Idea Quality
Poor Good
Low Lucky Wasted
Advocacy Break Opportunity
Skill
High Wasted
Investment
SUCCESS!
Advocacy 1
Components of Advocacy
Communicate
Clearly
Influence Build
Others Affinity
Pre-Sell Create
Your Idea Partnerships
Advocacy 2
Building Advocacy Skills
Create Partnerships
"The quality of the people is less important than the quality of
the connections between them."
Reuben McDaniel
Advocacy 3
Building and Using Interpersonal Networks
• Task performance is critical, but networking helps
– Jobs
– Knowledge
- Promotability
- Influence
• Networking is the task of leaders: Up to 80% of effective GM’s time
is spent building and maintaining networks
• Key: who you know is less important than who knows you
Advocacy 4
Networks are Vital
Past View:
Networks are a Networks
subversive way to Influence
get influence rather Performance
than through
performance.
Current View: Networks
Networks drive
performance and, Performance
thus, influence.
Influence
Source: Baron, 2003
Advocacy 5
Outside Your Organization Within Your Organization
Superiors
Seniors
Peers YOU Peers
Subordinates
Juniors
Advocacy 6
Networking Skills
1. You have a bigger network than you think
2. Never underestimate the value of “connecting”
Metcalfe’s Law: the value of a network grows as
the square of the number of its users
3. Don’t burn bridges--you may need them later
4. Keep in touch—regularly
5. Over-reciprocate: Do more than they do---but don’t
appear to be manipulative
Advocacy 7
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 characteristics—what
makes them unique
8. Exercise your network--a network that you don’t
use, goes away
9. Network others—become the parent of relationships
Advocacy 8
10. Differentiate between power and position---never
assume that position implies power-- look for the
informal influencers
Weak Links
11. Seek out opportunities to
expand your network
- weak links matter (acquaintances count even more than
friends because they have different sorts of links)
Advocacy 9
12. Befriend those without friends
13. Proximity, proximity, proximity
14. Remember “Thumper’s rule”--Don’t
be negative; it will get back to them
- the question: would you say it to their face?
15. Manage your disclosures--don’t
overestimate your relational strengths
- associative versus reciprocal friends
Advocacy 10
Building Advocacy Skills
Effective Advocates Forge Partnerships
The Importance of “Face” Sensitivity
- Face refers to who we want to be seen as
- Most of us have two very basic
face concerns:
autonomy and positive evaluation
- All of us have individual face concerns
Advocacy 11
Building Advocacy Skills
Effective Advocates Forge Partnerships
The Importance of “Face” Sensitivity
- When our face is ―stepped on,‖ we react by
suppressing, withdrawing, seething, lashing out,
retaliating, or becoming resistant
- We need to know others’ face concerns
- by observation
- by listening
Advocacy 12
Building Advocacy Skills
Effective Advocates Forge Partnerships
The Importance of “Face” Sensitivity
- We can also communicate in face
sensitive ways
Case: Someone is late for work
Face threatening: “You’re always late. You must not
care about this job!”
Face sensitive: “I notice you’ve been late a lot
recently. Is something going on I can help you with?”
Advocacy 13
When you have to say “no”
– Discuss what it would take to accomplish
– Talk about what you can do, not what you can’t
– Use a three step sequence
Propose
Empathize Explain
alternatives
Advocacy 14
Too Many Choices
Positive Emotions Overwhelms People
Net Feelings
(Positive-
+ Negative)
Number of
0 choices
-
Negative Emotions
Advocacy 15
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
Advocacy 16
What Makes a Narrative Interesting
Coherence (clarity, flow, and organization)
Vividness (imaginable and memorable descriptions)
Thematic complexity (multiple interpretations lie below
the surface)
Topic familiarity (with the theme)
Informational completeness (sufficient to be
understood)
Suspense (evoking momentary feelings of mystery)
Advocacy 17
The grammar of a story
Narrative
Advocacy 18
Building Advocacy Skills
Effective Advocates Forge Partnerships
- Guidelines for effective narrative
tell it quickly
make a strong point
confirm listeners’ values
veracity is important
invoke images listeners can identify with
personal stories are best
Advocacy 19
Did you know:
• Just to keep your balance while standing you need to work 300 muscles
• A rat can last longer without water than a camel. Rats also can have sex 20 times a day, their teeth
are 5.5 times harder than steel, can kills cats, have been spotted swimming up to three miles from
land, and did not cause the bubonic plague (it was the fleas that filled—rats died too)
• Your stomach has to produce a new layer of mucus every two weeks or it will digest itself.
• The dot over the letter "i" is called a tittle.
• A raisin dropped in a glass of fresh champagne will bounce up and down continuously from the
bottom of the glass to the top.
• A female ferret will die if it goes into heat and cannot find a mate.
• A 2 X 4 is really 1-1/2 by 3-1/2.
• During the chariot scene in "Ben Hur," a small red car can be seen in the distance.
• Donald Duck comics were banned from Finland because he didn’t wear pants.
• Because metal was scarce, the Oscars given out during World War II were made of wood.
• The number of possible ways of playing the first four moves per side in a game of chess is
318,979,564,000.
• There are no words in the dictionary that rhyme with orange, purple and silver.
• The name Wendy was made up for the book "Peter Pan." There was never a recorded Wendy
before.
• The very first bomb dropped by the Allies on Berlin in World War II killed the only elephant in the
Berlin Zoo.
• If one places a tiny amount of liquor on a scorpion, it will instantly go mad and sting itself to death.
20
• Bruce Lee was so fast that they actually had to s-l-o-w film down so you could see his moves.
• The first CD pressed in the US was Bruce Springsteen's "Born in the USA."
• The original name for butterfly was flutterby.
