What is the type of persuasion which engage the listeners in a specific behavior or change a point of view by misleading them?

What is the type of persuasion which engage the listeners in a specific behavior or change a point of view by misleading them?

© iStockphoto
xefstock

Create a call to action that intrigues and inspires!

Is persuasion a gift? Are some people born with the ability to speak well and "sell" their ideas successfully?

It sure seems that way when you're wowed by a motivational speaker, or galvanized into action by a thought-provoking presentation.

In your role, do you ever need to motivate, inspire, or persuade others? Whether you're a senior executive giving a presentation to the Board, a manager giving a morale-boosting speech to your team, or a production manager giving a presentation on safety standards, at some point, you'll probably have to move people to action.

While there are certainly those who seem to inspire and deliver memorable speeches effortlessly, the rest of us can learn how to give effective presentations, too. In this article, we'll look at the key factors you need to put together a clear and engaging call to action using a five-step process known as Monroe's Motivated Sequence.

Monroe's Motivated Sequence: The Five Steps

Alan H. Monroe, a Purdue University professor, used the psychology of persuasion to develop an outline for making speeches that will deliver results, and wrote about it in his book Monroe's Principles of Speech. It's now known as Monroe's Motivated Sequence.

This is a well-used and time-proven method to organize presentations for maximum impact. You can use it for a variety of situations to create and arrange the components of any message. The steps are explained below:

Step One: Get Attention

Get the attention of your audience. Use storytelling, humor, a shocking statistic, or a rhetorical question – anything that will get the audience to sit up and take notice.

This step doesn't replace your introduction – it's part of your introduction. In your opening, you should also establish your credibility (see The Rhetorical Triangle for tips), state your purpose, and let the audience know what to expect. Delivering Great Presentations provides a strong foundation for building the steps in Monroe's Motivated Sequence.

Lets use the example of a half-day seminar on safety in the workplace. Your attention step might be as follows.

Attention Workplace safety is being ignored!
Shocking Statistic Despite detailed safety standards and regulations, surveys show that seven out of ten workers regularly ignore safety practices because of ease, comfort, and efficiency. Some of these people get hurt as a result. I wonder how comfortable they are in their hospital beds... or coffins?

Step Two: Establish the Need

Convince your audience there's a problem. This set of statements must help the audience realize that what's happening right now isn't good enough – and needs to change.

  • Use statistics to back up your statements.
  • Talk about the consequences of maintaining the status quo and not making changes.
  • Show your audience how the problem directly affects them.

Remember, you're not at the "I have a solution" stage yet. Here, you want to make the audience uncomfortable and restless, and ready to do the "something" that you recommend.

Need Apathy/lack of interest is the problem.
Examples and Illustrations Safety harnesses sit on the floor when the worker is 25 feet above ground. Ventilation masks are used more to hold spare change than to keep people safe from dangerous fumes.
Consequences Ignoring safety rules caused 162 worker deaths in our province/state last year. I'm here to make sure that you aren't part of next year's statistic.

Step Three: Satisfy the Need

Introduce your solution. How will you solve the problem that your audience is now ready to address? This is the main part of your presentation. It will vary significantly, depending on your purpose. In this section:

  • Discuss the facts.
  • Elaborate and give details to make sure the audience understands your position and solution.
  • Clearly state what you want the audience to do or believe.
  • Summarize your information from time to time as you speak.
  • Use examples, testimonials, and statistics to prove the effectiveness of your solution.
  • Prepare counterarguments to anticipated objections.
Satisfaction Everyone needs to be responsible and accountable for everyone else's safety.
Background Habits form over time. They are passed on from worker to worker until the culture accepts looser safety standards.
Facts Introduce more statistics on workplace accidents relevant to your organization.
Position Statement When workers are responsible and accountable for one another, safety compliance increases.
Examples Present one or more case studies.
Counterarguments Safer workplaces are more productive, even in the short term – so workers aren't more efficient when they don't take the time to follow safety rules.

Step Four: Visualize the Future

Describe what the situation will look like if the audience does nothing. The more realistic and detailed the vision, the better it will create the desire to do what you recommend. Your goal is to motivate the audience to agree with you and adopt similar behaviors, attitudes, and beliefs. Help them see what the results could be if they act the way you want them to. Make sure your vision is believable and realistic.

You can use three methods to help the audience share your vision:

  1. Positive method – Describe what the situation will look like if your ideas are adopted. Emphasize the positive aspects.
  2. Negative method – Describe what the situation will look like if your ideas are rejected. Focus on the dangers and difficulties caused by not acting.
  3. Contrast method – Develop the negative picture first, and then reveal what could happen if your ideas are accepted.
Visualization Picture a safe and healthy workplace for everyone.
Contrast Method/
Negative Method
Continue the status quo (keep doing the same thing), and someone will be seriously injured. Picture yourself at a colleague's funeral. You were right beside him when he decided not to wear his safety harness. How do you face his wife when you know you were right there and didn't say anything?
Positive Method Consider the opposite. Imagine seeing your co-worker receive an award for 25 years of service. Feel the pride when you teach safety standards to new workers. Share the joy of your team's rewards for an outstanding safety record.

