Learn how to handle objections like a pro and transform them into chances for meaningful engagement. Discover techniques to navigate objections confidently and create stronger connections with your prospects.
Assignment 3 Persuasion Versus JudgmentConsider various guideli.docxrock73
Assignment 3: Persuasion Versus Judgment
Consider various guidelines for approaching controversial topics, gathering evidence, forming judgments, and constructing arguments to persuade others to agree with our judgments.
For this short assignment:
Think about the processes of forming a judgment and persuading others in your professional environment. Construct a 2- to 3-paragraph essay intended to persuade someone to agree with your position on a particular topic. Be sure to identify the topic and cite and explain the evidence you consider supportive of your position.
Make reference to the 11 guidelines for constructing persuasive arguments, and apply two to three of them in your response.
GUIDELINE 1: RESPECT YOUR AUDIENCE
This guideline may sound idealistic, but it is eminently practical. If you believe the people you are trying to persuade are doltish or intellectually dishonest, you are bound to betray that belief, if not directly then indirectly in your tone or choice of words. Moreover, they will generally sense your disparaging view of them and feel hurt or resentful, hardly the kind of reaction that will make them open to persuasion.
GUIDELINE 2: UNDERSTAND YOUR AUDIENCE’S VIEWPOINT
Many people make the mistake of thinking that knowing their own viewpoint is all that is necessary to be persuasive. “What my readers think about the issue is really irrelevant,” they reason. “All that matters is what I’m going to get them to think.” In addition to being pompous, this attitude ignores two crucial points. First, people’s views matter very much to them, and when others refuse to acknowledge this fact they feel offended. Second, we must know where people stand before we can hope to reach them.
Situation 1: You are writing for a single reader who has presented his or her ideas in an article, book, speech, or conversation. Review what your reader said, noting not only the person’s position but also the reasoning that supports it. Determine both the strengths and the weaknesses of the person’s position.
Situation 2: You are writing for a single reader who has not, to your knowledge, expressed a view on the issue in question. Suppose, for example, you are writing a letter to the president of a company objecting to
GUIDELINE 3: BEGIN FROM A POSITION YOU HAVE IN COMMON WITH YOUR READERS
Beginning from a position of agreement with your reader is not an arbitrary requirement or a matter of courtesy or good form. It is a simple matter of psychology. If you begin by saying—in effect, if not directly—”Look here, you are wrong, and I’m going to show you,” you push your readers to defensive if not outright hostile reactions. They are likely to read the rest of your paper thinking not of what you are saying but of ways to refute it, concerned with measuring only the weaknesses of your argument. And if they are unreasonable and unbalanced in their reading, the fault will be more yours than theirs.
GUIDELINE 4: TAKE A POSITIVE APPROACH
Whenever possible, b ...
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Assignment 3 Persuasion Versus JudgmentConsider various guideli.docxrock73
Assignment 3: Persuasion Versus Judgment
Consider various guidelines for approaching controversial topics, gathering evidence, forming judgments, and constructing arguments to persuade others to agree with our judgments.
For this short assignment:
Think about the processes of forming a judgment and persuading others in your professional environment. Construct a 2- to 3-paragraph essay intended to persuade someone to agree with your position on a particular topic. Be sure to identify the topic and cite and explain the evidence you consider supportive of your position.
Make reference to the 11 guidelines for constructing persuasive arguments, and apply two to three of them in your response.
GUIDELINE 1: RESPECT YOUR AUDIENCE
This guideline may sound idealistic, but it is eminently practical. If you believe the people you are trying to persuade are doltish or intellectually dishonest, you are bound to betray that belief, if not directly then indirectly in your tone or choice of words. Moreover, they will generally sense your disparaging view of them and feel hurt or resentful, hardly the kind of reaction that will make them open to persuasion.