• The phrase "rule of thumb" is derived from an old English law which stated that you couldn't beat
your wife with anything wider than your thumb.
• The first product Motorola started to develop was a record player for automobiles. At that time, the
most known player on the market was Victrola, so they
•called themselves Motorola.
• Roses may be red, but violets are indeed violet.
• By raising your legs slowly and laying on your back, you cannot sink into quicksand.
• Celery has negative calories. It takes more calories to eat a piece of celery than the celery has in it
to begin with.
• Charlie Chaplin once won third prize in a Charlie Chaplin look-alike contest.
• Chewing gum while peeling onions will keep you from crying.
• Sherlock Holmes NEVER said "Elementary, my dear Watson."
• An old law in Bellingham, Washington, made it illegal for a woman to take more than 3 steps
backwards while dancing.
• The glue on Israeli postage is certified kosher.
• The Guinness Book of Records holds the record for being the book most often stolen from Public
Libraries.
• Astronauts are not allowed to eat beans before they go into space because passing wind in a
spacesuit damages them. Not to mention the other drawback.
• Bats always turn left when exiting a cave. Advocacy 21
• It is impossible to lick your elbow.
• A crocodile can't stick its tongue out.
• A shrimp's heart is in their head.
• People say "Bless you" when you sneeze because when you sneeze, your heart stops for a mili-
second.
• In a study of 200,000 ostriches over a period of 80 years, no one reported a single case where an
ostrich buried its head in the sand (or attempted to do so - apart from Bones ).
• It is physically impossible for pigs to look up into the sky.
• A pregnant goldfish is called a twit
• Between 1937 and 1945 Heinz produced a version of Alphabetti Spaghetti especially for the German
market that consisted solely of little pasta swastikas.
• In average, a human being will have sex more than 3,000 times and spend two weeks kissing in their
lifetime. (I think I'm way behind, darn it)
• More than 50% of the people in the world have never made or received a telephone call.
• Rats and horses can't vomit. (luck critters)
• The "sixth sick sheik's sixth sheep's sick" is said to be the toughest tongue twister in the English
language.
• If you sneeze too hard, you can fracture a rib. If you try to suppress a sneeze, you can rupture a blood
vessel in your head or neck and die. If you keep your eyes open by force, they can pop out.
• Rats multiply so quickly that in 18 months, two rats could have over million descendants.
• Wearing headphones for just an hour will increase the bacteria in your ear by 700 times.
Advocacy 22
• If the government has no knowledge of aliens, then why does Title 14, Section 1211 of the Code of
Federal Regulations, implemented on July 16, 1969, make it illegal for U.S. citizens to have any contact
with extraterrestrials or their vehicles?
• In every episode of Seinfeld there is a Superman somewhere.
• The cigarette lighter was invented before the match.
• Thirty-five percent of the people who use personal ads for dating are already married.
• A duck's quack doesn't echo, and no one knows why.
• 23% of all photocopier faults worldwide are caused by people sitting on them and photocopying their
buttocks.
• In the course of an average lifetime you will, while sleeping, eat 70 assorted insects and 10 spiders.
• Most lipstick contains fish scales.
• Cat's urine glows under a black light.
• Like fingerprints, everyone's tongue print is different.
• Over 75% of people who read this will try to lick their elbow. (I came extremely close---may have
something to do with being double-jointed in my shoulders)
Advocacy 23
Building alliances
• Generate external support for idea
Grassroots 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
Don’t disagree with people on unimportant issues
Advocacy 24
• 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 needs—make 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
Advocacy 25
Building alliances
• Be part of the “team”
Be perceived as a team player (“First, I want you to know that I will
support whatever the team decides….”)
Understand group identity
Understand your relationship with them…know who owes what to
whom
Don’t make them look bad; don’t “trash” the past
• Get people excited
Vision
Energy
Credibility
Optimism
Advocacy 26
Product Development Incorporates Many Different
Organizational Functions
To what extent does each of the following organizational groups participate in new product
development?
Research &
79% 16% 5%
Development/Engineering
Marketing/Sales 77% 23%
Manufacturing 36% 61% 3%
Procurement 15% 72% 13%
Logistics 5% 55% 40%
Suppliers 10% 78% 12%
Extensive participation
Some participation
No participation Source: IBM Insights for Business Value
(Supply Chain Networks), 2004
Building Advocacy Skills
Pre-Selling Your
Ideas
Advocacy 28
The Three Question
Compared to Alternatives….
What do they know about my position?
Uninformed Informed
What do they think and feel about me?
Negative Positive
How do they feel about my position?*
Negative Positive
* Includes both feelings about the specific issue and the processes involved in
adopting the proposal
Advocacy 29
Understand your idea and what matters to you
about it
• Have contingency Must Issues
plans ready--
alternatives are
important Should Issues
• Give on what is Nice Issues
not important—love
the outcome, not
the product
Advocacy 30
Importance: Does your idea __________________________
deliver something that is highly __________________________
valued? __________________________
Distinctive: Does your idea offer __________________________
special things that other __________________________
proposals lack? __________________________
Superiority: Is you idea superior __________________________
to other ways of obtaining the __________________________
benefit? __________________________
Communicable: Are the __________________________
strengths and differences of your __________________________
idea understandable and visible? __________________________
Advocacy 31
Building Advocacy Skills
Effective Advocates Seek a Competitive Advantage
Distinguish your idea
- What’s your “niche?”
- Is this the right time, right place, right audience?
- Complete a SWOT analysis
Advocacy 32
SWOT
Strengths: What makes this idea especially good?
Weaknesses: What are the problems with the idea?
Opportunities: What are the advantages of the idea?
Threats: What is wrong with the status quo? Why now?
What are the advantages What are the positive changes
of the idea? What does facing you? What are the
this idea do well? favorable trends?
