Persuasion of new hires

The incorporation to a new job implies for the worker the need to attend to new messages whose meaning is ambiguous, generating tension and uncertainty. There are several sources of tension typical of the beginning of a new work experience. Among them, the desire to behave in an acceptable way for colleagues and supervisors, or ignorance of the occupational risks of the new job stand out.

We invite you to continue reading this article from PsicologíaOnline, which deals with the Persuasion of new employees.

Index

1. Persuasion of new hires
2. Persuasion goals
3. Persuasion strategies to consolidate previous work attitudes
4. Persuasion strategies to create a new attitude
5. Persuasion strategies to change an attitude
6. Conclution

The worker must discover, understand and assume the attitudes as their own (evaluation of the set of beliefs and values ​​that guide the action) required for their integration and good performance in the company. You need to understand the keys to these attitudes, you must accept them and commit to them as the best way to avoid being rejected in the social environment or being a propitiatory victim of occupational risks present. For this reason, the presence in the company of a communication culture that welcomes in an orderly manner the messages that guide the newcomer in their new job is desirable.

The new worker arrives at the company ready to absorb the information offered to you. You want to be accepted socially, with the same intensity that you want to do your job well, or at least not be reprimanded for doing it poorly. In many cases it comes with the intention of doing merits to stay.

On the other hand, the worker begins his relationship with a broad set of expectations that will condition his interactions with members of the organization and with the position, and that can affect their safety personal. For example, a new employee can react to a robbery in a more risky way, driven by the idea that proving a 'gamble' for the company can help them improve their contract. The new employee who acts in this way must know that the company has theft insurance, and that his action does not benefit the company. A communication plan that includes aspects like this, it is desirable in a welcome program.

When the worker arrives at the organization, and during his first days and months, he is especially sensitive to the information and events that occur around his job. It is a stage in which the worker begins to develop new roles from the various interactions that occur in the work environment. During this period you will have to act, show your skills, make decisions. If in your environment there is no information regarding how you should do what you are asked, or the information is not credible, will act according to their own ideas or expectations about how to act, acquired from their experience previous.

Welcome programs they design the messages and the tone in which they are emitted, to guide the employee's introduction into the new social environment. Van Maanen and Schein described the different ways that companies tend to welcome and guide their new employees in the company culture, through socialization tactics. Programming the socialization tactics that best match the type of worker and attitudes that the company wants to promote, it is possible to shape the behavior of the new workers. Later Wanous and Colella explicitly introduced persuasion as part of the company / worker interaction system. The goal of persuasion is influence and have control over the attitudes and behavior of workers, who in turn try to change the conditions of the environment to adapt them to their needs and personality. Welcome plans and reception strategies are dynamic elements of the communication system.

Through the messages that are sent by this means, the worker begins the elaboration of his first impressions and ideas about his new environment. The goal is to quickly integrate newcomers into the relational structure of the organization that governs accepted and safe guidelines for action in the new workplace. For this, those responsible for internal communication must take into account both the communication techniques, the culture of the organization and the characteristics of the person who joins.

This article presents one way of approaching the integration of new employees, based on the design of persuasive messages. For this, the different factors that affect the persuasive characteristics of the messages are proposed, taking into account the type of recipient to which they are addressed. Messages that do not take into account the interrelationships between the different elements of the system they may have a perfect technical design, but from a persuasive point of view their effectiveness will be minimal.

The internal communication strategy during the welcome and until the new employee is integrated as member of the company, would conform a pattern of beliefs and values ​​congruent with the pre-existing culture in the business. The ultimate goal of persuasion would therefore involve the learning and transformation of beliefs and values. This learning is the reference by which the worker gives meaning to the events, and interprets them in a way that is consistent with the mission of the organization to which he belongs.