GUIDELINE 2: UNDERSTAND YOUR AUDIENCE’S VIEWPOINT
Many people make the mistake of thinking that knowing their own viewpoint is all that is necessary to be persuasive. “What my readers think about the issue is really irrelevant,” they reason. “All that matters is what I’m going to get them to think.” In addition to being pompous, this attitude ignores two crucial points. First, people’s views matter very much to them, and when others refuse to acknowledge this fact they feel offended. Second, we must know where people stand before we can hope to reach them.
Situation 1: You are writing for a single reader who has presented his or her ideas in an article, book, speech, or conversation. Review what your reader said, noting not only the person’s position but also the reasoning that supports it. Determine both the strengths and the weaknesses of the person’s position.
Situation 2: You are writing for a single reader who has not, to your knowledge, expressed a view on the issue in question. Suppose, for example, you are writing a letter to the president of a company objecting to
GUIDELINE 3: BEGIN FROM A POSITION YOU HAVE IN COMMON WITH YOUR READERS
Beginning from a position of agreement with your reader is not an arbitrary requirement or a matter of courtesy or good form. It is a simple matter of psychology. If you begin by saying—in effect, if not directly—”Look here, you are wrong, and I’m going to show you,” you push your readers to defensive if not outright hostile reactions. They are likely to read the rest of your paper thinking not of what you are saying but of ways to refute it, concerned with measuring only the weaknesses of your argument. And if they are unreasonable and unbalanced in their reading, the fault will be more yours than theirs.
GUIDELINE 4: TAKE A POSITIVE APPROACH
Whenever possible, b ...
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2. INTRODUCTION
Handling objections effectively is a crucial skill in
sales. This guide empowers you with techniques to
address objections confidently, transforming them
into opportunities to deepen your prospect's
interest and understanding.
3. NO.1
View objections as opportunities to better
understand your prospect's concerns. Each
objection reveals a potential pain point or
misconception you can address.
EmbraceObjectionsasInsights
4. NO.2
Listen actively to the objection and
empathize with your prospect's
perspective. Demonstrating genuine
understanding builds rapport and trust
ActiveListeningandEmpathy
5. NO.3
Ask clarifying questions to fully grasp the
objection. Seek to understand the specific issue
the prospect is raising before responding.
ClarifyandSeekUnderstanding
6. NO.4
Acknowledge the objection and validate
the prospect's viewpoint. Express
agreement with their concerns to show
respect for their perspective.
AcknowledgeandAgree
7. NO.5
Address the objection with relevant information
and insights. Present data, examples, or case
studies that counter the objection and provide a
balanced view.
ProvideRelevantInformation
8. NO.6
Share success stories of other customers
who had similar objections but found
value in your solution. Real-life examples
can alleviate doubts.
ShareSuccessStories
9. NO.7
Employ the feel-felt-found technique to
connect with the prospect. Express that you
understand how they feel, share how others felt
the same, and explain what they found after
choosing your solution.
UsetheFeel-Felt-Found Technique
10. NO.8
Transform objections into questions that
allow for a deeper exploration. For
example, "That's a valid concern. Can you
tell me more about what's leading you to
think that way?"
TurnObjectionsintoQuestions
11. NO.9
Present alternative perspectives to broaden the
prospect's understanding. Suggest different
ways to look at the objection, introducing new
angles.
OfferAlternativePerspectives
12. NO.10
Link objections to the benefits and
solutions your offering provides. Show
how addressing the objection leads to a
more favorable outcome for the prospect.
LinktoBenefitsandSolutions
13. CONCLUSION Navigating objections with confidence is
a skill that transforms potential
roadblocks into bridges for deeper
engagement. By applying the techniques
outlined in this guide, you're equipped to
address objections effectively and turn
them into opportunities for fruitful
conversations.
14. Additional
Resources
• "Objections: The Ultimate Guide for Mastering The Art and
Science of Getting Past No" by Jeb Blount
• "Never Split the Difference: Negotiating As If Your Life
Depended On It" by Chris Voss
• HubSpot's Guide to Handling Sales Objections