Step Five: Action/Actualization

Your final job is to leave your audience with specific things that they can do to solve the problem. You want them to take action now.

Don't overwhelm them with too much information or too many expectations, and be sure to give them options to increase their sense of ownership of the solution. This can be as simple as inviting them to have some refreshments as you walk around and answer questions. For very complex problems, the action step might be getting together again to review plans.

Action/Actualization Review your safety procedures immediately.
Invitation I've arranged a factory tour after lunch. Everyone is invited to join us. Your insights will really help us to identify areas that need immediate attention. If you're unable to attend this afternoon, I've left some pamphlets and business cards. Feel free to call me with questions, concerns, and ideas.

Key Points

For some of us, persuasive arguments and motivational speaking come naturally. The rest of us may try to avoid speeches and presentations, fearing that our message won't be well received.

But Monroe's Motivated Sequence can help you to improve the quality of your message, and create a call of action that has real impact.

The model includes five key steps:

  1. Get attention.
  2. Establish the need.
  3. Satisfy the need.
  4. Visualize the future.
  5. Action/Actualization.

It's a straightforward formula for success that's been used time and again. Try it for your next presentation, and you'll no doubt be impressed with the results!

  1. Differentiate among the four types of persuasive claims.
  2. Understand how the four types of persuasive claims lead to different types of persuasive speeches.
  3. Explain the two types of policy claims.

Obviously, there are many different persuasive speech topics you could select for a public speaking class. Anything from localized claims like changing a specific college or university policy to larger societal claims like adding more enforcement against the trafficking of women and children in the United States could make for an interesting persuasive speech. You’ll notice in the previous sentence we referred to the two topics as claims. In this use of the word “claim,” we are declaring the goodness or positivity of an attitude, value, belief, or behavior that others may dispute. As a result of the dispute between our perceptions of the goodness of an attitude, value, belief, or behavior and the perceptions of others, we attempt to support the claim we make using some sort of evidence and logic as we attempt to persuade others. There are four common claims that can be made: definitional, factual, policy, and value.

The first common types of claims that a persuasive speaker can make are definitional or classification claims. Definitional claims are claims over the denotation or classification of what something is. In essence, we are trying to argue for what something is or what something is not. Most definitional claims falling to a basic argument formula:

X is (or is not) a Y because it has (or does not have) features A, B, or C.

For example, maybe you’re trying to persuade your class that while therapeutic massage is often performed on nude clients, it is not a form of prostitution. You could start by explaining what therapeutic massage is and then what prostitution is. You could even look at the legal definition of prostitution and demonstrate to your peers that therapeutic massage does not fall into the legal definition of prostitution because it does not involve the behaviors characterized by that definition.

Factual claims set out to argue the truth or falsity of an assertion. Some factual claims are simple to answer: Barack Obama is the first African American President; the tallest man in the world, Robert Wadlow, was eight feet and eleven inches tall; Facebook wasn’t profitable until 2009. All these factual claims are well documented by evidence and can be easily supported with a little research.

However, many factual claims cannot be answered absolutely. Some factual claims are simply hard to determine the falsity or trueness of because the final answer on the subject has not been discovered (e.g., when is censorship good, what rights should animals have, when does life begin). Probably the most historically interesting and consistent factual claim is the existence of a higher power, God, or other religious deity. The simple fact of the matter is that there is not enough evidence to clearly answer this factual claim in any specific direction, which is where the notion of faith must be involved in this factual claim.

Other factual claims that may not be easily answered using evidence are predictions of what may or may not happen. For example, you could give a speech on the future of climate change or the future of terrorism in the United States. While there may be evidence that something will happen in the future, unless you’re a psychic, you don’t actually know what will happen in the future.

When thinking of factual claims, it often helps to pretend that you’re putting a specific claim on trial and as the speaker your job is to defend your claim as a lawyer would defend a client. Ultimately, your job is to be more persuasive than your audience members who act as both opposition attorneys and judges.

The third common claim that is seen in persuasive speeches is the policy claim—a statement about the nature of a problem and the solution that should be implemented. Policy claims are probably the most common form of persuasive speaking because we live in a society surrounded by problems and people who have ideas about how to fix these problems. Let’s look at a few examples of possible policy claims:

  • The United States should stop capital punishment.
  • The United States should become independent from the use of foreign oil.
  • Human cloning for organ donations should be legal.
  • Nonviolent drug offenders should be sent to rehabilitation centers and not prisons.
  • The tobacco industry should be required to pay 100 percent of the medical bills for individuals dying of smoking-related cancers.
  • The United States needs to invest more in preventing poverty at home and less in feeding the starving around the world.