Strengths Opportunities
match
Internal convert convert
External
Weaknesses Threats
(constraints) (vulnerability) What factors are
What could be improved? Minimize/avoid Minimize/avoid threatening us? What
What is done poorly? could “kill” us?
Advocacy 33
Strengths Weaknesses
• Abundant financial resources • Lack of strategic direction
• Great reputation-image • Weak spending on R&D
• Any distinctive competence • Outdated facilities
• Market leader • Obsolete technology
• Economies of scale • Past failures
• Proprietary knowledge • Very narrow product line
• Patented processes • Limited distribution
• Lower costs • Higher costs
• Good marketing image • Out-of-date products
• Superior managerial talent • Internal operating
• Better marketing skills problems
• Product quality • Weak market image
• Partnerships with other firms • Poor marketing skills
• Distribution skills • Limited management skills
• Committed employees • Under-trained employees
Advocacy 34
Opportunities Threats
• Rapid market growth • Entry of foreign competition
• Rival firms are complacent • Introduction of new substitutes
• Changing customer • Resource shortage
needs/tastes • New regulations
• Opening of foreign markets • Product life cycle in decline
• Mishap of rival firm • Changing customer needs/tastes
• New product uses • Rival firms adopt new strategies
• Economic boom • Increased regulation
• Deregulation • Recession
• New technology • New technology
• Demographic shifts • Demographics shifts
• Other firms seeking alliances • Foreign trade barriers
• High brand switching • Poor performance of ally firm
• Sales decline for a substitute
• New distribution methods
Advocacy 35
Position Your Proposal in Terms of the Needs that
Exist for Your Idea
Needs of Your Customers and Your Organization
Need 1 Need 2 Need 3 Need.. Need.. Need k
Feature of Proposal a
Feature of Proposal b
Feature of Proposal c
Feature of Proposal…
Feature of Proposal n
Advocacy 36
Dimensions of a Problem (Need)
Scope
Number of People Affected
x Degree of Importance Magnitude
(Influence) of those People Degree to which people are
affected (e.g., life threatening)
Complexity
Degree of difficulty in
resolving the issue History
Random, cyclical, regular
Advocacy 37
Timing Matters
Economics Creates Opportunities
Flush times are better, in most cases
In tough times, saving money seems key
In good times, no radical risks
Radical risks in tough economic times
Understand the budget cycle
Commit to the long term
Grasp where you are in the business cycle (e.g.,
announcing new product leaves customers
unwilling to buy old product—inventory of old
builds)
Advocacy 38
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
Advocacy 39
Timing Matters
Feasibility---can the idea be implemented?
Graft to current ideas or existing strategies
Demonstrate it is doable
Reassure that talent and technology is available
The “almost done” strategy
Advocacy 40
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
Advocacy 41
Create A Need
Have A Plan
Show Benefits
What Happens
If We Don’t Adopt
Advocacy 42
Building Advocacy Skills
Effective Advocates Seek a Competitive Advantage
Do a “competitor analysis”
- How is your idea different from other ones?
- What are the advantages (strengths) and disadvantages
(weaknesses) of various alternatives?
- Anticipate resistance: What won’t they like?
Advocacy 43
Inform; Involve;
Grounded Commitment
Positive Bolster; Inoculate
Naïve
Cheerleaders
Followers
Feelings Answer Questions;
About Idea Skeptics Inform; Persuade
Cynics
Adversaries
Abandon; Use
Negative Power Inform; Persuade
Low Knowledge & High
Understanding About Idea
Advocacy 44
Organizations Differ in How Quickly They Adopt New Ideas
Prospectors Analyzers Defenders Reactors
Seek out new Fast followers; Bring Find a secure niche Respond only when
opportunities; Value a cost-efficient --protect it; focus on forced to by the
being first in the model to market; market penetration; market; no clear
marketplace; broad Great imitators; solve engineering business model;
scanning for multiple markets; problems; single incoherent
opportunities steady growth core technology internally
-% profit from new -Development program -Focused/narrow -Development
products ROI market; limited product program ROI
-% sales from new -Matrix structure range -New product fit with
products -New product fit with -New product fit business strategy
-Products lead to new business strategy business strategy -Success/failure rate
opportunities - Stable product mix -Emphasize efficiency -Overall program
-Wide product mix -Success/failure rate & cost control success
-Multiple technologies -% profit from new -Invest in process -Short-term
-Marketing/R&D lead products improvement, not new orientation
-Decentralized control -Low cost products -Problem specific
-Task forces/project - Complex planning -Centralized control reactions
teams -Marketing/Applied -Acctg/production lead -Limited viability
-Acquisition common research lead -Measure against self
Miles & Snow, 1978; Griffin & Page, 1996
Advocacy 45
The products we sell can best be described as products which are:
(a) More innovative, continually changing and more broad.
(b) Fairly stable in certain markets and products which are innovative in other markets
(c) Well defined and relatively stable
(d) Constantly changing to meet the demands of the marketplace
Our firm has an image in the marketplace as a manufacturer which:
(a) Has a reputation for being innovative and creative
(b) Adopts new ideas and innovations only after careful analysis
(c) Offers fewer products/services but those we offer are high in quality
(d) Reacts to opportunities or threats in the marketplace to maintain our position
The time our firm spends monitoring changes in our business arena can best be described as:
(a) Lengthy: We are continually monitoring the marketplace
(b) Average: We spend a reasonable amount of time monitoring the marketplace
(c) Minimal: We really don’t spend much time monitoring the marketplace
(d) Sporadic: We sometimes spend a great deal of time and at other times spend little
time monitoring the marketplace.