It is a process of adaptation, which is mutual. This process becomes visible in behavior changes or in the acquisition of new behaviors, although these would not be the ultimate goal of persuasion, but only the manifestation of its effect. Those responsible for internal communication will have to decide, for each content, which is the immediate or final objective regarding the incorporation and full integration of the new employee.

The fact that a newly hired worker does not go to work directly with hazardous materials does not imply that it is not desirable for them to know those materials and how to avoid their risk. These messages imply changes in knowledge that do not necessarily imply changes in behavior, since it does not have to interact with those subjects.

On the other hand, we can promote a positive attitude towards a cautious behavior regarding contact with these matters, without considering it necessary to demand the behavior, although if it is necessary to provoke at least one change in beliefs maintained. In both cases the information implies changes and for these to take place it is necessary that the information be persuasive. If we offer non-persuasive information, it will usually be forgotten and the informational change will not have occurred.

Therefore, the worker cannot replace an idea held on some work aspect by another emerging idea, since the new idea (crystallized in new information) has not had any impact on his person, and can hardly be the cause of a stable change or a transformation in his attitude. To simplify, we will refer to the change of attitudes when we talk about the effects of persuasion, thereby indicating, Unless specified, both changes in information, changes in beliefs held, and changes in conduct.

The final objectives that determine a persuasion strategy can be specified in three conditions or relevant elements in the persuasion process.

The first would refer to the persistence of the changes produced by communication, as a necessary condition to assess the effect of persuasion. It is difficult to consider as persuasive a change that disappears at the same time as the broadcast of the message. For this reason, many communication exchanges are repeated, seeking to maintain and consolidate previously formed attitudes. The second objective that a persuasion strategy requires is the creation of new attitudes desirable for job adaptation in the organization. Finally, the third objective to consider is to be able to transform old attitudes by new attitudes more in line with the culture and mission of the organization.

The worker can start his work in the organization with attitudes regarding previously acquired work issues. The company may be interested in encouraging behaviors associated with these attitudes. One type of conduct that may be of interest to promote are those related to innovation and improvement in work procedures. The company may be interested in letting the worker know that any idea that identifies defects in the work process or proposes ways to improve it will be welcome. The worker may have had previous experiences in this regard, and be favorable to the contribution of new ideas and suggestions for improvement. If the company is interested in consolidating and making it known that these attitudes are welcome, the design of the message does not need to make an effort to convince of the need to believe in the arguments defending the idea. These workers already believe (have learned, accepted, assumed) in the idea that we want to promote.

We can ask ourselves what kind of persuasive strategy fits in already persuaded workers, and whose attitude is already consistent with the objectives of the message. This type of strategy differentiates two types of workers. On the one hand, workers who believe in the idea and act in accordance with it at work, although they may not know how to do it. These workers only need to remember, keep in mind the need to continue performing the behavior associated with the attitude already adopted. The messages we issue only need to have force of remembrance, of remembrance, of routine insistence. On the other hand, we can find workers who agree with the idea that we intend to promote, however they do not believe it necessary to act in accordance with it. The reason for this behavior is usually forgetfulness, or the mistaken belief to act in accordance with the idea defended. The design of the message prepared to stimulate behaviors in workers who agree or support the attitude related to the desired behavior, must be characterized by arguments of an emotional nature, or by a demand for very specific behaviors and concrete.

The messages in this type of situation can be elaborated simply by demanding from the worker a specific type of action that underlies the desired attitude. For example, if we create a poster to defend quality at work, and it is aimed at a group of workers already committed to this idea, the game of Images and text should not emphasize the importance of quality, but rather a concrete mode of action with which the worker would contribute something to quality in their job. If this is the chosen design, we must consider that the message will be more affective if we ask it to act as soon as possible, not in a few days, but now. If the desired behavior is not periodic, it is best to remember it when the moment approaches. Faced with periodic behaviors, the continuous repetition of the message can produce a tiring effect.

