Chapter 10

The Persuasive Interview: The

Persuader

McGraw-Hill/Irwin

Copyright 2011 by The McGraw-Hill Companies, Inc. All rights reserved.

10-2

Chapter Summary

The Ethics of Persuasion

Selecting the Interviewee
Analyzing the Interviewee
Analyzing the Situation
Researching the Issue
Planning the Interview
Conducting the Interview
Summary

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The Ethics of Persuasion

Psychological Strategies
When do we cross ethical boundaries?
Is the effort to influence the lives of others
inherently unethical?

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The Ethics of Persuasion

Fundamental Ethical Guidelines

Who Are You?

Who is Your Interviewee?
How serious are potential negative results?
How Adequate is Your Content?
How Open Will You Be?
Are You Innocent of Ethical Violations?

10-5

Selecting the Interviewee

1. Your proposal must create or address an urgent
need or one or more desires or motives.
2. Your proposal and you as persuader must be
consistent with the interviewees beliefs, attitudes,
and values.
3. Your proposal must be feasible, workable, practical,
or affordable.
4. Your proposals benefits must outweigh objections.
5. No better course of action is available.

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Analyzing the Interviewee

The Interviewees Physical and Mental
Characteristics
Socioeconomic Background
Culture
Values/Beliefs/Attitudes
Emotions

10-7

Analyzing the Situation

Atmosphere
Timing
Physical Setting
Outside Forces

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Researching the Issue

Be the best informed, most authoritative person
in each interview
Investigate all aspects of the topic, including
events that may contribute to the problem

10-9

Researching the Issue

Sources
You must have the facts and know how to use
them

Types of Evidence
Collect examples, both factual and hypothetical
that illustrate your points
Gather statistics on relevant areas
Collect statements from acknowledged authorities,
as well as testimonials
Look for comparisons and contrasts between
situations

1010

Planning the Interview

Determining your purpose
Be realistic but not defeatist

1011

Conducting the Interview

Selecting and Developing Main Points
Do not rely on a single reason or point
Too many points may overload the interviewee
with information and cause him/her to become
confused or bored
Stating your strongest points first or last have the
same effect
Know the strength of each point and introduce it
strategically

1012

Planning the Interview

Selecting Strategies

The five strategies (theories) for planning your

interview are:
1.
2.
3.
4.
5.

Identification Theory
Balance or Consistency Theory
Inoculation Theory
Induced Compliance Theory
Psychological Reactance Theory

1013

Conducting the Interview

Opening the interview
Design your opening to gain attention, establish
rapport, and motivate the interviewee
Adapt the opening to each interviewee and setting
Dont rush or prolong the opening
Involve the interviewee from the start so as to
foster an active role throughout the interaction

1014

Conducting the Interview

Creating a Need or Desire
Develop one point at a time
Encourage interaction and interviewee
involvement

1015

Conducting the Interview

Presenting the Solution
Details and Evaluation
If there are more than one solution, deal with them
one at a time
Approach the solution in a positive, constructive,
and enthusiastic manner
Help interviewees make decisions that are best for
them at this time

1016

Conducting the Interview

Adapting the Interview

The possible types of interviewees:

1. Indecisive, Uninterested Interviewees
2. Hostile Interviewees
Yes-but approach
Implicate approach

3. Closed-Minded and Authoritarian

Interviewees

1017

Conducting the Interview

Presenting the Solution
Establishing Criteria
Establish a set of criteria with the interviewee for
evaluating all possible solutions to the need that you
have agreed upon

1018

Conducting the Interview

Considering the Solution
Present your solution in detail
If you consider more than one solution, deal with
one at a time
Approach the solution positively, constructively,
and enthusiastically
Help interviewees make decisions that are best for
them

1019

Conducting the Interview

Handling Objections
Do not assume there are no objections just
because the interviewee does not raise questions
Some common objections to persuasive
interviews are:
1.
2.
3.
4.
5.

Procrastination
Money
Tradition
Uncertain future
Need

1020

Conducting the Interview

Closing the Interview
Trial Close
Contract or Agreement
Leave-taking

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Summary
Good persuasive interviews are ones in which
both parties are actively involved.
Good persuasive interviews are honest pursuits
conducted according to fundamental ethical
guidelines
Good persuasive interviews are carefully
researched, planned and structured, yet remain
flexible enough to meet unforeseen reactions,
objections, and arguments