Gould & Carlson, Rev Agricul Econ, 20, 612-630
Advocacy 46
Recent changes in our sales are probably due to our practice of:
(a) Aggressively entering new markets
(b) Concentrating on existing markets and producing new products/services after careful
review of their potential
(c) Concentrating on fully developed markets which we currently serve
(d) Responding to marketplace pressure by taking few risks
Essential to our firms success is our commitment to:
(a) Insuring that the people, resources, and equipment required to develop new products
and new markets are accessible to our firm
(b) Careful selection of new products while paying close attention to costs and revenues
(c) Controlling costs
(d) Making sure that we are well protected against potentially critical threats
The skills which our managerial employees posses can best be described as:
(a) Broad and entrepreneurial: their skills are diverse and flexible
(b) Analytical: their skills enable them to identify trends and develop new products
(c) Specialized: their skills are concentrated into one, or a few, specific areas
(d) Fluid: their skills are related to the near-term demands of the marketplace
Gould & Carlson, Rev Agricul Econ, 20, 612-630
Advocacy 47
The main thing that enables us to compete with other manufacturers (competitors) is that we are
able to:
(a) Consistently develop new products and enter new markets
(b) Carefully analyze trends and adopt practices with a successful track record
(c) Do a limited number of things exceptionally well
(d) Respond to trends that show promise
Our management staff tends to concentrate on:
(a) Developing new products and expanding into new markets
(b) Identifying market opportunities that are proven winners
(c) Maintaining a secure financial position through cost and quality control
(d) Activities or business functions which currently require the most attention
Our firm prepares for the future by identifying:
(a) Trends and opportunities in the market that may result in new products or services
(b) Trend which have displayed long-term potential while also solving problems related to
out current product mix and customer needs
(c) Problems which, if solved, will help our bottom line
(d) The best possible solutions to those challenges that require immediate attention
Gould & Carlson, Rev Agricul Econ, 20, 612-630
Advocacy 48
The structure of our organization:
(a) Is product and market oriented
(b) Is primarily functional in nature, however a product or market-oriented structure does
exist in new or larger product offering areas.
(c) Is functional in nature. That is, we are organized by departments
(d) Continually changes as we face new problems and opportunities
The procedures we use to evaluate performance can best be described as:
(a) Decentralized and participatory encouraging many members to be involved
(b) Centralized in established product areas and participatory in new product areas
(c) Highly centralized and primarily the responsibility of senior management
(d) Oriented towards those reporting requirements which demand senior management
Gould & Carlson, Rev Agricul Econ, 20, 612-630
Advocacy 49
Administrative Structure
Prospector Analyzer Defender Reactor
Dominant Marketing & Finance &
Planning Staff Troubleshooters
Coalition R&D Production
Problem & Comprehensive Inside/out;
Crisis oriented &
Planning Opportunity with incremental Control
disjointed
planning changes dominated
Product and/or Staff Tight formal
Functional/Line
Structure market dominated/Matrix authority/Loose
authority
centered oriented operating design
Centralized &
Market Multiple Avoid
formal/
Control performance/ methods; Careful problems/Handle
financially
Sales volume risk calculations problems
anchored
Gould & Carlson, Rev Agricul Econ, 20, 612-630
Advocacy 50
Engineering (Production/Cost)
Prospector Analyzer Defender Reactor
Product
Technological Flexibility & Technological
Cost efficiency development &
Goal innovation synergism
completion
Multiple Focused, core Interrelated Changing
Technological
technologies; On technology; Basic technologies; At technologies;
Breadth
the frontier expertise the “frontier” Fluidity
Technical Standardized;
Technological Incrementalism & Ability to
personnel skills; Maintenance
Buffers synergies experiment
Diversity programs
Gould & Carlson, Rev Agricul Econ, 20, 612-630
Advocacy 51
Entrepreneurial
Prospector Analyzer Defender Reactor
Product Broad;
Segmented; Narrow; Carefully Uneven;
Market continuously
Carefully adjusted focused Transient
Domain expanding
Calculated Opportunistic
Success Active initiator of Prominence in
follower of thrusts &
Posture change their market
change coping
Domain
Market &
Competitive dominated; Sporadic &
environmental
Surveillance oriented & Cautious/strong issue
oriented aggressive
thorough organization dominated
search
monitoring
Enacts product Assertive but
Cautious
market careful product
Growth advances in Hasty change
development & market
productivity
diversification development
Gould & Carlson, Rev Agricul Econ, 20, 612-630
Advocacy 52
Prospector Analyzer Defender
Proactiveness High Medium Low
Differentiation High High Low
Low Cost Strategy High Low Low
Market Focus
Narrow Moderate Broad
(Segmentation)
New Product
High Moderate Low
Importance
New Product
High High Low
Success Rate
Balanced (Incentive
Sales Compensation Incentive-based Incentive-based
& Fixed)
SBU Autonomy Strong Strong Weak
Slater & Narver, 1993; Slater & Olson, 2000
Advocacy 53
An Organization’s “Market Orientation” Affects Its Openness
to New Ideas
Generation of market
intelligence related to current and
future customer needs (e.g., Meet
with customers regularly; market research;
quickly detect changes) New-to-firm innovations
Dissemination of the
intelligence across the firm
Market
(e.g., much internal discussion among Orientation
everyone in firm; cross-department
communication)
New-to-market innovations
Organizational responsiveness
to the information
(e.g., quick response to new information; focus
on external issues rather than internal politics)
Increased profitability
Sandvik & Sandvik, Intern J Market. 2003
Advocacy 54
Building Advocacy Skills
Effective Advocates Seek a Competitive Advantage
What are the likely objections?