The possibility of sequencing the message or presenting similar alternatives with different stimuli can serve as an antidote to this possible saturation in communication. The daily routine can cause the feeling that the behavior has already had the desired effects, so it is possible to stop practicing it. We refer to behaviors that depend on the will of the worker. Sometimes the worker continues to think about the idea underlying the desired behavior and gives a positive opinion about it. However, you may develop the feeling that this cognitive support is sufficient.

The repetition of the message must be chosen in the moments in which we detect this support not contingent on the behavior involved. Boredom and predictability numb ideas, masking favorable attitudes in the confusion of other ideas. immediate or surprising, which, although only maintained during the presence of the stimulus, are supported by the force of the novelty. That is why our messages, although emotional, must always appear to be novel within their daily lives, and simple. The simplicity in the explanation of the actions that we ask the workers is an added factor in order to improve understanding and willingness to act.

As a general rule, emotional persuasion should prevail over information or reasons. We do not need to convince these workers about the acceptance of the attitude, but about the awareness that they are not doing what they themselves think they should do. For example, if they know when and how to wear protective gloves, and think it is necessary to do so, you just have to remind them that in this company it should also be done and ask them to do it, emphatically. This type of worker does not need more information, he only needs more involvement, that is, more commitment to the idea. We will try to make you understand that your behavior is not consistent with your attitude towards the idea. The most effective strategy is usually to offer arguments capable of awakening the emotions of the worker.

Giving more information is unnecessary, since he is already convinced. In this context, awakening the worker's feelings in relation to the consequences of not acting is more effective than, for example, showing that not acting has negative consequences. The messages aimed at the memory only need to evoke the idea without the need to convince. The information that we offer must be aimed at remembering how and when to specify the desired behavior, it is not necessary to argue about its need or value it. On the other hand, it is preferable to use implicit conclusions.

For example, highly visible signs (of colors, drawings) can be used on a poster that remembers a date. This signal is an explicit message (the date to do something) but with an implicit conclusion (what has to be done). These workers are motivated by the proposed idea and are aware of its different aspects, for what they must discover for themselves when and how to act in accordance with their own commitments. Freedom in choosing commitment to attitude, discovering for themselves the key idea of ​​the message, causes a process of internalization that will favor the continuity of personal commitment to behavior evoked.

Persuasive strategies that aim to create new attitudes are appropriate to elaborate messages whose reference content is unknown by the worker. Although we must take into account the previous attitude of the worker regarding the objective of the message, in these cases we go to a worker who has not been informed about the idea we want inculcate. For this reason, he is a poorly informed worker. The worker may not be informed, either because he has not had the opportunity to have correct information, or because he still having had access to adequate information, his general attitude is disinterested or at best of neutrality.

The elaboration of the message, Whether the broadcast channel is written, visual, or oral, you must take into account the general perspective regarding the lack of information, and the specific information on the worker's attitude regarding the reason for not being informed. As central the suggestion is that the message must be predominantly informative. Petty and Cacciopo have distinguished between a central and a peripheral persuasive path. It is in the central channel where the information has a more predominant role, being the persuasion that is directed through this route the most effective in terms of its persistence over time. In the case of new employees who need information about their new job and company, if we can convey this information in a persuasive way, its effect will be more lasting. For this we must bear in mind that the capacity for conviction of these messages has two barriers fundamental: that of the worker's motivation to attend to the information and that of his ability to understand it. Regarding the barrier of worker motivation, we must distinguish if there is an attitude of disinterest or if there is a certain neutrality.

The ability to understand information it can be enhanced with a simple, pedagogical design adapted to the worker's level of understanding. It is customary to inform the newly arrived worker of their new tasks on the assumption that they know what is obvious to the informant. The mistake of flooding the worker with information is also sometimes made, much of which is complex and unnecessary information in the first months or weeks. In this sense, manuals, bulletins or guides must be able to synthesize or offer the necessary information in a phased manner. If the information is provided via fellow veterans or supervisors, they should be prepared to give clear information about relevant aspects of their work, going to the essence of it and not dwelling on details that divert attention from what essential.

