The case study involves a scenario where an individual was tasked with the responsibility of selling his ideas before a panel so as to secure funding for a given project. It involved a medical researcher (Jack) in a hospital whose work may be instrumental in cancer treatment. To proceed to the next level, he needed funding. Consequently, the hospital in which he was based organized for him to present his idea to the managers of a scientific company. The main aim of the presentation was to convince the managers that the idea was viable. Put differently, Jack had to persuade the managers of the company to support the project financially. Persuasion is the application of rational and/or emotional arguments to convince others to change their attitudes and behavior (Bordens, 2002, p.217). Thus, Jack’s main task was to convince the managers to change their attitude about the project, perhaps from an initially ambivalent one to one of embrace. Indeed, nearly every human encounter includes an attempt to gain influence or to persuade others to our way of thinking” (Mortensen, 2004, p.2). Jack could only be regarded as a success in the interview had he succeeded to persuade the managers to agree with his way of thinking. However, the problem that arose in the interview was poor communication largely on Jack’s part as a result of which the research company declined to support his project. This submission thus seeks to discuss how Jack could have successfully persuaded the managers.
In the interview, Jack failed to persuade the managers to support the project. He did not provide essential information that was required and also made assumptions. These two mistakes proved to be fatal. The impact of these mistakes is that they made Jack appear less knowledgeable, pretentious and rude to the managers. On the other hand, Jack’s assumptions made him hold back a lot of information about the project with the result that the managers were dismissive as the little information availed made Jack appear like one who did not have a grasp of what he was saying. Both of these mistakes are an indication of Jack’s lack of understanding of the persuasive process in such a set up. Effective persuasion cannot occur where one lacks such understanding. In addition, “In order to respond perceptively or persuade effectively, you need to have a general understanding of the nature of the persuasive process and the role of persuasion in society” (Herbert & Jean, 2011, p.15). It was important that in approaching the interview, Jack had to reflect on the fact that, “The movements and campaign of persuasion that our forebears once waged helped produce the very institutions, belief systems, and cultural norms that govern or at least guide our thoughts and behaviors” (Herbert & Jean, 2011, p.12).”
This article proposes two solutions to the problem highlighted in the case study. These are persuasion and interpersonal skills. As aptly put by Mortenesen, “Understanding the theories of persuasion, motivation, and influence will put you in life’s driver’s seat” (Mortensen, 2004, p.6). Jack should have been more persuasive by providing more information as well as putting his best foot forward while making his presentation. Persuasion also demands that the managers would have sought any clarifications from Jack during the interview and that they should have readily provided him with feedback in the course of the interview rather than remaining passive. Jack should have also have improved his interpersonal skills as they made him appear like one who lacked enthusiasm about the project. He should have appreciated the words of Sbangle & Moorhead who said that, “The ability to manage interaction through performing speech, act and enacting conversations will produce understanding and/or influence” (Sbangle & Moorhead, 1997, p 45). Similarly, the managers had a duty to ensure that their interpersonal skills were those of persons who were ready to listen rather than in a combative mood.
“As human beings, we want to be treated with respect, and we value communications that treat others as an end, not a means, to use Immanuel Kant’s famous phrase”( Perloff, 2010, p.34). “At the same time, we are practical creatures, who want to achieve our goals, whether they be financial, social, emotional, or spiritual” (Perloff, 2010, p.34). Based on the quotation by Perloff as well as the evaluation of the two solutions proposed, this submission advances the argument that the best solution to address the problem in the case study is the one that focuses on interpersonal skills. This is because in the short term, well developed interpersonal skills will enable persons such as Jack to communicate more effectively in critical situations such as the one presented in the case study. In the long term, such interpersonal skills will enable Jack to have more fruitful interactions with all persons both in official and casual settings. Development of his interpersonal skills will put him in a much better position to present his ideas to others in a way that is persuasive as well as without making such errors as those that were made in the interview. Improving Jack’s interpersonal skills can be implemented first by talking to him about the problem, getting him to acknowledge that it is a problem he should address. This may then be followed by enrolling him in a communication course where he will be taught the importance of interpersonal skills and particularly with regard to his line of work which from time to time involves making presentations before panels so as to solicit for funds.
References
Bordens, K, S. (2002) Social Psychology: New York: Lawrence Erlbaum Associates, Incorporated Florence: Taylor & Francis Group. Retrieved from http://site.ebrary.com/lib/qut/docDetail.action?docID=10084536.
Mortensen, K, W. (2004). Maximum Influence [electronic resource]: The 12 Universal Laws of Power Persuasion. Retrieved from <http://site.ebrary.com/lib/qut/docDetail.action?docID=10057981>.
Perloff, R, M. (2010). The Dynamics of Persuasion: Communication and Attitudes in the Twenty-First Century. Retrieved from <http://qut.eblib.com.au.ezp01.library.qut.edu.au/patron/FullRecord.aspx?p=496373>.
Simons, H, W.; Jones, J (2011). Persuasion and Contemporary Culture. Retrieved from <http://qut.eblib.com.au.ezp01.library.qut.edu.au/patron/FullRecord.aspx?p=668797>.
Spangle, M & Moorhead, J. (1997). Chapter 4: Developing communication competencies; Intercultural Communication. Retrieved from https://qutvirtual3.qut.edu.au/qv/olt_material_search_p?p_unit_code=QCD210
