on mood/attitude of partner and word choice.

Political Ads Appeal to EmotionsPolitical Ads Appeal to Emotions

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Behaviors Essential to Behaviors Essential to Ethical PersuasionEthical Persuasion

• Tell the truth.

• Resist personal attacks against those

who oppose your ideas.

• Show that you care about the effects on

others.

• Disclose the complete picture.

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• PassivePassive• AggressiveAggressive• Passive-aggressivePassive-aggressive• AssertiveAssertive

Asserting Rights and Asserting Rights and ExpectationsExpectations

Assertive/Aggressive/PassiveAssertive/Aggressive/Passive

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• Passive –Passive – reluctant to state opinions, share feelings

• Aggressive – Aggressive – lash out with little regard for the situation or for the feelings, needs, or rights of others

• Passive-aggressive – Passive-aggressive – exhibiting aggressive behavior by being unresponsive or stubborn or refusing to help

• Assertive –Assertive – truthfully expressing rights and needs while respecting others

Asserting Rights and Asserting Rights and ExpectationsExpectations

Passive ApproachPassive Approach• Concealing feelings rather than voicing rights

and expectations • Usually ineffective• Causes

– We may not believe we have rights– Fear that complaining will damage

relationship– Lack self-esteem– Lack social skills to stand up for ourselves

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Aggressive ApproachAggressive Approach• Name-calling, threatening, judging,

faultfinding

• Passive-aggressive behavior: messages indirectly express hostility (stubbornness, unresponsiveness, etc.)

• Different from argumentativeness: defending our own ideas or attacking the reasoning of others while giving them respect

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Social Media FlamingSocial Media Flaming• Flaming: sending an

aggressive message using social media

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Making a ComplaintMaking a Complaint• Begin by doing facework.

• Assume the violation was unintentional.

• Describe how your rights/expectations were violated.

• Describe how you feel about what has happened.

• Invite the person to comment on or paraphrase what you said.

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Making a ComplaintMaking a Complaint

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Making a RequestMaking a Request• Assume that your partner is willing to change

behavior if he or she understands the problem.• Politely but directly describe what you want the

other person to do.• Do facework.• Describe how the behavior violates your

rights/expectations.• Offer an alternative to your partner’s

unacceptable behavior.• Assume compliance and thank him or her.

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Refusing a RequestRefusing a Request

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Cultural VariationsCultural Variations

Asian cultures are less likely to engage in assertiveness in an effort to maintain harmony.

In Latin and Hispanic societies the concept of “machismo” often guides male behavior that goes beyond assertiveness.

Assertive behavior is practiced primarily in Western cultures.