Chapter 12: Human Behavior and the Art of Persuasion PDF

Because learning changes everything. ® Chapter 12 Human Behavior and the Art of Persuasion © 2020 McGraw-Hill Education. All rights reserved. Authorized only for instructor use in the classroom. No reproduction or further distribution permitted without the prior w...

Because learning changes everything. ® Chapter 12 Human Behavior and the Art of Persuasion © 2020 McGraw-Hill Education. All rights reserved. Authorized only for instructor use in the classroom. No reproduction or further distribution permitted without the prior written consent of McGraw-Hill Education.  Learning Objectives Understand why people do what they do Tap the transformational power of human motivation Achieve employee engagement Assess your level of emotional intelligence Know the power of words when spoken from the heart Manage conflict effectively © McGraw-Hill Education 2  The Importance of Understanding People Understanding why people do what they do is important for employee morale and job performance According to business leader Lee Iacocca, effective leaders focus on three ‘p’s’ People Products Profit “…Business situations almost always come down to people situations. Those individuals with a finely tuned people sense, and an awareness of how to apply it, invariably take the edge.” – Mark McCormack © McGraw-Hill Education 3  Psychological Forces Physical and emotional needs are important determinants of human behavior Psychologist Abraham Maslow divides human needs into five categories, progressing from basic needs to the complex need: Survival Security Belonging Respect Fulfillment © McGraw-Hill Education 4  Figure 12.1: Hierarchy of Human Needs Jump to Figure 12.1: Hierarchy of Human Needs, Appendix © McGraw-Hill Education 5  Maslow’s Principles for Developing One’s Full Potential Experience life fully in the present rather than dwelling on the past or worrying about the future Make choices in life that will enhance growth by taking reasonable risks Be honest with oneself and with other people Strive to do one's best in accomplishing tangible goals in line with one’s basic values Commit oneself to concerns and causes outside oneself © McGraw-Hill Education 6  Motivation in the Workplace Effective leaders motivate people to accomplish tasks Understand the needs of others Arrange conditions so that individual needs can be met For most employees, a few words of appreciation create renewed energy and job commitment Most employees leave their jobs because they do not feel they are recognized Most people believe they could give as much as 15 percent to 20 percent more effort at work than they now do with no one recognizing any difference © McGraw-Hill Education 7  Motivation Level I: Survival Needs People are concerned with: Physical and economic survival Comfort and the avoidance of physical irritations Firms can meet these needs of their employees by providing: Sufficient pay Safe working conditions Safe equipment, tools, and materials Supportive physical environment © McGraw-Hill Education 8  Motivation Level II: Survival Needs People feel the need for security and predictability in their lives They want assurance that their jobs are not subject to loss or change Are concerned with benefits of a protective nature, and there is a need for signs of stability from upper management Firms can meet these needs of their employees by providing: Proper tools, equipment, and materials to do the job Job aids Economic protection and job security Confidence in management © McGraw-Hill Education 9  Motivation Level III: Belonging Needs Employees value work as an opportunity for establishing warm and satisfying human relationships Firms can meet these needs of their employees by providing: Communication sessions between employees and management Celebration of holidays, birthdays, and special events Expressions of consideration Job participation vehicles Communication outlets Open-door policy © McGraw-Hill Education 10  Motivation Level IV: Respect Needs First motivation level that is closely related to the nature of the work and depends on aspects of the job itself for satisfaction People are primarily interested in self-image or reputation Work that provides the opportunity to display skills that one feels others respect is valued and has motivation strength © McGraw-Hill Education 11  Motivation Level IV: Respect Needs, 2 Firms can meet these needs of their employees by providing: Individual incentives for high performance Public acclaim for outstanding contributions Tangible rewards and opportunities to improve job status Day-to-day recognition and praise for a job well done © McGraw-Hill Education 12  Motivation Level V: Fulfillment Needs One's primary concern is to fulfill personal values and to experience growth Desire to demonstrate life values on the job exists An individual channels more creative and constructive energy into the work activity than she or he would if motivated solely by other needs Organizations can meet these needs of their employees by: Discussing organization values and goals in light of individual values and goals, and tailoring job duties to accomplish both Providing