In any case, supervision during the first days, It is not only grateful for the worker (the appreciation of it decreases with experience) but it also has the power to allow the repetition of the message, adding new details that progressively facilitate the understanding of what is really expected of it. If the way the message is delivered does not clarify what is expected of the worker, because the underlying idea is incomprehensible, the worker will direct his attention to looking for clues that will help you to perform a behavior that can be accepted by the organization, diverting your attention from the execution of your chores. This does not imply that he does not do his job, it implies that the optimization of his behavior, well in the tasks specific to the position, well in the rules of conduct, they can be delayed by having to learn by hit / miss. The manuals where the norms and procedures are specified should synthesize enough to Eliminate unnecessary informational elements for a new worker, who must be avoided flooding with information. In reality, information overload is just as bad for newbies as it is for veterans.

The motivation, on the other hand, it depends on our ability to identify to which of the two types of workers we have to direct our message. Although, the misunderstanding of the message diverts attention to peripheral elements, a dense, heavy message, although can be understood, it may not be attended because it requires motivation to listen or read it sufficiently attention. While in the case of understanding, the differences between workers come from their experience and training on the subject, in the case of In the case of motivation, we can simplify these differences according to whether the worker is uninformed or neutral with respect to the idea at hand. to transmit. The objection of the first is fundamentally of access to the idea, to his arguments, therefore of understanding. We can easily motivate this uninformed worker with pleasant, simple, clear, attractive messages.

The neutral worker regarding the central object of the message, however, has not been informed about the subject that he should know because he has not found reasons to feel interested. The barrier of understanding may have been overcome, but perhaps you have not found, in the elaborate understanding of the idea, a link to your needs. The company should strive to offer you the information in a way that is interesting to you, that is, it is clear that the topic you need to know is related to your needs.

In the case of how to do the work, this link is evident, this is not the type of ideas that are appropriate for this worker profile and persuasion objective. It may be more difficult for this worker to understand why he must participate in meetings that the company considers essential for the improvement of quality or team feeling, or why change work habits if those he has offer the same performance. The lack of motivation can therefore come from elements related to the company's work policy or culture. The neutral worker needs to be convinced that he has to strive to adopt these norms, the meaning of which he must internalize.

Messages addressed to the neutral worker should Combine the information with non-informative persuasive elements. These elements have to suggest and make the worker see the importance of attending to this information, and of course accepting its content. The best-crafted message for this purpose should combine logical-rational or informative arguments with emotional arguments. The goal of this combination should be to show the worker that our proposal is linked to his feelings and needs. One way of transmitting this connection can be to associate this personal needs with involvement with the company. It is relatively easy to achieve this association in a logical way, however, it is more difficult to internalize. The neutral worker will cease to be neutral if he sees clearly that what is being asked of him has to do with integration in the company, with being an accepted and recognized member of the work group. In this sense, the more individualistic workers are more resistant to accepting and adopting ideas in this way transmitted, and in these cases the argumentation should incorporate some allusion to labor ambitions of a more individual. One type of argument or another must be associated with the acceptance of the idea, in such a way that they awaken the interest to accept it, but they must not become the objective of the message.

The use of images able to visualize the final conclusion of the proposal, in the form of an example, will be more effective than elaborate messages with neat information, whose effort of attention in its reading is unlikely to motivate this type of worker neutral. This worker is more likely to doubt what we say to him, and may offer objections to the content of the message comparing them with others types of proposals, and thus questioning the validity or need to pay attention to what we propose, considering that there may be other proposals. In these cases, it can be effective to develop arguments that contain valuable criticisms, known and understandable to the worker, about competing proposals, if any. Finally, the conclusion that we offer regarding the proposed topic must be clearly explicit. The reason for this is the lack of motivation of the worker regarding the issue, which causes the lack of interest in him to make an effort to listen and attend. The explicit conclusion makes the underlying request clear in the message, and the worker does not have to work to obtain the conclusion himself. On the other hand, if the informational element predominates, we are able to simplify and link this information with their feelings, the explicit conclusion will allow us to see it more clearly.

