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Technical CommunicationTechnical CommunicationA Reader-Centred ApproachA Reader-Centred Approach
First Canadian EditionFirst Canadian Edition
Paul V. AndersonPaul V. AndersonKerry SurmanKerry Surman
www.techcomm.nelson.com
2
Planning Your Planning Your Persuasive StrategiesPersuasive Strategies
Chapter 10Chapter 10
3 (c) 2007 Nelson, a division of Thomson Canada Limited
Learning ObjectivesLearning Objectives
Describe ways to change readers’ attitudesDescribe ways to change readers’ attitudes Influence readers’ thoughts, feelings, and Influence readers’ thoughts, feelings, and
actions through persuasive strategiesactions through persuasive strategies Use ethical persuasive techniquesUse ethical persuasive techniques
4 (c) 2007 Nelson, a division of Thomson Canada Limited
The Importance of Persuasive WritingThe Importance of Persuasive Writing
Goal shared by all on-the-job writingGoal shared by all on-the-job writing Key goal in proposals, but important in Key goal in proposals, but important in
instructions and reportsinstructions and reports Writers want to create a favourable Writers want to create a favourable
impression ofimpression of– ThemselvesThemselves– DepartmentsDepartments– CompaniesCompanies
5 (c) 2007 Nelson, a division of Thomson Canada Limited
How Persuasion WorksHow Persuasion Works
Need to shape attitudes to influence how Need to shape attitudes to influence how people think, feel, or actpeople think, feel, or act
Ways to change readers’ attitudesWays to change readers’ attitudes– Reverse an attitudeReverse an attitude– Reinforce an attitudeReinforce an attitude– Shape their attitudeShape their attitude
Attitude is determined by the sum of thoughts Attitude is determined by the sum of thoughts about a topicabout a topic
6 (c) 2007 Nelson, a division of Thomson Canada Limited
Guidelines for Shaping Readers’ Guidelines for Shaping Readers’ AttitudesAttitudes
Learn and focus on your readers’ goals and Learn and focus on your readers’ goals and valuesvalues
Address your readers’ concerns and Address your readers’ concerns and counterargumentscounterarguments
Show that your reasoning is soundShow that your reasoning is sound
7 (c) 2007 Nelson, a division of Thomson Canada Limited
Guidelines for Shaping Readers’ Guidelines for Shaping Readers’ Attitudes (continued)Attitudes (continued)
Organize to create a favourable responseOrganize to create a favourable response Build an effective relationship with your Build an effective relationship with your
readersreaders Adapt your persuasive strategies to your Adapt your persuasive strategies to your
readers’ cultural backgroundreaders’ cultural background
8 (c) 2007 Nelson, a division of Thomson Canada Limited
Learn and Focus on Your Readers’ Learn and Focus on Your Readers’ Goals and ValuesGoals and Values
Focus on the goals that guide your readers’ Focus on the goals that guide your readers’ decisions and actionsdecisions and actions– Identify their goalsIdentify their goals– Identify the ways that your ideas, actions, or Identify the ways that your ideas, actions, or
recommendations can assist them in achieving recommendations can assist them in achieving their goalstheir goals
– Craft your communication to highlight these linksCraft your communication to highlight these links
9 (c) 2007 Nelson, a division of Thomson Canada Limited
Identify Your Readers’ GoalsIdentify Your Readers’ Goals
Organization goalsOrganization goals Value-based goalsValue-based goals Achievement and growth goalsAchievement and growth goals
10 (c) 2007 Nelson, a division of Thomson Canada Limited
Organizational GoalsOrganizational Goals
Choose specific objectives rather than Choose specific objectives rather than general onesgeneral ones
Focus on goals that are most related to idea Focus on goals that are most related to idea you are advocatingyou are advocating– See Figure 5.1, page 244See Figure 5.1, page 244
11 (c) 2007 Nelson, a division of Thomson Canada Limited
Values-Based GoalsValues-Based Goals
Companies have social, ethical, and esthetic Companies have social, ethical, and esthetic values not directly related to profit and values not directly related to profit and productivityproductivity– See Figure 5.2, page 245See Figure 5.2, page 245
Employees also have personal valuesEmployees also have personal values
12 (c) 2007 Nelson, a division of Thomson Canada Limited
Achievement and Growth GoalsAchievement and Growth Goals
People seek more than pay from their jobsPeople seek more than pay from their jobs Recruiting materials often appeal to these Recruiting materials often appeal to these
needsneeds– See Figure 5.3, page 247See Figure 5.3, page 247
13 (c) 2007 Nelson, a division of Thomson Canada Limited
Address Your Readers’ Concerns Address Your Readers’ Concerns and Counterargumentsand Counterarguments
Readers’ self-generated thoughts are very Readers’ self-generated thoughts are very influentialinfluential
Avoid inspiring negative thoughtsAvoid inspiring negative thoughts– Anticipate and answer questionsAnticipate and answer questions
Address objections your readers might raiseAddress objections your readers might raise– Give reasons to rely on your positionGive reasons to rely on your position– See Figure 10.4, page 249See Figure 10.4, page 249
14 (c) 2007 Nelson, a division of Thomson Canada Limited
Show That Your Reasoning Is SoundShow That Your Reasoning Is Sound
You need to You need to – Identify potential benefitsIdentify potential benefits– Persuade reader of link between your action and Persuade reader of link between your action and
the benefits that will result the benefits that will result You must not only use sound reasoning, but You must not only use sound reasoning, but
