HARNESSING THE POWER OF PERSUASION IN PUBLIC POLICY ADVOCACY

Public policy advocacy means persuading someone with decision making power to take a course of action that you support. It's that simple. No more (or less) than that.

Public policy advocacy has been referred as the Art of Political Persuasion. And truly persuasion skills in the field of public policy advocacy  are more necessary than ever but how can public policy advocates acquire them if the most talented practitioners can’t pass them along ? While many courses in the field of government relations dwell heavily on techniques, tools, methods, hardly any course discusses the psychology of persuasion. You can master all the techniques, tools and methods in the world, but if you haven’t been taught, learned how to apply basic persuasion principles, you will never be able to succeed in the field of public policy advocacy. That's a given.

 By mastering persuasion principles, public policy advocates can bring rigor to the business of consensus, win concessions and influence the decision-making process.

The following basic persuasion principles are extrapolated and adapted to the fied of public policy advocacy from Harvard Business Review article, 'Harnessing the Science of Persuasion' written by Robert Cialdini (October, 2001).

There are six fundamental principles of persuasion that public policy advocates need to apply:

1. The Principle of Liking: People like those who like them

Application: Uncover real similarities and offer genuine praise.

If you want to influence people, win friends, similarity and praise are two factors to apply. Similarity (shared political beliefs, social values, age, etc.) draws people together. Public policy advocates can use similarities to create bonds. The important thing is to establish the bond early because it creates a presumption of good will, and trustworthiness in every subsequent encounter. Praise is the other reliable generator of affection, both charms and disarms. Positive remarks about another person’s traits, attitude or performance generates liking in return, as well as willing compliance with the wishes of the person offering the praise. Along with cultivating a fruitful relationship, adroit practitioners can also use praise to repair one that’s damaged.

A good lobby strategy is to enlist peers e.g. colleagues of the legislator, those in his/her party, those with similar backgrounds/perspectives to help make the case.

2. The Principle of Reciprocity: People Repay in kind

Application: Give what you want to receive.

Treat people the way they treat you. Reciprocity confers a first-mover advantage on anyone who is trying to foster positive attitudes and productive relationships. Public policy advocates can elicit the desired behaviour from decision-makers. Whether it’s a sense of trust, a spirit of cooperation or a pleasant demeanor, public policy advocates should model the behaviour they want to see from others. If you lend someone assistance, you will significantly increase your chances of getting help when you need it.

It may be helpful for lobbyists to think about what help or support (e.g., information, data, endorsements) they are prepared to offer.

3. The Principles of Social Proof: People follow the lead of similar others:

Application: Use peer power whenever it’s available

Persuasion can be extremely effective when it come from peers. Influence is often best exerted horizontally rather than vertically.

4. The Principle of Consistency: People align with their clear commitments

Application: Make their commitments active, public, and voluntary.

People need not only to like you but to feel committed to what you want them to do. Another is to win a public commitment from them. Even a small, seemingly trivial commitment can have a powerful effect on future actions. A choice made actively, one that’s spoken out loud or written or otherwise made explicit is considerably more like to direct someone’s conduct than the same choice left unspoken. Get it in writing. By doing so, you’ll have greatly increased the odds that the other person fulfil the commitment because as a rule, people live up to what they have written down. Commitments must be voluntary to be lasting and effective. If an undertaking is forced, coerced or imposed from the outside, it’s not a commitment; it’s an unwelcome burden.

5. The Principle of Authority: People defer to experts

Application: Expose your expertise; don’t assume it’s self-evident

A well-selected expert offers a valuable and efficient short cut to good decisions. Public policy advocates need to establish their own expertise before they attempt to exert influence. Surprisingly often, people mistakenly assume that others recognize and appreciate their experience. The tasks for public policy advocates who want to establish their claims to expertise is somewhat difficult. In the course of the preliminary conversations that precedes most meetings, there is always an opportunity to touch lightly on your relevant background and experience as a natural part of a sociable exchange. This initial disclosure of personal information gives you a chance to establish expertise early in the game, so that when the discussion returns to the business at hand, what you have to say will be accorded the respect it deserves.

Involving someone (or groups) that really know the issue and can articulate supporting data may be helpful. Keep in mind that the ‘experts’ may also be people who know an issue from first-hand experience (not just research)

6. The Principle of Scarcity: People want more of what they can have less of

Application: Highlight unique benefits and exclusive information

Opportunities are more valuable as they become less available. In framing their arguments, public policy advocates should remember that exclusive information is more persuasive than widely available data. The persuasive power of exclusivity can be harnessed by any public policy advocate who comes into possession of information that’s not broadly available and that supports an idea, or initiative he/she would like the decision maker to adopt. Of course no offer of exclusive information, no exhortation to act now or miss the opportunity should be made unless it is genuine. Deceiving decision makers is not only ethically objectionable, it’s foolhardy. If the deception is detected and it certainly will be it will snuff out any enthusiasm the offer originally kindled. It will also invite dishonesty toward the deceiver.

Do the extra homework.

Conclusion

Public policy advocates should use informal, social conversations to establish their credentials. While you show you have the skills and experience your business problems demands, you can also learn about the decision maker’s background, likes, and dislikes, information that will help you locate genuine similarities and give sincere compliments. By letting your expertise surface and also establishing rapport, you double your persuasive power. And if you succeed in bringing your interlocutor on board, you may encourage other people to sign on as well, thanks to the persuasive power of social evidence.

But the rules of ethics must apply. Not only is it ethically wrong to trick or trap others into assent. It’s ill-advised in practical terms. Dishonest or high pressure tactics work only in the short run, if at all. Their long term effects are malignant, especially in the field of public policy advocacy which can’t operate properly without a bed rock level of trust and cooperation.

The principles above, if applied appropriately, can steer decisions correctly. Legitimate expertise, genuine obligations, authentic similarities, real social proof, exclusive news, and freely made commitments can produce choices that are likely to benefit to both parties. An any approach that works to everyone’s mutual benefit is good business.

Note:

AALEP conducts regular 1 day workshops for developing persuasion skills. The workshop can be run for you, at your organisation, at a time and date that suits you.

The programme is very thorough and considers the following:

Dispelling the Myths

• Understand that you are already good at persuading people
• Accept the need to adapt your skills for more formal setting
• Learn the importance of tone, manner and commitment

Building Rapport and Gaining Trust

• Understand the importance of gaining trust to successfully persuade
• Learn how to build trust and rapport in the field of public policy advocacy
• Practice the rules of formal conversation, such as tone and manner, that allows you to build rapport with anyone
• Identify common mistakes and learn how to avoid them

Identifying Techniques and Tactics

• Understand the need to approach persuasion as a process
• Discover in practice the importance of planning and preparing for persuasion
• Learn the 6 most powerful influencers and how to use them effectively
• Acquire the tools to establish and maintain credibility

Becoming Influential

• Gain an understanding of different methods of persuasion and their accompanying frustrations
• Develop powerful language to use i negotiations
• Gain a framework for persuasion that can be applied in the field of public policy advocacy
• Practice what you have learned to see instant impact
• Leave with confidence in your ability to convince others.

For information, please contact AALEP Secretariat: aalep@numericable.be