The uninformed but potentially interested worker may be motivated by listening. The design aimed at this type of worker does not require combining emotional elements with the information. This is an advantage and is that we can offer the information directly, with less precautions, and include more information in the same support or channel. In addition, it is enough to be unilateral and inform only about our proposal and its advantages. The barrier to the acceptance of the idea, most visible in this type of worker, is their ability to understand, which on the other hand must also be considered in the case of the previous worker. Therefore, in both cases we have to be very pedagogical, all the more the more technical and complex the information we have to offer to achieve the formation of the new attitude. In this sense, we will be positive regarding the arguments offered, trying to simplify and emphasize the most relevant aspects, avoiding confusion with non-essential arguments.

The poorly informed but potentially motivated worker will better accept the arguments offered by an implicit conclusion. The conclusion in the message should be deduced from the 'reading' of the arguments. With this we cause the worker himself, who we remember is motivated by attending to the message, to elaborate a conclusion of your own deduced from the elaboration of the message, striving to understand what you should know and make. This work and own conclusion, generates a feeling of freedom in choosing your new attitude that increases the effect of persistence and commitment to it. You simply have to ensure that the desired conclusion is easy to obtain and that the message is not so ambiguous that it can lead to erroneous, contradictory or undesirable conclusions.

The presence of a sender of the message it can also influence its acceptance. There are several possibilities in broadcasting messages to workers. We can produce messages signed by the company, by the unions, anonymous, or where the image of people with whom to identify is predominant because they feel similar to them or are friendly.

Which of them or others to choose for our purposes depends again on the persuasive goal and who this goal is directed to. In the case of the worker who is not very informed but interested in the subject, it is not necessary to insist on an emitter that is especially attractive to the worker (it does not harm except when it distracts from the message). This type of worker is interested in listening to the message, not interested in who is saying it. While it is true that a negative sender will distract attention to the message and will not be beneficial. A neutral issuer in his credibility or perceived as a specialist in the proposed topic is ideal for this type of worker. However, the neutral worker needs to believe and feel compelled to listen to the message, so that in its design, an attempt should be made to choose a credible issuer to support the information offered. Through this issuer the worker will feel more motivated to accept what we have to say. In this sense, the issuer must be chosen for its special characteristics of attractiveness and credibility for the worker, in relation to the proposed topic. Empathy is a very relevant factor here. This is so because empathy offers credibility to the issuer for emotional reasons. We precisely need the worker to be emotionally involved in the subject so that he can be encouraged to analyze the message and assimilate the information offered. The emotionally credible issuer can help a lot in this task.

Lastly, let's never lose sight of that the goal is to create a new attitude, and that it lasts. Therefore, regardless of the emotional and pedagogical nuances that we can include in the design of the message with the support that we choose, the ultimate goal is to offer reasons, facts, ideas to support a favorable position towards a new topic for the employee.

Newcomer workers to a company or organization have previous work experience that they contribute certain acquired beliefs and established habits. In certain professions, and in certain types of workers, there has been the opportunity to learn work methods and acquire routines and opinions about how things should be. Fixing these ideas plays an important role in how the worker understands what happens to him at work. These workers come to the new organization with ideas already established, and in many cases it is necessary that the attitudes supported by these ideas change. Again the complexity of the experience in companies leads us to believe it necessary to distinguish between two different types of workers, within the scope of those who come with their own ideas and acquired. First, there are workers who have attitudes based on misinformation, and second, those workers who, having attitudes based on correct information, show an attitude contrary to that desired by the business.

