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8/3/2019 Persuasion Communication http://slidepdf.com/reader/full/persuasion-communication 1/14 Presenting ideas so you get yes Presented By Jitin Job Upasna Das Saurav Chowdhury Salila Ranjan Sahu Satyanarayan Sahoo Aditya Prasad Parida Soumya Ranjan Mohapatra
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Persuasion Communication

Apr 06, 2018

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Page 1: Persuasion Communication

8/3/2019 Persuasion Communication

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Presenting ideasso you get yes

Presented ByJitin JobUpasna DasSaurav ChowdhurySalila Ranjan SahuSatyanarayan SahooAditya Prasad ParidaSoumya Ranjan Mohapatra

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To change the mindset.To transform attitude.

To bring permanent changes.To influence the other person.

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Building shared vision.Better than coercion.

Basis of leadership.Building team.

NEEDS OF PERSUASIVE

COMMUNICATION

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Informal PersuasionAn everyday activity.

Relates to the way one interacts with men and womenin all walks of life.In business we use it in team meetings as well as in

our memos and e-mail.

Formal PersuasionLess commonly used.Used in letters and proposals as well as in formal

presentations to customers and co-workers.

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1. Rule of Threes- An OutlineIntroductionAudience IssuesYour purposeHow you will proceed

2. Create A Dynamic OpeningClearly State your purposeDescribe the route you are takingEstablish credibilityDraw the audience inTelegraph your conclusion

3. Body : 3 key pointsRecap issuesProposed Solution

Call to action

PROCESS OF PERSUASION

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Avoid the four big errors of persuasion From his painstaking research, Conger concluded that the

big four mistakes in major persuasion projects are:Attempting to make your case with an up-front hard

sell .Setting out a strong position at the outset actually gives

potential opponents something to grab on to and to fightagainst. It’s far better not to give opponents a clear target

at the start.Resisting compromise .

Too many people see compromise as surrender, butcompromise is essential to constructive persuasion.

Before people buy into a proposal they want to see thatthe persuader is flexible enough to respond to their

concerns. Compromises can often lead to better, moresustainable, shared solutions.

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Thinking the secret of persuasion lies in presenting great arguments.

Great arguments matter, but they are onlyone component. Other factors matter just as

much, such as the persuader’s credibility andtheir ability to create a mutually beneficial

position for themselves and their audience

(win:win), to connect on the right emotionallevel and to communicate through vividlanguage that makes arguments come alive.

Assuming persuasion is a one-time effort .

Persuasion is a process, not an event. Sharedsolutions are rarely reached on the first try.

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More often than not, persuasion involveslistening to people, testing a position,

developing a new position that reflects inputfrom the group, more testing incorporatingcompromises, and then trying again. If this

sounds like a slow and difficult process,

that’s because it is. But the results are worththe effort

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Have you ever noticed that you're more willing tocomply with someone you like over someone you

dislike? A charismatic person is naturally able to

influence people because of their likability.

Likability is the "blinding drug" that makespeople oversee your negatives, focus on your

positives, and follow your leadership. Improveyour charisma and likability, and people willnaturally be more persuaded by you without

them even noticing.

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Do you also know people who become easilyangered, unhappy, and frequently stressedout, or just generally not in control of their

emotional states? You maybe unlike thesepeople, but I want you to notice how they

make you feel. You can remain more calm,poised, and generally control yourself

without feeling like you're bottling up youremotions - and people will love you more.

When you're in control of yourself, you'remore in control of people.

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Ever wished people would change? We all do.Unfortunately, criticizing people, giving them

solutions, and telling them what to do makesthem NOT change.

I've found that conversational change takes

place once YOU change. You must removethe 12 communication barriers that make

people resistant to changing. This givespeople reason to change so they do change.

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Define your purpose.Understand your audience.Develop key points.Create a dynamic opening.Use a powerful close.

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