Pressure as persuasion technique

Pressure as persuasion technique

Pressure influence techniques involve coercion or intimidation. People comply with
these techniques to avoid the negative consequences of not doing so. Sometimes
those negative consequences are clearly stated (i.e., coercion), other times they’re
implied (i.e., intimidation). Some examples of the range of negative consequences
that individuals could use include - quitting and leaving someone in a bind, shouting at
someone, requiring overtime, or embarrassing them publicly. The advantage of
pressure is that it can get quick compliance, but that is about all that can be said in
defense of pressure. Pressure tends to create insecurity, resentment, and distrust. It
should be used as a last resort.

• Using Pressure
• To use pressure effectively, individuals must use it sparingly. Furthermore,
they must stay within organizational policies and the bounds of what is
reasonable. For instance, it is reasonable to threaten to suspend a
member who repeatedly violates norms, but unreasonable to threaten
to terminate someone the first time he or she misses a meeting. Finally,
they have to follow through with the consequences if they do not gain
compliance. If they do not deliver the consequences, they will have less
credibility when using coercion in the future.

• Resisting Pressure
• Build the power base. In the famous words of British historian, Lord Acton,
“Power corrupts. Absolute power corrupts absolutely.” Perhaps he
exaggerated, but most of the individuals have been in situations where people
who have had a lot of power over them have treated them in insensitive and
selfish ways. By building their own power base, they reduce the chances of
a powerful person pressuring them.

In summary, reason, exchange, and pressure are used to influence others in
organizations. Whenever individuals can use the reason strategy to influence others,
they probably should. Exchange can also be effective, and it is particularly useful when
parties have different values and priorities. Pressure can be effective too, but it should
be practiced with utmost care.