Basic Assumption: how we understand individual and cultural differences impacts how we communicate and how we engage in the interview processMeta-communication processIGU- individual, group, universal (Tripartite Model)Perceptions of identities inside vs. outside the groupSalience of identities varies by contextGroup membership itself influences the emphasis we put on different levels of analysisPowerWithin-group difference are greater than between-group differencesLecture 9 (November 7)Persuasive InterviewsDefining PersuasionProcess of influencingThoughtsAttitudesBehaviors of another through communicationGoalHave another “change mind” about somethingCan be small, subtle, unconsciousPremiseIf we can change attitudes or beliefs, then behavior change (actions) will followPersuasion is NOTCoercionEfforts to have attitude or behavior change that involve the use of force or threat of forceThreatPhysical harm to person or propertyPsychologicalPersona- public selfImplies having some power overUsed to gain behavioral complianceManipulationUse of leading or even dishonest means to change others’ relay of info, attitudes, or behaviorDoes not necessarily include power over anotherElaboration Likelihood Theory (ELM)- starts with persons motivationSo how do individuals actually change their minds?High elaboration (central) = thoughtful considerationFocusing on rational argumentsLead to long lasting attitude changeLogic and reason (facts)Enduring, resistant to changeLow elaboration (peripheral) = emotional influenceEmotional engagement without conscious thoughtUse this when little interest in the topic and how it makes them feel in the momentSimple decision rulesTemporary; susceptible to changeCognitive elaboration = carefulScrutiny of persuasive messageElements of Persuasive Interviews (Stewart & Cash, 2010)Ethical behaviorTo be perceived as an interviewer the interviewee must see you and your arguments as having high ethical standardsEthics“Ethical communication should be fair, honest, and designed not to hurt people”Responsibility for what you do within persuasive situation/interview“Golden rule”- do to others what you want done to youSelection of intervieweesProposal creates or addresses need, desire, or motiveNo desire/need = no persuasionProposal (and you) are consistent with interviewee’s values, beliefs, attitudesNo trust/respect = no persuasionProposal is feasible, practical, or affordablePossibly is criticalProposal pros outweigh the consRecognize stated and unstated objectionsNo better course of actionBest among choicesValues- 5Often identified as “hot-buttons”Survival valuesSafety, security, health, preservation, peaceSocial valuesAffection, generosity, loyalty, belongingSuccess valuesAmbition, competition, happiness, comfort, pride, accomplishmentIndependence valuesValue of person, freedom from authority or restraintProgress valuesChange, advancement, education, knowledge, science, rationalityMain pointsArgue from accepted belief, assumption, or propositionAssertion #1: the CDC recommends children begin vaccinations against HPV around age 11Assertion #2: your sons are 11 and 13Point: your children should receive the HPV vaccinationLeft unstated = interview draw own conclusionsArgue from condition (if something does/does not happen, something else will/will not happen)Assertion #1: if you complete additional extra credit you can get an A in the classAssertion #2: your record indicated that you have 4 more points of extra credit available to youPoint: if you complete extra credit you will get A in classBe sure that you can deliver on what promisingArgue from condition two choicesAssertion #1: your choice of what to do after college really comes down to going into Peace Corp or applying for graduate schoolAssertion #2: grad school will give you the experience and expertise need to be competitive in todays job marketPoint: you should really apply to grad schoolRests on limited choice and convincing interviewee that only 1 option is unacceptableArgue from factsArgue from analogy (point out 2 things--- people, place, object, idea--- have characteristics to draw conclusions based on similarities)Assertion #1: this surround system has features similar to IMAX movie theaters which are state of the art.Point: the sound system would be an excellent choice for your home theaterEx: “these shoes are like walking on clouds”Draw as many similarities as possible to sellEffective inquiryDifficult to set a protocol of questions, particularly when interviewee does not have need, motive, or desire for X (need to listen, assess, then ask to persuade)First questions: information gathering questions to determine knowledge to draw out concerns/objectionsVerification questionsCheck accuracy of assumptions, impressions, info gained before and during interviewProbing, clearinghouse, mirroringEncouraging interaction questionsUse to “warm-up” and set toneAssess how quiet or noncommittal interviewee reacting/feelingNonverbal & verballyAttention and interest questionUse to keep interviewees tuned in and alert to what you are sayingKeep them in the “sell”Use challenging or thought-provoking questionsAgreement questionsSmall agreement  bigger agreementsDon’t ask for agreement or commitment before developing a point thoroughlyEx: Do you think being successful is important? Engaging in learning is an important element of personal success, don’t you agree? With higher education the key to success, going to grad school seems like an avenue after college, don’t you think?Objection questionsRespond tactfully to objections and draw out unstated questions and hesitanciesReveal reasons behind objectionsAddressing objectionsSteps:1. Plan how to respond2. Listen carefully and completelyDon’t assume you know the person’s concernEmpathize3. Clarify objection4. Respond appropriatelyMinimize the objectionRestate to make less importantCompare to other more serious mattersCapitalize on the objectionUse to clarify points, review pros, offer more evidence, and isolate the objectionConfirm the objectionAgree with intervieweeBe honest rather than offer weak defensesDeny objectionDirect or indirectly offer new or more accurate infoCannot deny by merely denying---have to prove itGuidelines for persuasive interviews1. Winning trustRapport and trustworthiness2. Assessing needsSemi-planned questions and active listening3. Information/options4. Quiet space (allow free choice)Time to consider