The worker who comes to the company with a trained attitude Regarding an idea, which is supported by wrong arguments, it is usually someone who has had previous work experience dilated or similar to the current one, and he believes that it is possible to generalize his experience to any particular situation without having to assess the differences. He is a type of worker who reacts badly when he thinks someone is trying to convince him that he is wrong. However he really is not right. When we design the message we have to take this contradiction into account. On the other hand, the fact that he is not concerned with confirming the veracity of his beliefs places him in the type of interlocutor little involved with the subject, so he considers that he does not deserve more efforts for his part. He is therefore a worker to whom the idea to be transmitted seems not very relevant and he believes he has reasons to continue thinking that there is no need to think about it any more, he already has it clear. You can agree to what management tells you, but when they do not see you, you will continue to adopt behaviors consistent with your previous attitude and not with that indicated by the company.

The worker who he comes with well-founded ideas of his own, on the contrary, he knows what he thinks and knows why. He is a worker who has taken the trouble to value his beliefs and have a position on it that he can defend by contesting the ideas that oppose his attitude. He is therefore an experienced worker and motivated by the central theme of attitude change. In this sense, it is easier to address the need for him to adopt the point of view of the company, since he does not need to defend himself against the perception that he may be wrong. It is not that the company is wrong and wants to convince you to adopt the wrong attitude. The reason can be defended from different points of view, the company defends one of them, and the worker defends a different one, and knows why he does it. He is a type of worker who is open to being offered good reasons to change. But for this very reason, it is difficult for it to change, unless there are really good reasons for it.

The way of approaching the elaboration of the message it is very similar in both interlocutors. In general we have to offer convincing information in both cases. However, in the worker with erroneous ideas we must first take care to discover the errors of his information, hidden objections that may cause you to reject the company's arguments for no good reason apparent. Both believe they have a sincere and true opinion, the reality regarding the foundation of their attitude differs. Therefore the fundamental persuasion strategy will be based on offering data, facts. The justifications of our position supported by moral values ​​or in the association with emotions do not have results by themselves, or as a pivot of the argumentation, because these interlocutors know what they want in their work, emotionally they are defending the congruence of the arguments they give them the reason. We have to design the messages so that the core of them is the logic of the arguments, using precise data. The ambiguity of the information offered will make them unconvincing and will activate the desire to internal or explicit counter-argumentation (depends on perceived freedom or ability to say what What do you think).

They are these, workers who can greatly influence their colleagues. They feel like veterans, with clear ideas and knowing what they are doing, sure of themselves. These new colleagues in an environment where the attitude to be formed is not well established, can generate an environment contrary to it.

The messages we design must be careful to make resounding claims if they are not clearly supported by irrefutable evidence. It is convenient, with these interlocutors, to see where the information offered comes from. It is very useful, due to its strength in this type of workers, to make demonstrations so that they can see why they are asked to adopt that attitude. Learning from one's own experience, or in the case of the use of posters, the visualization of demonstrative examples of the The benefits of the demanded attitude are very useful, because it is this type of argument to which these are most sensitive. workers. Although, we have to take care that they know that we know the opposite effects. They know the subject well, especially those who have a well-founded contrary attitude.

We have to let you know that we also know him well. In this way we demonstrate competence on the subject, that we know what we defend and why. But in addition, we can anticipate their objections, avoiding diverting attention from the fundamental arguments that we want to defend. Accepting that we know your position and understand it, let us offer the advantages of our point of view, which compensates for those advantages and offers others more useful for the work in this company. It should be remembered that messages that are very different from the attitude maintained by these workers reinforce their attitude. In this sense, if we first accept the true and reasonable arguments that support their attitude, then it is more easy to ask them to accept the advantages of ours, starting with those who do not deny their beliefs. Thus little by little, aided by personal experiences and data capable of demonstrating, without denying or rejecting their own positions, they will accept and get closer and closer to the desired attitude. Especially with workers with their own well-founded ideas, going little by little is more effective than pretending cause an immediate change, which in any case would only remain in front of the supervisor and always with a feeling of oppression.

