Eighth Edition
14
Persuasive
Presentations:
Individual or Team
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14
Williams & Cooler, Power Persuasion, Alistair, 1002, p. 3
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The Washington Post
Rough Guides/Alamy
Read or describe the case study
Answer the following questions:
--Why were Cooke’s editors so easily
persuaded by her resume & story?
--Was the “instant ethos” response involved
in this study (pp. 407-408)?
-- Other observations?
Copyright © 2008 Wadsworth / Ch. 14
Copyright © 2008 Wadsworth / Ch. 14
“Persuasion is communication intended to
influence choice”
--It is intentional
--It involves influence, not force
--It limits the options perceived
Vince Bucci/Getty Images
as acceptable
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Basic types include . . .
Speech to convince—asks the audience
to believe or agree with you
Speech to actuate—asks the audience to
2003 Laura Farr/ZUMA Press
take a particular action
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Copyright © 2008 Wadsworth / Ch. 14
Information-Integration Theory
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Information-Integration Theory
Consistency Theories
Theory of Cognitive Dissonance:
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Information-Integration Theory
Consistency Theories
Elaboration Likelihood Theory
More on ELM . . .
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Information-Integration Theory
Consistency Theories
Elaboration Likelihood Theory (cont.)
What does ELM suggest to speakers?
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Information-Integration Theory
Consistency Theories
Elaboration Likelihood Theory
Social Judgment Theory
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Copyright © 2008 Wadsworth / Ch. 14
Persuasive Factors
Psychological Needs
of listeners (pathos)
All 4 are needed for persuasion . . .
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Methods of using evidence include . . .
Method 1: Assertion plus evidence plus source
Method 2: Assertion plus evidence
Method 3: Assertion plus evidence plus source
plus qualifications of source
© Peter Chapman
Method 4: Assertion plus firsthand experience
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Present one side when listeners . . .
Already agree with proposal
Know little about topic
Are asked to take immediate action
Are unlikely to hear other side
One Side
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Present both sides of argument when listeners . . .
Are knowledgeable
Already disagree
Likely to hear both sides
Agree, but new to position or belief
Side #1
Side #2
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Ad hominem--attacking person not argument
Ad populum--everyone knows idea is right
Ad Ignoratiam--can’t prove wrong; must be right
Begging the question--it is because it is
Hasty generalization--based on too few examples
Post hoc--B followed A; therefore, A caused B
Slippery slope--one bad step leads to another
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Credibility results from the following basic elements . . .
Trustworthiness
Competency
Dynamism
Organizational rank
Image Source Limited/Index Stock Imagery
Objectivity
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Internet fraud based on the following “click-whir” responses . . .
Reciprocation—feel obligated to reciprocate
Commitment & consistency—defend decisions
Social proof—if others do it, it must be right
Likeability—more influenced by people we like
Authority—influenced by those with authority
© Jason Harris
Scarcity—value scarce items more
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Maslow’s basic hierarchy of needs . . .
Self-actualization
Esteem
Social
Successful speakers relate
evidence & arguments to
at least two specific
audience needs
Listener’s
concern
Safety
Successful approach
Physiological
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Opinions leaders are . . .
Better educated & influential
More knowledgeable in important areas
NOVA Development
More likely to converse
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Copyright © 2008 Wadsworth / Ch. 14
Steps include . . .
1.
2.
3.
4.
5.
6.
Analyze audience
Write purpose as position statement
Analyze your credibility
Research topic
Select best organizational pattern
Complete outline or storyboards (to check
supports, introduction, & conclusion)
7. Make sure presentation is ethical
8. Practice using visual aids
Copyright © 2008 Wadsworth / Ch. 14
Attitude Poll
Use poll to survey attitudes of audience well before presentation . . .
Topic:
Position statement:
Strongly Disagree
Disagree
No
Opinion
Agree
Strongly
Agree
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Select one of the following organization patterns . . .
Claim
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Copyright © 2008 Wadsworth / Ch. 14
Select & prepare one of the following organizational patterns . . .
Claim
Causal
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Copyright © 2008 Wadsworth / Ch. 14
Select & prepare one of the following organizational patterns . . .
Claim
Causal
Problem Solution
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Copyright © 2008 Wadsworth / Ch. 14
Select & prepare one of the following organizational patterns . . .
Claim
Causal
Problem-Solution
Criteria Satisfaction
Copyright © 2008 Wadsworth / Ch. 14
Copyright © 2008 Wadsworth / Ch. 14
Select & prepare one of the following organizational patterns . . .
Claim
Causal
Problem-Solution
Criteria Satisfaction
Comparative Advantages
Copyright © 2008 Wadsworth / Ch. 14
Copyright © 2008 Wadsworth / Ch. 14
Select & prepare one of the following organizational patterns . . .
Claim
Causal
Problem-Solution
Criteria Satisfaction
Comparative Advantages
Motivated Sequence
I. Attention Step
II. Need Step
III. Satisfaction Step
IV. Visualization Step
V. Action Step
Motivated Sequence
Copyright © 2008 Wadsworth / Ch. 14
Copyright © 2008 Wadsworth / Ch. 14
Copyright © 2008 Wadsworth / Ch. 14
Basic characteristics include . . .
Content: Organized, supported, & smooth
Visuals: Creative, professional, & effective
© Roger Persson
Delivery: Smooth, polished, & dynamic
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Suggestions include . . .
Don’t wear white or sharp contrast clothing
Avoid stripes, polka dots, & patterns
Avoid warm or hot colors
Wear lightweight fabrics
Wear “slenderizing” clothing
Avoid shiny jewelry or shiny clothing
Women wear regular makeup
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Identifying Basic Needs . . .
Check answers at back of book
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Listen & evaluate Sean’s persuasive speech,
“Untreated Depression in America.”
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Copyright © 2008 Wadsworth / Ch. 14