Objection Response Objection Response
We lack the
resources
I have a better idea
Doing it will be
hard
I don’t like you
Advocacy 55
Building Advocacy Skills
Effective Advocates Seek a Competitive Advantage
Pro Con
- -
- -
- -
- -
- -
- -
- -
- -
Advocacy 56
Differing perceptions
on the importance of Bureaucratic
your idea inertia Desired
Position
Forces
Resisting
Disruptions caused by Resource
Change
your idea to team requirements
Present
Position
Forces
Customer Sense of crisis Supporting
demands in firm Change
Competitor New
pressures technologies
Advocacy 57
Building Advocacy Skills
Effective Advocates Seek a Competitive Advantage
Labeling is a key skill
- Labels become the shorthand for your idea
- Get people to use your label
- Understand what you label brings to mind
NAVSEA – INDIAN HEAD
Naval Surface Warfare Center
The National Center for Energetics
Advocacy 58
Labels Matter
Create an Image
• Let people imagine the future with your idea implemented
• We infer quality from observable features (exterior of car;
restaurant parking lot)
Advocacy 60
Advocacy 61
Welcome to breathtaking Tokyo Water Park where you can wash
away the pressure and stress of the overcrowded city and relax
with your friends in the soothing enjoyment of sun, fun and
splashing
Tokyo Water Park
Advocacy 62
Advocacy 63
Advocacy 64
Features are different from benefits
Because of _______ you can _________ which means ________
(feature) (function) (benefit)
Feature Function Benefit
Advocacy 65
Portability Use on road Connect to office Easy to use
Rugged Micro- High Wireless 6-hour Low-profile, Compact Trackball Wrist rest
casement circuitry resolution modem battery built-in disk, keyboard mouse on keyboard
flat LCD CD drives
display
Advocacy 66
The screwdriver battery contacts are
covered by a plastic sliding door
The screwdriver battery is protected
from accidental shorting
Your screwdriver will have
dependable power that will make it
easy to use for important household
projects
Advocacy 67
People don’t want to buy a three
quarter-inch drill
People want a quarter-inch hole
That will let them keep their
memories fresh by hanging pictures
of loved ones on the wall
Advocacy 68
Building Advocacy Skills
Effective Advocates Seek a Competitive Advantage
Stay Centered on Your Audience
- Who is your audience?
- What matters to your audience about the idea?
- Always remember the key concern:
“What’s in it for me?”
Advocacy 69
Building Advocacy Skills
Effective Advocates Seek a Competitive Advantage
Know the answer to WIIFM
Person “What’s in it for me?”
Advocacy 70
Match Your Proposal to Decision-Makers’ Needs and Wants
Organizational Reputation
Financial
Efficiency
Individual Status
Relationship Enhancement
Productivity
Safety/Security
Advocacy 71
Practicality
(business driven, what
Too an extreme, is needed)
antithetical to
innovation Low High
37%* 25%
Pasteur,
High Bohr
Curiosity (pure science)
Keynes
(science (scientific inspiration)
driven, what
is possible) Low (accident) Edison
(solving problems)
21%
* Percentage of developments
in cardiovascular or pulmonary
disease Source: Stokes, Pasteur’s Quadrant, 1997
Advocacy 72
Building Advocacy Skills
Effective Advocates Seek a Competitive Advantage
A basic maxim:
People seek rewards and avoid punishments.
Find things in your idea that offer pleasure to
others or allow them to avoid pain.
Advocacy 73
Building Advocacy Skills
Effective Advocates Seek a Competitive Advantage
Leverage Support
- Whom does your idea depend upon?
(your dependencies)
- whose cooperation do you need?
- whose compliance do you need?
- what opposition would stop me?
Advocacy 74
Building Advocacy Skills
Effective Advocates Seek a Competitive Advantage
Who Are the Decision-Makers?
Advocacy 75
Building Advocacy Skills
Effective Advocates Seek a Competitive Advantage
How would my idea affect others?
Person Impact
Advocacy 76
Questions You Might Ask
• Are the final decision-makers in the • What kind of facts and data best
audience? convinces decision-makers?
• Are there any listeners who are not • What turns them on?
decision-makers, but influencers? • What else might influence the decision?
• Are they prepared to act now? • What is the attitude of listeners towards
• How do they make decisions? you, your subject, and your organization?
• How much can they commit? • What is their background and education?
• How much do they know? • What are they especially proud of or loyal
• What do they want/need? to?
• What points must they agree with in order • Whose opinions do they respect
to accept your proposal? • Are their local customers or prejudices that
• What do listeners expect/feel comfortable might affect how you are received?
with, in terms of content & pitch? • What do you have in common with them
• Have you considered the political issues (background, feelings, experience)?
involved in the presentation? • Are their words or topics better left unsaid?
77
Adoption Process
Stages in the adoption process:
– Awareness: individuals first learn of the new idea, but they lack
full information about it.
– Interest: potential ―buyers‖ begin to seek information about it.
– Evaluation: they consider the likely benefits of the idea.
– Trial: they make trial ―purchases‖ to determine its usefulness.
– Adoption/rejection: if the trial ―purchase‖ produces
satisfactory results, they decide to use the product regularly.
Advocacy 78
Categories of Adopters Based on Relative Times
of Adoption
Time of Adoption of New Product*
Innovators Early Early Late Laggards
Adopters Majority Majority
2.5% 13.5% 34% 34% 16%
*excludes nonadopters - those who never adopt the innovation
Advocacy 79
The “S” Curve of Adoption
Reaching
market
saturation
Rate of
adoption Early adopters Rapid market
& niche growth
markets
Time
Advocacy 80
Two Step Flow of Influence Person
Person
Opinion Person
Media Leader
Person
Media Messages Do Not
Influence People Directly; Person
Opinion Leaders Mediate the This person
Media; The Media Informs is optimally
People; Opinion Leaders homophilous
Influence People (similar)
Advocacy 81
Opinion Leaders’ Sources of Influence
• Personification of Accepted Values: Opinion leaders views are
accepted as the norm; people trust their opinions to be the way
things should be.
