SUMMER BREAK EDITION
(Originally posted – October 2014)
The main objective of a persuasive argument is a successful outcome. In his book, Organizational Behavior, Donald Baack suggests that persuasion is used to urge, influence, or convince an individual(s) thoughts or actions. In order for a persuasive transmission to be effective and positive however, the transmitter should have knowledge of the receiving audience, identify the messenger’s objectives as well as the objectives of the recipient, present persuasive evidence, keep the argument simple, listen carefully to objectives and responses, and keep personal emotions under control (Baack, 2012). That is a lot of information to absorb, but very effective for individuals that find themselves in a situation that requires the implementation of communicating a persuasive message.
Communication, whether persuasive or not, and how one communicates that message to a manager, peer, or subordinate, highly depends on the situation and the relationship between each individual. Obviously communicating with your boss requires different communication skills than transmitting a message to a head strong teenager. Throughout my career, the times I was typically placed in a situation that required the delivery of a persuasive message was when I was seeking out help or additional resources for a project. In this environment I was required to present a credible reason to justify my needs. For the most part, I have been fortunate that I had very approachable managers or was part of a team where we were able to authentically discuss our problems together and worked hand in hand to achieve our goals. Although the deliverance of communication will vary between an individual and their manager or peers, the key component is establishing a level of trust, ease, and comfort.
Typically, all aspects of an organization’s structure flows from the top-down. Each level is represented by individuals with varying roles and responsibilities and may require different levels of communication strategies, especially when sending a persuasive message. This requires the individual delivering the transmission to engage critical thinking in the decision making process as well as comprehend the differences in communicating a message to a supervisor or an associate. In the eBook, Breaking Communication Barriers, my research work takes a closer look at how communication in all directions effects decision making in business organizations including ideas, suggestions, and complaints that flow from lower-ranking to higher-level managers (Berry, 2013). In short, knowing how to prepare a persuasive transmission for a top level manager, which includes the deliberation of the length of the message, would take a different form than communicating to that of a lower ranked staff member, especially about events which affect the company. A sort transmission, for instance, may omit key components that can help support the persuasive position. A message that is too long, on the other hand, can put the audience to sleep.
That’s it for today. Until next time … stay organized!
For good ideas and true innovation, you need human interaction, conflict, argument, debate. – Margaret Heffernan
For more information on Media Magic’s digital publications, or to purchase any of our Business Life audio book titles, please visit amazon.com’s new feature called “Author Central” to view:
Baack, D. (2012). Management Communication. San Diego, CA, USA: Bridgepoint Education.
Berry, M. A. (2013). Breaching Communication Barriers (Vol. 2). (C. Angela, Ed.) USA: Kindle Direct Publishing.