the opportunity for personal growth © McGraw-Hill Education 13  Points to Remember about Human Motivation Unsatisfied needs are motivators Employee motivation and company success are related Psychological needs and social values are not the same Psychological needs explain human motivation Social values are the concern of ethics © McGraw-Hill Education 14  Points to Remember about Human Motivation, 2 Jeffrey Pfeffer identifies seven practices that successful companies share: Employment security Selective hiring of new personnel Empowered teams and decentralization of decision making as the basic principles of organizational design Comparatively high compensation, contingent on organizational performance Extensive training Reduced status distinctions and barriers Extensive sharing of financial and performance information throughout the organization © McGraw-Hill Education 15  Points to Remember about Human Motivation, 3 All people have the same needs, but to different degrees and accompanied by different wants What it takes to satisfy motivational needs and how much is required are unique to each person One can be deficiency-motivated, bringing harm to self or others Having an extreme fixation on a natural need can lead to neurotic and destructive behavior Unsatisfied needs can harm one’s health © McGraw-Hill Education 16  Points to Remember about Human Motivation, 4 Leadership is important in meeting employee needs and preventing motivation problems What a leader does varies with the circumstances Needs of the individual should be integrated with organizational goals If the needs of the individual can be satisfied while advancing the goals of the organization, the ultimate in employee morale and organization effectiveness will be achieved Failure to integrate individual needs and organizational goals can represent a significant loss or brain drain for the organization © McGraw-Hill Education 17  Employee Engagement Engagement involves both job satisfaction and organizational commitment Engaged employees show high levels of energy and persistence, striving as hard as they can to do good work Challenge that faces leaders is to tap the performance potential of all employees Negative attitudes and disruptive behavior of actively disengaged employees can be harmful to an organization Benefits of engagement are significant in improving organizational performance © McGraw-Hill Education 18  Employee Engagement, 2 Roots of engagement are in human motivation Time-tested keys or leadership actions for achieving employee engagement Keeping people connected through stories and images Creating pictures together that liberate the imagination Earning employee trust through competence and integrity Empowering people to own business problems How people feel about their companies and how they are treated by their leaders are the concerns of engagement © McGraw-Hill Education 19  Emotional Intelligence Emotional intelligence, or E I, is the essential and indispensable requirement for effective leadership Two kinds of intelligence form the basis of emotional intelligence Interpersonal intelligence: Ability to understand other people Intrapersonal intelligence: Ability to form an accurate model of oneself and to be able to use that model to operate effectively in life © McGraw-Hill Education 20  Emotional Intelligence, 2 Elements of EI include self-awareness, impulse control, persistence, confidence, self-motivation, social awareness, empathy, social deftness, and relationship management Persuasiveness is an overall trait of emotional intelligence © McGraw-Hill Education 21  Emotional Intelligence, 3 The best commands, forces, and companies are run by caring leaders with emotional intelligence who: Balance a people-oriented personal style with a decisive command role and are willing to make difficult decisions Are purposeful, decisive, and businesslike Are positive, warm, and understanding with people Are democratic in their character and show respect for all people regardless of position or status Are appreciative, trustful, and even gentle in their dealings with people Understand people and deal with them effectively © McGraw-Hill Education 22  Emotional Intelligence, 4 Dimensions of emotional intelligence Self-awareness: Ability to recognize and understand the meaning of one’s own emotions, moods, and drives and their impact on other Self-management: Ability to regulate one’s own emotions, keeping harmful impulses in check Social awareness: Ability to understand another person’s emotions and know his or her needs, even though unstated Relationship management: Ability to gain cooperation and inspire others, as well as to manage potentially dysfunctional emotions such as anger and fear © McGraw-Hill Education 23  Developing Emotional Intelligence in the Work Setting Research shows that people with high emotional intelligence are better at interpersonal relations and perform better in teams Leaders who can master the 3 C’s of coaching, communicating, and collaborating are in great demand Coaching: Requires the ability to attract, inspire, and grow great people Communicating: Requires well-developed skills of listening, speaking, and