Persuasion Strategies Applied in Psychosocial Rehabilitation

Ojanen, Markku

doi:10.1002/(sici)1099-1298(199605)6:2<77::aid-casp354>3.0.co;2-1

Cited by 4 publications

(6 citation statements)

References 40 publications

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“…While consistent findings on the effectiveness of foot-in-the-door and door-in-the-face techniques is encouraging, the number of different persuasion taxonomies available in the literature makes it difficult to build an empirical understanding of the vast array of potential avenues for persuasion. In an effort to draw disparate streams of persuasion research together, Ojanen (1996) reviewed the literature and suggested that six persuasion strategies were sufficient to cover the large number of strategies in the literature: coercion, threat, offer, guidance, appeals, and appreciation. These six strategies map loosely to the proactive influence tactics as follows: coercion with pressure/legitimating, threat with pressure/ legitimating, offer with collaboration, guidance with rational persuasion, appeals with inspirational and personal appeals, and appreciation with ingratiation.…”

Section: Consistency/commitmentmentioning

confidence: 99%

“…Leader indicates that each of two or more choices is equally valuable, and equally likely to lead to positive consequences. Ojanen (1996) Describing Single Positive Choice…”

Section: Blockingmentioning

confidence: 99%

“…Leader indicates that one course of action is positive, natural, or necessary. Ojanen (1996) Direct Request Leader asks directly for target's cooperation. Disclaimer Leader very nicely asks target to comply and explains he/she doesn't want to be pushy but wants to at least ask.…”

Section: Blockingmentioning

confidence: 99%

“…Choice A is positive and Choice B, if described, is negative (or less positive). Ojanen (1996) Indirect Request Leader asks indirectly for target's cooperation (e.g., by hinting). Inspirational Appeal Appealing to a target's values, ideals, or aspirations to increase the target's enthusiasm or confidence.…”

Section: Blockingmentioning

confidence: 99%

“…Pressure/Threat Using demands, pressure, threats, or warnings to coerce the target into completing a goal. ; ; Ojanen (1996); Rational Persuasion Using logical arguments and factual evidence to persuade the target.…”

Section: Appendix a Extended List Of Influence Strategies And Tacticsmentioning

confidence: 99%

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Knowledge, Skills, and Abilities for Military Leader Influence

Wisecarver¹,

Schneider²,

Foldes³

et al. 2011

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Effective military leadership is contingent upon a host of performance capabilities. One capability central to success is effective influence across a variety of contexts and people. In the Army, leaders at all levels must be able to influence others across different types of missions. Leaders must be able to influence their own unit and chain of command, as well as personnel from other government agencies, nongovernmental organizations, and joint, combined, and host nation elements. Because influence has a central role in leadership, it is critical to ensure that influence capabilities are an integral element of the leader assessment and development process. Thus, it is necessary to have a comprehensive picture of the knowledge, skills, abilities, and other characteristics (KSAOs) underlying effective influence behaviors. This report identifies leader influence strategies, describes 64 KSAOs relevant to leader influence, and provides recommendations for measuring and training KSAOs. The identified KSAOs serve as targets for building training and assessment interventions designed to enhance Army leaders ability to influence. Procedure: We reviewed existing academic and military literature regarding leader influence, KSAOs related to influence, and training strategies that could be applied to develop these KSAOs. Relevant literature included social capital, power, influence tactics, persuasion tactics, and impression management. Two models of leader influence-one pertaining to building influence capability and one pertaining to applying influence strategies-were developed from the literature. We organized KSAOs into proximal, medial, and distal predictors (i.e., immediate, midrange, and distant predictors) of influence behaviors. Proximal predictors included selfregulation and procedural knowledge and skills, medial predictors included declarative knowledge and influence motives, and distal predictors included cognitive attributes, noncognitive attributes (e.g., personality), and leadership/influence experience variables. We identified existing measures for the KSAOs and we rated measurement approaches for their utility in assessing each KSAO. Additionally, potential training methods were reviewed and considered visa -vis the KSAOs. Findings: The review indicates that complex relationships among power, influence tactics and influence outcomes exist. With respect to outcomes (i.e., compliance, commitment, and resistance), hard influence tactics (pressure, coalitions, legitimating) are more likely to result in compliance. Conversely, soft tactics-particularly rational persuasion, inspirational appeals, and consultation-result in higher commitment and are more effective at influencing others. vi Regardless of the tactic used, influence attempts are more likely to result in favorable outcomes when the leader has high referent power. Research also suggests that applying multiple influence tactics in combination is useful, but research has not yet delineated the best approaches for leaders to combine and sequence tactic...

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Section: Consistency/commitmentmentioning

confidence: 99%

“…Leader indicates that each of two or more choices is equally valuable, and equally likely to lead to positive consequences. Ojanen (1996) Describing Single Positive Choice…”

Section: Blockingmentioning

confidence: 99%

Section: Blockingmentioning

confidence: 99%

Section: Blockingmentioning

confidence: 99%

Section: Appendix a Extended List Of Influence Strategies And Tacticsmentioning

confidence: 99%

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Knowledge, Skills, and Abilities for Military Leader Influence

Wisecarver¹,

Schneider²,

Foldes³

et al. 2011

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Treatment for OCD: Unleashing the Power of Exposure

Kozak

Coles

Concepts and Controversies in Obsessive-Compulsive Disorder

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Influence of Locus of Control and Custody Level on Intake and Prison-Adjustment Depression

Reitzel¹,

Harju

2000

Criminal Justice and Behavior

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This study examines differences in initial and later depressive symptoms of 325 male prisoners based on three levels of custody and four levels of locus of control. Results extend previous findings concerning locus of control and prison-intake depression by including a measure of types of custody and later adjustment depression. Significant differences emerged for both groups with high internal and external locus of control orientations. The highly internal group was the least depressed at both testings. High externals showed a significant increase in reported depression after a period of adjustment to prison and were the only group with a significant reactive depression. There were no differences in depressive severity based on level of custody or its interaction with control orientation. Finally, depression scores that were initially at either extreme declined so that later, adjustment depression scores fell in the mild and moderate range.

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Persuasion Strategies Applied in Psychosocial Rehabilitation

Cited by 4 publications

References 40 publications

Knowledge, Skills, and Abilities for Military Leader Influence

Knowledge, Skills, and Abilities for Military Leader Influence

Treatment for OCD: Unleashing the Power of Exposure

Influence of Locus of Control and Custody Level on Intake and Prison-Adjustment Depression

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