Persuasive communication “represents any message that is intended to shape, reinforce, or change the responses of another, or others” (Stiff & Mongeau, 2016, p. 12). These messages can be used in a variety of professional contexts such as getting a job, marketing a new product or service, or helping an organization stay on good terms with its publics during a crisis. There are also a variety of psychological factors that practitioners should consider in their audiences when forming a persuasive message. These factors include the audience’s attitudes, values, beliefs, opinions, behaviors, and so forth (Stiff & Mongeau, 2016, p. 8, 17, 20-23, 61-63, 79-80).
One of the major persuasion theories that we read about this week was the Theory of Planned Behavior. This theory states that there are three major reasons why people make choices. The first of these is “the individual’s attitude toward performing [a] particular behavior.” In other words, people make decisions based on their evaluation of both their personal beliefs and the consequences of their various options in a given circumstance (Stiff & Mongeau, 2016, p. 62). For example, in most circumstances, an honest person wouldn’t want to break into a building for any reason. However, if that building was on fire and one of their relatives was trapped inside, this same honest person might break into the building for the sake of saving someone else’s life.
Second, the Theory of Planned Behavior states that people often form their behavioral intentions based on “the opinions and attitudes of [their] reference group” (also called “subjective norms”). This group includes anyone from family members, to close friends, to coworkers, to political leaders. For example, in an election year, an individual might be prone to vote for a Republican or Democratic candidate based on the voting behaviors of those who they associate with the most (Stiff & Mongeau, 2016, p. 63-64).
Third, according to the Theory of Planned Behavior, people often make choices based on their perception of behavioral control. In other words, individuals choose what they will do based on their level of confidence “in their ability to perform [a specific] behavior.” If they don’t believe that they “can perform the behavior in question,” they won’t participate in that behavior. One example that our book provides of this concept is that a heavy smoker “might understand the dangers of smoking…and intend to quit,” but be unable to do so because they don’t believe in their own willpower to overcome their addiction (Stiff & Mongeau, 2016, p. 65-66).
To further illustrate my points, I’d like to share an example from my own life where my attitude hasn’t necessarily predicted my behavior. One idea that I generally have a positive attitude toward is that I should get plenty of sleep and exercise in my daily life to stay healthy. However, since I started Purdue’s online Master’s of Communication program, I’ve gotten a lot less sleep than usual and I’ve almost completely cut out any form of exercise I used to get. This hasn’t occurred because I value sleep and exercise any less than I used to. Rather, it has occurred because I don’t want to face the negative consequences of doing poorly in school. I “lack…confidence in [my] ability” to keep up with my assignments and get good grades if I spend too much time sleeping and/or exercising (Stiff & Mongeau, 2016, p. 62, 65). As a result, much of my sleep, and most of my exercise had to temporarily go until I can finish Purdue’s program.
References:
Stiff, J. B., & Mongeau, P. A. (2016). Persuasive Communication (Third ed.). New York, NY: The Guilford Press.