writing Collaborating: Requires the ability to achieve results across generations, geographies, functions and groups © McGraw-Hill Education 24  The Art of Persuasion Successful leaders must master the elements of the art of persuasion Understanding of people Understanding others requires sensitivity to their needs Ability to see things from the other person’s view is important in all human relations, especially leadership Effective use of words Ability to manage conflict © McGraw-Hill Education 25  The Effective Use of Words Vocabulary, clarity, and eloquence can be used to persuade others to take action, especially in difficult times James Humes described five keys to Winston Churchill’s language skills as a leader: 1. Starting strongly 2. Sticking to a single theme 3. Using simple words 4. Drawing pictures in the mind 5. Ending with emotion © McGraw-Hill Education 26  The Effective Use of Words, 2 Principles that are required for credibility and trust, the fundamental elements of successful leadership Speaking the truth Speakers must consider what is important to the audience and address their interests honestly, directly, and to the point Speaking from the heart Messages are more often heard and believed when they are spoken from the heart © McGraw-Hill Education 27  Rhetoric in a Nutshell Use of language to influence others Art of argument that results in persuasion Issues of rhetoric: Blame, values, and choice Tools of rhetoric as identified by Aristotle Ethos: Argument by character Logos: Argument by logic Pathos: Argument by emotion © McGraw-Hill Education 28  Rhetoric in a Nutshell, 2 Effective leaders match the tools of rhetoric to the five senses of the audience For ethos, or character, they use mostly sight For logos, or logic, they use mostly sound For pathos, or emotion, they use mostly smell, taste, and touch © McGraw-Hill Education 29  Rhetoric in a Nutshell, 3 Effective leaders employ the tools of rhetoric and senses in the most advantageous sequence Ethos first: Gaining the trust of the audience Logos second: Gaining the minds of the audience Pathos third: Gaining the hearts of the audience © McGraw-Hill Education 30  Strategies for Dealing with Conflict Recognizing that conflict is natural Viewing conflict as an opportunity rather than a problem Settling conflicts reasonably and fairly, considering everyone’s needs Satisfying everyone’s needs reasonably and considering everyone’s wants fairly Being ready to agree to disagree, invite third-party resolution, and walk separate paths Reframing the issue if people want to resolve a conflict © McGraw-Hill Education 31  Approaches to Managing Conflict Kenneth Thomas describes five approaches to managing conflict: Avoidance: Pretending that a conflict does not really exist Accommodation: Playing down differences, seeking appeasement, and highlighting similarities to reduce conflict Domination: Using force, skill, and power to win a conflict Compromise: Being moderately cooperative and moderately assertive, bargaining for acceptable solutions in which each party wins some and loses some Collaboration: Trying to reconcile underlying differences by being both cooperative and assertive, trying to satisfy everyone’s concerns as fully as possible © McGraw-Hill Education 32  Figure 12.4: Styles of Conflict Jump to Figure 12.4: Styles of Conflict © McGraw-Hill Education 33  Approaches to Managing Conflict, 2 Situations in which one should use avoidance: When an issue is trivial or more important issues are pressing When potential disruption outweighs the benefits of resolution When gathering information supersedes immediate decisions When others can resolve the conflict more effectively © McGraw-Hill Education 34  Approaches to Managing Conflict, 3 Situations in which one should use accommodation: When one is wrong When issues are more important to others than to you When the intent is to build social credit for later use When peace and harmony are especially important © McGraw-Hill Education 35  Approaches to Managing Conflict, 4 Situations when one should use domination: When quick and decisive action is vital, such as emergencies When unpopular actions need to be implemented On vital issues when one knows one is right Against people who take advantage of noncompetitive behavior © McGraw-Hill Education 36  Approaches to Managing Conflict, 5 Situations in which one should use collaboration: To achieve maximum benefit to all parties To merge insights from people with different perspectives To build teamwork To gain commitment for follow-through © McGraw-Hill Education 37  Approaches to Managing Conflict, 6 One should use compromise: When opponents with equal power are committed to mutually exclusive goals To achieve temporary settlement of complex issues To arrive at expedient solutions under time pressure As a backup when collaboration is unsuccessful © McGraw-Hill Education 38  End of Main Content Because learning changes everything. ® www.mheducation.com © 2020 McGraw-Hill Education. All rights reserved. Authorized only for instructor use in the classroom. No reproduction or further distribution permitted without the prior written consent of McGraw-Hill Education.