Persuasive messages work whenCredibilityAudience understandsWilling to complyPersuasion can cause conflictAsk people to changeChange may cause conflictConflictExpose differencesInterpersonal needs and interestsInterferences in satisfying needs and interestsResults in identity and material conflicts (mix)Interpersonal needsa. Inclusion, control, affection (identity satisfies these needs)b. Identity conflicts- Needs are denied (disrespect, high power, low friendliness)Interests- Material conflicts over things that are negotiable. NO IDENTITY THREATS.Key: Focus on substantive interestsEx: Hostage negotiationIdentity Conflicts- FacePositive Face- desire to be seen in a positive or attractive lightNegative Face- desire not to be controlled or dominatedFace maintenance- Maximize positive faceFive Ways to Resolve ConflictGive inAvoidForce or coercionAssert legal rightsNegotiationConstructive Conflict ManagementFocus on constructive acts that build relationships and solve problemsRecognition- Understanding needs and how conflict impacts themEmpowerment- Having skills to communicate and negotiate agreementsCCM- Having a dual concern styleIsolating the issues-Is the problem identity or material?Break down issues into smaller piecesAvoid creating more issuesAvoiding Destructive Conflict cycles that threaten faceSkirting- avoiding the real issuePersonalizing- focusing on personalityComplaining- attack and avoidSniping- hit and runAggressing- attack and destroyBlaming- accusing, defensiveNegotiation StrategiesBuild Value- focus on interests and not positionsAvoid Power plays- focus on problem solvingAsk questionsCreate many options for the dealA. Conflict Management1. Constructive conflict is issue-focused2. Destructive conflict is needs-focusedB. Managing conflict enhances coordinationCoordination- Creating interdependenceExchange ResourcesSentimentAchieve goalsTypes of Interdependence1. Pooled- common resources, but independent activities2. Sequential- Time dependent, passed from station to station3. Reciprocal: Input from others4. Ky is adapting the form of interdependence to taskNature of Coordination1. Exchange of tangible resources is expected when coordinating2. Sentiment is the motivation or will to work together3. Trust and open communication help evolve from sequential infoCommunication Roles1. Isolates: Non-participants2. Participants: Within group interaction3. Liaisons: Between groups interaction; links groups togetherCoordination- interdependence through…Exchange of messages and sentimentTopics and styles show commitment to group goals3 Types of interdependencePooledSequentialReciprocalMaking a Decision1. Problem solving message exchange2. Two or more people3. Specific Problem4. Not socializing5. Use Leader CardB. GyChoice: Realistic AlternativesAction: Change is requiredConsequences: Specific impact for the groupCommitment: Follow throughQuality Decision making depends on1. Access to verifiable information2. Criteria for options3. Generating options4. Social Roles5. Develop Conflict Plan6. 10-30% disagreement to avoid GroupThink (pressure to conform)7. Leadership8. Consider Options, Avoid Panic9. Coordination of effortHidden Profiles Research1. People Use Common and unique info in making decisions2. People tend to discuss common info, make poor decisions3. When decision is a judgment, they only discuss common info4. Initial preferences dominateA. Phase 1: Orientation o 1. People get personally acquainted o 2. People share neutral statements—no evaluation or controversy o 3. Attitudes are explored o 4. Task goals are analyzed and possible roles explored. o 5. People play safe talk cards—Acquaintance cardB. Phase 2: Conflict o 1. Information exchange begins o 2. Members assert their personal values, positions, and ideas. o 3. Members compete for leadership, or the support from the group for their ideas.Phase 3: Decision Emergence1. Ideas begin to support single leader’s ideas; leadership emerges2. Members share more interpretations3. Hidden info more likely to emerge here4. Attitudes converge on decision options5. People play riskier cards with more extensive topics.Phase 4: Decision Reinforcement1. Dissent Disappears2. Members reinforce decisions3. Cohesion/satisfaction, sentiment build4. Group Unity5. Follower CardsSteps for effective decision makingA. Avoid PanicB. Groups: Have an agenda for decision meetings1. One leader2. AgreementC. Appraise the ProblemSWOT analysisBreak up problem into small partsD. Survery Alternatives1. Identify2. Develop specific criteriaE. Keep Group Open to new infoF. Summarize ProgressG. Course of Action1. Write down specifics2. Create Measurable outcomesH. Take your timeA. Power = relationship concept.1. Leadership is earned, not given2. Leaders balance personal and leadership cards.3. Control (threats) are not effectiveB. Power is Critical in Change1. Change involves influence2. Focus on PersuasionInnovation- Proposed Change from status quo, perceived as newDiffusion- Adoption of the innovation, Using interpersonal and mass social mediaDiffusion Speed depends onRelative AdvantageCompatibilityComplexityAdopter CategoriesInnovators- risk takers, cosmopolites, 2.5%Opinion leaders- new things, vocal, central in networks, 13%Early Adopters- not emotional, deliberate shoppers 34%Late Adopters- Reject change, 34%Laggards- FIGHT change, 2%Adoption ProcessA. Knowledge Stage- individual learns of idea’s existenceB. Lacks infoDecision Stage- mental application of the innovation, person sees it , person decides to try itImplementation stage1. Application on small scale2. Determines utility3. Often changes the routineConfirmation StageSeek info to confirm decision to adoptLimitations enter marketOther innovations spring from the need satisfied by the innovationStrategies to increase adoptionKnow your target marketReadjust innovation to majority marketAllow market to evaluate and try the innovationDiffusion of InnovationSpreading ideasInterpersonal channelsMass communication channels for informingFocus on learning from the mediaEducation- active and passive knowledge acquisitionHas cognitive, emotional, and behavioral effectsLearning1. Active: Proactive learning through need satisfaction2. Passive:Cognitive effects1. Ambiguity creation and resolution2. Attitude Formation3. Agenda Setting: what is important4. Conferring status: who is important5. Expanding our beliefs about what is normalEmotional Effects1. Desensitization to violenceHow people