Main approaches to transforming perceptions of interest:

1) Altering incentives 2) Framing decisions - Invoking the common good -Linking to core values -Heightening concerns about loss or risk -Rejection and retreat -Narrowing and broadening the scope -Enlarging the pie -Neutralizing toxic issues -Inoculating against expected challenges -Providing a script for convincing others 3) Drawing on the power of social influence -Leveraging small commitments into larger ones -Drawing on the power of reciprocity -Using behaviour change to drive attitude change -Sequencing through relationship networks 4) Engaging in quid-pro-quo negotiation

1) Altering incentives
Rewards for desired behaviour Disincentives for undesired behaviour Peoples behaviour will change (but not necessary their attitudes) as they strive to get rewards or avoid disincentives. Example of powerful levers for influencing behaviour in organisation: Measureable systems Compensation plans Mission statements Strategic plans Annual budget More effective in the short term

2) Framing decisions
Framing: use of argument, analogy, and metaphor to create a favourable definition of the problem to be solved and the set of potential solutions. Framing is powerful because: 1) peoples perception of their interests remain latent (hidden) and diffuse until they are faced with a choice 2) people perceive their interest differently depending on how choices are posed. Frame the proposed change in a way that elevates the importance of some interests while suppressing other interests. (i.e. link ones agenda to peoples needs, wants and aspiration. While linking the choices she opposes to peoples worries and fears) If done well, this approach can tap into powerful emotional forces that strongly influences an individuals choice. Effective framing involve the use of a number of techniques: a) Invoking the common good -Emphasizing the collective benefits -Downplaying individual costs b) Linking to core values -Link choices to values that define self-identity -(e.g. linking smoking to independence and the freedom to choose) c) Heightening concerns about loss or risk -Done by exploiting the way in which people make decisions

-(e.g. If people are more risk-averse desired courses of action can be characterized as less risky, and undesired choices as more risky) d) Rejection and retreat -Ask for a lot initially, and then settling for less. -Works because people tend to anchor on the initial request and view subsequent moves toward a more moderate request as concessions. -Risk: An extreme initial request might trigger resistance e) Narrowing and broadening the scope -Sometimes choices are best posed broadly, at other times narrowly. -(E.g. broadening the focus by emphasizing the strategic importance of countering competitors) f) Enlarging the pie -Broadening the range of issues under consideration can facilitate mutually beneficial trades that enlarge the pie. g) Neutralizing toxic issues -toxic issues can be neutralized by explicitly setting them aside for future consideration, or by making up-front commitments that allay anxieties. h) Inoculating against expected challenges -Presenting and decisively refuting weak forms of expected counter-arguments. -(e.g. I know that you people are likely to be concerned about X, but the issue is really about Y) i) Providing a script for convincing others -Successful framing not only influences the immediate target, but also provides that person a persuasive script for convincing others (e.g. suppliers)

3) Drawing on the power of social influence

People rarely make choices independently they are usually influenced by their networks of relationships and the opinions of key advisors. Understanding and influencing these relationship networks dramatically increases ones ability to persuade key people to support a change initiative. The knowledge that a highly respected person already supports an initiative alters ones assessments of its attractiveness and its likelihood of success. Convincing opinion leaders to make commitments of support and mobilize their own networks can have a power leverage effect. Research has shown that people prefer choices that enable them to: a) Remain consistent with strongly held values and beliefs b) Remain consistent with their prior commitments

c) Preserve their sense of control d) Repay obligations -People are vulnerable to appeals for support that invoke past favours they have received e) Preserve their reputations f) Gain the approval and respect of others To harness the power of social influence, leaders often employ some of these approaches: a) Leveraging small commitments into larger ones -This approach to persuasion believes that people can be led from point A to point B in a succession of small, irreversible steps when doing in a single leap would be impossible. -Note: public commitments carry more weight than private commitments (I.e. Backing away from commitment made in front of others is significantly more difficult) commitments should be made in group meetings -First-mover advantage in securing early commitment is crucial. And helping targets to find ways to gracefully disentangle themselves from prior commitments is important as well. b) Drawing on the power of reciprocity -The desire to reciprocate is a strong motivating force. -(e.g. helping people advance towards their goals. The resulting debt provides a source of capital for one to draw on when the time comes to push through her initiative. -Favours need not be balanced: small favours can be leveraged into large reciprocal favours. c) Using behaviour change to drive attitude change -Well known that attitudinal change can translate into significant behavioral change. The reverse is true as well. -Because people have a strong need for consistency likely to adjust their attitudes to be consistent with the behaviour. d) Sequencing through relationship networks -Faced with difficult choices, people often look to respected people for clues about right thinking. -Draw up a sequencing plan to help one decide when and in what order to approach people in order to form a coalition and build momentum before one gets to her ultimate target. -Plan the sequence of individuals and group meetings (i.e. meet up individually with those that Todd trust and gain their support. Followed by raising the issue up in a group meeting attended by Todd)

4) Engaging in quid-pro-quo negotiation

Exchange Engage key people in a this-for-that negotiation agreeing to support an initiative they care about in exchange for their support of yours.