• Competence (What one knows): Opinion leaders are more
knowledgeable than others; therefore people trust their opinions
and views.
• Who They Know (Strategic Social Position): Opinion leaders are
located at the center of the network; they are in the position to
network innovators with everyday people.
Advocacy 82
An Opinion Leader is Someone Who is Knowledgeable About
Products and Whose Advice is Taken Seriously By Others
Are Technically
Are Often Among
Competent and Have
the First to Adopt
Expert Power
New Ideas
Are Similar to Reduce Risk:
the Others in Have Prescreened,
Values and Beliefs Opinion Evaluated, and
Leaders Synthesized
Have Slightly Higher Information About
Social Status the Idea
Have Connections
Are Socially Outside of Their
Active in Community
Their Community
Advocacy 83
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
Advocacy 84
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.
Advocacy 85
Building Advocacy Skills
Effective Advocates Seek a Competitive Advantage
How Do People View Me?
- what is my “brand reputation?” What am I known
for in the organization?
- A “brand” allows certain actions and disallows
others
Advocacy 86
Understanding Your Personal
Strengths
Strengths Weaknesses
Advocacy 87
Understanding Your “Brand” Name
What is a brand?
- familiar: we immediately recognize the brand
- attention: we pay more attention to a brand
- preferable: given a choice we select the brand
- dependable: we trust products using the brand
- valued: we willing pay more for the brand
- extendable: we buy new products under the
brand name
Advocacy 88
How distinctive is your brand?
Differentiation How are you different from others?
Brand
Strength How important is your brand to me
Relevancy and my life? What would I miss if
you weren’t here?
How much regard do I have for
Esteem your brand? Do I think of you
Brand positively or negatively? Or …
Stature How much do I know about your
Knowledge brand? Do I know what you
contribute?
Advocacy 89
Brand Strength
Differentiation How distinctive is your brand?
Relevancy How important is your brand to me and my life?
Brand Stature
Esteem How much regard do I have for your brand?
Knowledge How much do I know about your brand?
Advocacy 90
20
Differentiation
& Relevancy
Niche Leadership
Brand
10
Strength
Unknown/
Eroding
Unfocused
2
2 10 20
Brand
Stature
Esteem &
Advocacy
Knowledge 91
Levels of Brand
Rejection Familiarity
Non-Recognition
Association/
Recognition
Preference
Insistence
Advocacy 92
People have “brand” names as well. You are known for certain things
and not known for other things. From the day you join your firm, you
are establishing a “brand” name. What is your “brand” name within
your firm?
____________________________________________________
____________________________________________________
The more you understand your “brand” name within your firm, the
more effective you will be within the organization
Your Others Your Others
perception perceptions perceptions
perception
Good understanding
No understanding
Advocacy 93
What Comes to Mind
As a colleague As a person
_________________ _________________
_________________ _________________
As a leader
As an idea person _________________
_________________ _________________
_________________
Advocacy 94
Brands allow or preclude you from succeeding and
getting credit for what you do
“Brand” name What it implies within your firm
Advocacy 95
Enhancing Your “Brand” Name
Principle of Resources: The individual who has
more resources has greater impact.
What resources do you offer your firm?
___________________________________________
___________________________________________
___________________________________________
___________________________________________
Advocacy 96
The only resources that “matter” are those that are
valued within your firm.
Principle of Scarcity: Resources that are particularly
scarce are very valued
Bottom Line: Develop resources that are both valued
and scarce within your firm. What might these be?
_______________________________________________
_______________________________________________
_______________________________________________
_______________________________________________
Advocacy 97
Enhancing Your “Brand” Name
Communicate your brand name
“What exactly do you do?”
___________________________________________
___________________________________________
___________________________________________
___________________________________________
Advocacy 98
Move to your Competitive Advantage
high Your competitive
advantage
Value
low
not at all very
Scarcity (uniqueness)
Advocacy 99
Building Advocacy Skills
People make decisions in biased ways.
Understanding those biases will aid in you in
advocating your ideas
Advocacy 100
Building Advocacy Skills
Effective Advocates Understand Biases
The availability heuristic
- People emphasize vivid, most available
information
The anchoring bias
- People reference anchors they have
for information
Advocacy 101
Advocacy 102
Advocacy 103
Advocacy 104
―Harris Interactive recently polled 23,000 U.S. residents employed full-time within key
industries and in key functional areas. Consider a few of their most stunning findings:
• Only 37% said they have a clear understanding of what their organization is
trying to achieve and why
• Only one in five was enthusiastic about their team’s and organization’s goals
• Only one in five said they have a clear ―line of sight‖ between their tasks and
their team’s and organization’s goals.
• Only 15% felt that their organization fully enables them to execute key goals
• Only 20% fully trusted the organization they worked for.
If, say, a soccer team had these same scores, only four of the 11 players on the field
would know which goal is theirs. Only two of the 11 would care. Only two of the 11
would know what position they play and know exactly what they are suppose to do.
And all but two players would, in some way, be competing against their own team
members rather than the opponent.”
Stephen Covey, The 8th Habit
Advocacy 105
Building Advocacy Skills
Effective Advocates Understand Biases
The negativity effect
- People overemphasize negative information and
underweight positive information
The contrast effect
- People judge information in terms of what came before
Advocacy 106
Building Advocacy Skills
Effective Advocates Understand Biases
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
Advocacy 107
Building Advocacy Skills
Effective Advocates Understand Biases
Escalation & Entrapment
- People can get trapped into positions they don’t want
to take
Overcoming: Separate proposer from decision-maker
The norming bias
- People don’t want to appear deviant, especially in
uncertain situations
Advocacy 108
Building Advocacy Skills
Effective Advocates Understand Biases
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 committed…but too many choices actually
reduces people willingness to choose
Advocacy 109
Advocacy 110
Respond to each item using a scale of 1 (strongly disagree), 2 (disagree), 3 (somewhat
disagree), 4 (neither disagree nor agree), 5 (somewhat agree), 6 (agree), or 7 (strongly agree).