The wrong worker is easy to convince if he is able to 'see' the benefits of the attitude contrary, and believes that he has discovered his error without necessarily having to admit that he was wrong. If the design of the message suggests that it is wrong, your attention will not be directed towards the veracity or credibility of the arguments, but towards the credibility of his issuer, perceiving that he only wants to impose an idea on him, that he is not sincere when informing him about the consequences of the idea. His reaction will be aimed at defending his autonomy and will implicitly protest against the feeling of loss of freedom.

The reaction against the attempt to be convinced may appear in the well-informed worker, but it is more difficult. If our message is perceived as competent, he will accept to listen without taking a defensive position, since he is interested in knowing the idea well and adopting the correct position. With him the argumentative struggle is not to convince him of his error, but to convince him to change the priority of the value given to the facts and known to him, relating to the central idea of ​​attitude change, or taking into account other data that he has relegated to a second flat.

A very appropriate strategy with the wrong worker is to develop messages that allow you to ask internal questions about the veracity of your ideas. For this, we will design a simple, didactic message, where we offer him data, facts, reasons, always credible for him, but whose quality be that of being able to be contrasted with other ideas erroneously held by him, so that he can discover for himself that he is wrong. Let us provoke the self-questioning with a directed question but with the implicit conclusion. Another way to raise awareness of the mistake is to develop messages in which the worker is encouraged to ask questions, directly prompting him to think about the issue.

With the worker contrary to the desired attitude but with reasons for it not erroneous, the best strategy is that of reciprocity. This consists of accept the viability of your reasons, and then ask you to reciprocally accept some of the arguments that defend our position. The most plausible format is the face-to-face channel, however it can also be applied to the elaboration of messages on posters. For example, with two scenes, in one of them we agree with him and in the other, with a subtle contradiction that does not become such, it is requested that another point of view is also reasonable.

A similar strategy consists of giving the reason and then softly qualifying it, avoiding worker resistance and achieving acceptance of the nuance. This acceptance implies a step forward in the approach to the desired attitude. The worker sees himself, little by little, accepting positions closer and closer to those desired by the change in attitude. A derivation of this argumentative strategy is by questioning the coherence of their own attitudes, seeking to compare attitudes outside of work and maintained by the worker with his attitude in the job. If the topic is transferable from one sphere to another, and the attitude is not consistent, this may be a good strategy as it refers to the consistency of your own behavior.

Finally, due to the characteristics of both interlocutors, the credibility of the issuer is very relative. In general, for any persuasion situation the issuer should never have negative effects. On this basis, the preponderance of the sender over the message is not necessary in this persuasive objective. Here the core must be the facts, and not their issuer. But put to put some issuer the most effective are those that can be perceived, in the case of worker with not wrong ideas, as competent, and in the case of the wrong worker, as sincere.

We have offered a typology of five types of workers according to their position regarding the idea that we want to convey to them. From this typology it is possible propose the message design from three persuasion objectives different. These objectives take into account the worker peculiarities to whom the communication is directed. The possibility of proposing the design of persuasive messages based on their objective emphasizes the systemic and interactive nature of the organizational experience. This emphasis is in itself a justification for the need to plan messages based on the type of worker to whom they are addressed. Especially if we can identify similar characteristics in a large group of workers, the design of the message directed to these characteristics can maximize the persuasive effectiveness of the same.

The communication media and channels used are means that must be at the service of the persuasion objective and chosen based on it. The person in charge of internal communication must direct and have control over the messages and the ways of issuing them, and not the other way around. The medium and the design of the message should not condition its content, it is a form of lack of control over communication. The design of persuasive messages in the organization, based on its objectives as proposed here, is a way of considering the systemic nature of the work experience.

This article is merely informative, in Psychology-Online we do not have the power to make a diagnosis or recommend a treatment. We invite you to go to a psychologist to treat your particular case.

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