Personal Perception
Think of the person you're trying to influence as an iceberg. The bit of them you see in a work situation is only the tip. The bulk of what makes up their character and affects their decision-making and behaviour is below the surface. You need to tap into all of those submerged characteristics if you are to succeed. If you just appeal to the visible bit 'You're obviously the best person for the job because...' you miss valuable opportunities.
A phrase from the science of neuro-linguistic programming is also of relevance here 'The map is not the territory'. For instance your view of a large building on your campus might be different to someone else's. You have visited different floors, sat facing different directions and been there for different purposes. Your perception of that building might differ greatly from someone else's in the same way that several witnesses to a car crash may give different accounts of what actually happened. You perceive things the way you do because of everything else that has ever happened in your life.
Decision making is not a totally objective, logical phenomenon. Our propensity to choose one course of action over another is not an absolute, factual, value judgement - it is based on our perception of the various alternatives.
There are 5 key elements of perception that affect how your influence 'target' will view an option:
| Perception of: | Impact: | Address this by: |
Capability |
They must think they can do it or they will be scared |
Evidence of what they have done before Break it into steps Buddy system for support |
Value |
They must see value in it for them |
Find out what it is that they really value |
Value Realisation |
They must believe the perceived value will actually be delivered |
Explain how you will deliver Show a track record Be consistent |
Cost |
They must feel the cost is worthwhile |
Show the benefits |
Risk |
They must feel the risk is acceptable |
Show lost opportunities if they don't do it |
Remember if you can't see the good in something then you don't view it as a 'choice'.
Your 'target' has to view the sum of Capability + Value + Value Realisation as being greater than the sum of Cost + Risk. Someone who values excitement and new challenges may react very differently to someone who lacks confidence and values security.