Each of these claims has a clear perspective that is being advocated. Policy claims will always have a clear and direct opinion for what should occur and what needs to change. When examining policy claims, we generally talk about two different persuasive goals: passive agreement and immediate action.

When we attempt to gain the passive agreement of our audiences, our goal is to get our audiences to agree with what we are saying and our specific policy without asking the audience to do anything to enact the policy. For example, maybe your speech is on why the Federal Communications Commission should regulate violence on television like it does foul language (i.e., no violence until after 9 p.m.). Your goal as a speaker is to get your audience to agree that it is in our best interest as a society to prevent violence from being shown on television before 9 p.m., but you are not seeking to have your audience run out and call their senators or congressmen or even sign a petition. Often the first step in larger political change is simply getting a massive number people to agree with your policy perspective.

Let’s look at a few more passive agreement claims:

  • Racial profiling of individuals suspected of belonging to known terrorist groups is a way to make America safer.
  • Requiring American citizens to “show their papers” is a violation of democracy and resembles tactics of Nazi Germany and communist Russia.
  • Colleges and universities should voluntarily implement a standardized testing program to ensure student learning outcomes are similar across different institutions.

In each of these claims, the goal is to sway one’s audience to a specific attitude, value, or belief, but not necessarily to get the audience to enact any specific behaviors.

The alternative to passive agreement is immediate action, or persuading your audience to start engaging in a specific behavior. Many passive agreement topics can become immediate action-oriented topics as soon as you tell your audience what behavior they should engage in (e.g., sign a petition, call a senator, vote). While it is much easier to elicit passive agreement than to get people to do something, you should always try to get your audience to act and do so quickly. A common mistake that speakers make is telling people to enact a behavior that will occur in the future. The longer it takes for people to engage in the action you desire, the less likely it is that your audience will engage in that behavior.

Here are some examples of good claims with immediate calls to action:

  • College students should eat more fruit, so I am encouraging everyone to eat the apple I have provided you and start getting more fruit in your diet.
  • Teaching a child to read is one way to ensure that the next generation will be stronger than those that have come before us, so please sign up right now to volunteer one hour a week to help teach a child to read.
  • The United States should reduce its nuclear arsenal by 20 percent over the next five years. Please sign the letter provided encouraging the president to take this necessary step for global peace. Once you’ve signed the letter, hand it to me, and I’ll fax it to the White House today.

Each of these three examples starts with a basic claim and then tags on an immediate call to action. Remember, the faster you can get people to engage in a behavior the more likely they actually will.

The final type of claim is a value claim, or a claim where the speaker is advocating a judgment claim about something (e.g., it’s good or bad, it’s right or wrong, it’s beautiful or ugly, moral or immoral).

Let’s look at three value claims. We’ve italicized the evaluative term in each claim:

  • Dating people on the Internet is an immoral form of dating.
  • SUVs are gas guzzling monstrosities.
  • It’s unfair for pregnant women to have special parking spaces at malls, shopping centers, and stores.

Each of these three claims could definitely be made by a speaker and other speakers could say the exact opposite. When making a value claim, it’s hard to ascertain why someone has chosen a specific value stance without understanding her or his criteria for making the evaluative statement. For example, if someone finds all forms of technology immoral, then it’s really no surprise that he or she would find Internet dating immoral as well. As such, you need to clearly explain your criteria for making the evaluative statement. For example, when we examine the SUV claim, if your criteria for the term “gas guzzling monstrosity” are ecological impact, safety, and gas consumption, then your evaluative statement can be more easily understood and evaluated by your audience. If, however, you state that your criterion is that SUVs are bigger than military vehicles and shouldn’t be on the road, then your statement takes on a slightly different meaning. Ultimately, when making a value claim, you need to make sure that you clearly label your evaluative term and provide clear criteria for how you came to that evaluation.

  • There are four types of persuasive claims. Definition claims argue the denotation or classification of what something is. Factual claims argue the truth or falsity about an assertion being made. Policy claims argue the nature of a problem and the solution that should be taken. Lastly, value claims argue a judgment about something (e.g., it’s good or bad, it’s right or wrong, it’s beautiful or ugly, moral or immoral).
  • Each of the four claims leads to different types of persuasive speeches. As such, public speakers need to be aware what type of claim they are advocating in order to understand the best methods of persuasion.
  • In policy claims, persuaders attempt to convince their audiences to either passively accept or actively act. When persuaders attempt to gain passive agreement from an audience, they hope that an audience will agree with what is said about a specific policy without asking the audience to do anything to enact the policy. Gaining immediate action, on the other hand, occurs when a persuader gets the audience to actively engage in a specific behavior.