1 2 3 4 5 6 7 Whenever I’m faced with a choice, I try to imagine what all the other possibilities are, even ones that
aren’t present at the moment.
1 2 3 4 5 6 7 No matter how satisfied I am with my job, it’s only right for me to be on the lookout for better
opportunities.
1 2 3 4 5 6 7 When I am in the car listening to the radio, I often check other stations to see if something better is
playing, even if I am relatively satisfied with what I’m listening to.
1 2 3 4 5 6 7 When I watch TV, I channel surf, often scanning through the available programs even while
attempting to watch one program.
1 2 3 4 5 6 7 I treat relationships like clothing: I expect to try a lot on before finding the perfect fit.
1 2 3 4 5 6 7 I often find it difficult to shop for a gift for a friend.
1 2 3 4 5 6 7 Renting videos is really difficult. I am always struggling to pick the best one.
1 2 3 4 5 6 7 When shopping, I have a hard time finding clothing that I really love.
1 2 3 4 5 6 7 I’m a big fan of lists that attempt to rank things (the best movies, the best singers, the best athletes,
the best novels, etc.).
1 2 3 4 5 6 7 I find that writing is very difficult, even if it’s just writing a letter to a friend, because it is so hard to
word things just right. I often do several drafts of even simple things.
1 2 3 4 5 6 7 No matter what I do, I have the highest standards for myself.
1 2 3 4 5 6 7 I never settle for second best.
1 2 3 4 5 6 7 I often fantasize about living in ways that are quite different from my actual life.
B. Schwartz Scientific American Mind, 2005, 14, 5
Maximizers:
• They make better objective choices than satisficers but get less satisfaction from them
• The getting higher paying jobs out of college but are less happy with them than
satisficers
• After making decisions, they are more likely to worry about the choices they did not
make
• Maximizers are less happy with their efforts
• In life:
• higher depression
• less happiness
• less optimistic
• higher regret sensitivity (regret about option chosen)
• more likely to be ―paralyzed‖ when presented with equally good choices
When shopping:
• engage in more product comparisons
• take longer to make decisions about what to purchase
• read labels more, subscribe to more consumer magazines
• try out more new products
• spend more time comparing their purchasing decisions with those of others
• more regret after making purchases
Advocacy B. Schwartz Scientific American Mind, 2005, 14, 5 112
Building Advocacy Skills
Effective Advocates Understand Biases
Immediacy Bias
- We discount or devalue the significance of outcomes that
are delayed as opposed to ones that are close at hand.
Auction for Celtic tickets: $28.51 for cash; $60.64 for credit card
Trip tomorrow or trip a year from now
Endowment (Mere Ownership) Effect
- We demand a higher value for an item we own than we
would be willing to pay for that item as a buyer
Mug Exercise
Advocacy 113
Building Advocacy Skills
Influence Others
Advocacy 114
Building Advocacy Skills
Effective Advocates Influence Opinions
Basic question: Do people like to change?
When you try to persuade someone, what should you
consider?
Advocacy 115
Building Advocacy Skills
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
Advocacy 116
Building Advocacy Skills
Effective Advocates Influence Opinions
“Lite” Beer
? +
John Famous Athletes
+
Advocacy 117
Advocacy 118
Advocacy 119
Building Advocacy Skills
Effective Advocates Influence Opinions
“God” Term
+ +
Your Listener Your Idea
?
Advocacy 120
Building Advocacy Skills
Effective Advocates Influence Opinions
Reactance Theory
- People want a sense of freedom. When that sense of freedom is
threatened, they work hard to re-establish that sense
- Never push too hard—it might boomerang
- Use “reverse psychology”
Advocacy 121
Building Advocacy Skills
Effective Advocates Influence Opinions
Expectancy-Value Theory
- people’s 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?”)
Advocacy 122
Building Advocacy Skills
Effective Advocates Influence Opinions
The current state:
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
Current attitude -2.7
Advocacy 123
Building Advocacy Skills
Effective Advocates Influence Opinions
(a) Modify likelihood
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)
Advocacy 124
Building Advocacy Skills
Effective Advocates Influence Opinions
(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)
Advocacy 125
Building Advocacy Skills
Effective Advocates Influence Opinions
(c) Add new belief
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 +1.6
New attitude -1.5(+.1)
Advocacy 126
Know and Understand the Organization’s Formal
and Informal Criteria
Formal criteria
• Understand the ―checklists‖
• Manipulate what gets included in the checklist
Probability of Market Success
Criteria Fit Time to Market Development Success
Score 3 2 1 3 2 1 3 2 1 3 2 1 Total
Project A X X X X 10
Project B X X X X 5
Project C X X X X 8
Advocacy 127
• Know the weights associated with the screening criteria
- Manipulate the criteria
- Manipulate the weights
Excellent Good Average Fair Poor
Criteria Weight Score
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
Total 1.00 75
Advocacy 128
Perceived Confidence
Perceived Competence
Advocacy 129
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 Good Great
Issue Low Moderate High
The new project has
Lots of
__________ potential
His skills are _______ Adequate
Advocacy 130
Range of
opportunity
Too much
Where
most of
us are
Judgment
Confidence
Advocacy 131
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 isn’t really that expensive so we
should probably adopt it.
Advocacy 132
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
Advocacy 133
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 red sports car sped past the stop sign.
Jack made a great presentation!