also convince your readers that your also convince your readers that your reasoning is soundreasoning is sound
15 (c) 2007 Nelson, a division of Thomson Canada Limited
How Reasoning WorksHow Reasoning Works
Your claimYour claim– The position you want your readers to acceptThe position you want your readers to accept
Your evidenceYour evidence– The facts, observations, and other evidence that The facts, observations, and other evidence that
support your claimsupport your claim Your line of reasoningYour line of reasoning
– The connection linking your claim and evidenceThe connection linking your claim and evidence
16 (c) 2007 Nelson, a division of Thomson Canada Limited
Present Sufficient and Reliable Present Sufficient and Reliable EvidenceEvidence
You must furnish all of the details your You must furnish all of the details your readers are likely to wantreaders are likely to want
You must produce the type of evidence your You must produce the type of evidence your readers are likely to acceptreaders are likely to accept– DataData– Expert testimonyExpert testimony– ExamplesExamples
17 (c) 2007 Nelson, a division of Thomson Canada Limited
Explicitly Justify Your Line of Explicitly Justify Your Line of Reasoning Where NecessaryReasoning Where Necessary
Avoid false assumptionsAvoid false assumptions– Offer evidence or explanation to dispel doubtOffer evidence or explanation to dispel doubt
Avoid over generalizingAvoid over generalizing– Increase the number of instance to match your Increase the number of instance to match your
conclusion, orconclusion, or– Narrow your conclusion to match the number of Narrow your conclusion to match the number of
instancesinstances
18 (c) 2007 Nelson, a division of Thomson Canada Limited
Organize To Create A Favourable Organize To Create A Favourable ResponseResponse
The way you organize a communication has The way you organize a communication has almost as much power to persuade as what almost as much power to persuade as what you sayyou say
Strategies to elicit a favourable responseStrategies to elicit a favourable response– Choose carefully between the direct and indirect Choose carefully between the direct and indirect
patternspatterns– Create a tight fit among the parts of your Create a tight fit among the parts of your
communicationcommunication
19 (c) 2007 Nelson, a division of Thomson Canada Limited
Choose Carefully Between the Direct Choose Carefully Between the Direct and Indirect Patternsand Indirect Patterns
Direct patternDirect pattern– Goes directly to the main pointGoes directly to the main point– Use when you are expecting a favourable Use when you are expecting a favourable
responseresponse Indirect patternIndirect pattern
– Delays the main pointDelays the main point– Use when your readers might react unfavourablyUse when your readers might react unfavourably
20 (c) 2007 Nelson, a division of Thomson Canada Limited
Create a Tight Fit Among the Parts of Create a Tight Fit Among the Parts of Your CommunicationYour Communication
Review side by side the claims made in Review side by side the claims made in various partsvarious parts
In a proposal, for exampleIn a proposal, for example– Project solves all aspects of problemProject solves all aspects of problem– Budget matches projectBudget matches project– Schedule matches projectSchedule matches project
21 (c) 2007 Nelson, a division of Thomson Canada Limited
Build An Effective Relationship With Build An Effective Relationship With Your ReadersYour Readers
Present yourself as a credible personPresent yourself as a credible person Present yourself as a friend, not a foePresent yourself as a friend, not a foe
22 (c) 2007 Nelson, a division of Thomson Canada Limited
Strategies for Building CredibilityStrategies for Building Credibility
ExpertiseExpertise TrustworthinessTrustworthiness Group membershipGroup membership Dynamic appealDynamic appeal PowerPower
– See Figure 10.6, page 257See Figure 10.6, page 257
23 (c) 2007 Nelson, a division of Thomson Canada Limited
Present Yourself As a Friend, Not a Present Yourself As a Friend, Not a FoeFoe
Praise your readersPraise your readers Present yourself as your readers’ partnerPresent yourself as your readers’ partner Show that you understand your readersShow that you understand your readers Maintain a positive and helpful stanceMaintain a positive and helpful stance
– See Figure 10.7, page 260See Figure 10.7, page 260
24 (c) 2007 Nelson, a division of Thomson Canada Limited
Adapt Your Strategies to Your Adapt Your Strategies to Your Readers’ Cultural BackgroundReaders’ Cultural Background
What readers consider to be benefits may What readers consider to be benefits may varyvary
What readers view as a good reason for What readers view as a good reason for taking a particular action may varytaking a particular action may vary
What readers consider to be an appropriate What readers consider to be an appropriate role for a writer may varyrole for a writer may vary
25 (c) 2007 Nelson, a division of Thomson Canada Limited
Ethics Guideline: Employ Ethical Ethics Guideline: Employ Ethical Persuasive TechniquesPersuasive Techniques
Don’t misleadDon’t mislead Don’t manipulateDon’t manipulate Open yourself to your readers’ viewpointOpen yourself to your readers’ viewpoint Argue from human valuesArgue from human values
26 (c) 2007 Nelson, a division of Thomson Canada Limited
In SummaryIn Summary
Change readers’ attitudes through the use of Change readers’ attitudes through the use of persuasive strategiespersuasive strategies
Use ethical persuasive techniques to change Use ethical persuasive techniques to change attitudesattitudes