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My name is Dennis Tourish.
I am an Emeritus Professor
of Leadership and
Organisational Studies at
the University of Sussex.
I have also authored or
co-authored a number of books
on leadership and
communication processes
within organisations,
including ones that
address this topic today.
Our topic today is
Influence and Persuasion,
which I think are things that
managers engage in all the time.
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I begin by saying that
there is a difference
between influencing
and persuading people.
We influence other
people all the time,
and they do the same to us,
whether it's intended or not.
Our behaviour influences
other people.
Our example influences
other people.
The clothing that we wear
influences other people.
They might not be
intending to produce
an effect on them,
but it happens.
Persuasion, on the other hand,
is when we consciously set
out to change the attitudes,
the feelings, or the
behaviours of other people.
It is much more intentional.
We are doing something
communication-wise
in order to effect a
change in other people.
It's immediately
obvious that the job of
a manager involves both of
these every single day.
Think again about the nature
of influence, for example,
and the importance
that we attach to
our relationships with managers.
The more senior and
important the manager,
the more true this is.
We observe everything
that they do.
We even sometimes copy how
they speak and how they dress.
The example of the
manager turns out to be
a very fundamental
part of influence
and then ultimately
also of persuasion.