_______________________________________________
_______________________________________________
Advocacy 134
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”
__________________________________________________________
__________________________________________________________ 135
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.”
We’re spending too much money
________________________________________________
There is a great deal of demand for our product
________________________________________________
Advocacy 136
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 consultant’s report.
_____________________________________________________
_____________________________________________________
137
Prime people unconsciously: When you use words that
imply what you are seeking, people will be more open to
the notion
- is kind agree she very
- dinner Jack ate comply his
- drove oblige home he fast drove
- off television turn the conform
Source: Epley & Gilovich, JESP, 1999
138
Nonverbal immediacy: The degree to which your
nonverbal behaviors signal interest and involvement
The more immediate your nonverbal behavior, the
more confident you are viewed.
When appropriate:
Gestures: Animated, but purposeful gestures
Lean: Leaning slightly forward
Posture: Erect and direct
Movement: Comfortable but active
Vocal variety: Use voice, pauses, punch
Volume: Strong and authoritative
Gaze: Don’t fear looking at your listeners
139
Avoid powerless language:
Confidence is revealed by powerful language choices
Disfluencies: “uh,” “okay,” “you know,” “ah”
Hedges: Well, this isn’t that important, but…”
Meaningless particles: “Oh my gosh, really?”
Emotional rather than intellectual evaluations
Tag questions: This is great, isn’t it?
Declarative statements delivered as questions
“What time is the meeting?”“Around eleven?”
Overly polite forms
Advocacy 140
Building Advocacy Skills
Effective Advocates Influence Meetings
1. Before the meeting
2. During the meeting
3. After the meeting
Advocacy 141
Building Advocacy Skills
Effective Advocates Influence Meetings
Your attention to process should match your concern
for the issue.
Overemphasizing either at the expense of the other
will create problems
Advocacy 142
Cialdini’s Tactics of Influence
Reciprocation--We should repay, in kind, what another person has
provided us.
1) Favors and gifts
2) Reciprocal concessions
a) negotiation norm
b) rejection-then-retreat a.k.a. ―door-in-the-face‖
When advocating:
Leave yourself room to make concessions
Give them something
Ask for more than you want.
Have a history of giving favors
Advocacy 143
Cialdini’s Tactics of Influence
Commitment and Consistency--Once we make a choice or take a
stand, we will encounter personal and interpersonal pressures to
behave consistently with that commitment.
1) public commitments (e.g., statement of principles)
2) minimal commitments (e.g., foot-in-the-door tactic)
3) large commitments (e.g., low-ball tactic)
When advocating:
Generate some early commitment, no matter how small
Get them to endorse a principle (―God‖ terms)
Remember that even innocent requests can be leveraged into large
commitments.
Again, choose a reservation price in advance--and stick to it!
Advocacy 144
Cialdini’s Tactics of Influence
Social Proof--We view a behavior as correct in a given situation to the degree
that we see others performing it.
1) We are especially susceptible in unfamiliar situations.
2) We more often follow the example others similar to ourselves.
When advocating:
Be on your guard; don’t mindlessly follow the example of others.
Do your homework: prepare so that you are familiar with the
relevant norms of appropriate behavior. Role-play if needed.
Remember that standard industry practices, past precedents, etc.
can be persuasive rationale to your counterpart.
Advocacy 145
Cialdini’s Tactics of Influence
Liking--We prefer to say yes to people we know and like.
Factors that facilitate liking include:
a) physical attractiveness
b) similarity
c) compliments
d) familiarity
e) cooperation
f) humor
When advocating:
Be likeable!
Cultivate a positive relationship.
Be wary of insincere attempts to leverage liking.
Advocacy 146
Cialdini’s Tactics of Influence
Authority--We are more likely to accede to the request of a perceived
authority figure.
1) Authority is a powerful source of influence! (Milgram study)
2) Symbols of authority include: titles, clothing, and other trappings
When advocating:
Don’t allow yourself to be intimidated!
Be authoritative: prepare thoroughly, dress and act the part.
Leverage the authoritative power of others (e.g., studies, experts)
Advocacy 147
Cialdini’s Tactics of Influence
Scarcity--Opportunities seem more valuable when they are less available.
1) People react against threats to their freedom to choose.
2) This can be manipulated through:
a) time limits
b) limited supply
c) decreasing supply
d) competition
When advocating:
Set your reservation price in advance!
If you have a weak BATNA, try to improve it; If you have a strong BATNA, let
your counterpart know! (careful, this could backfire).
Advocacy 148
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
Advocacy 149
Message Strategies
Using Fear Appeals as an Influence Tactic
Are you credible? Do Is the threat believable?
people believe you can
“do” the harm? Is the threat relevant?*
Is the appeal addressed Does the appeal create
to a “significant other?” the appropriate amount
of fear?
Is there a way out? Can the
recipient do something to
*The greater the relevance , the lower the
reduce or eliminate the threat? optimal level of fear
Advocacy 150
Insure an optimal level of fear
Danger control: You
concentrate on Fear control: You
finding a solution start worrying about
worry
Persuasiveness
Defensive
Not Avoidance
Noticed
Degree of Threat and Efficacy
(Response efficacy: An effective response
is available)+(Self-efficacy: I am capable of
undertaking the response)
Advocacy 151
Message Strategies
Organizing Your Message for Influence
1. Organized?
Organizational patterns that work
Chronological
Problem-Solution
Topical
Cause-Effect
Criterion focused
Familiar organizational pattern or one that surprises people?
2. Repetition?
3. Number of arguments?
Advocacy 152
Organizing Your Message for Influence
4. Forewarning of intent to persuade?
5. Drawing conclusions?
6. Problem first; solution first?
7. Good news first; bad news first?
8. One-sided vs. two-sided vs. refutational messages
Advocacy 153