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Persuasion within organisations

Organisations, in order to strengthen their persuasive influence, must first be able to persuade their own employees. This for the fact that, if they simply cannot convince their own employees to adopt certain principles and notions, it will be extremely difficult to convince the perceptions of external constituents – such as their consumers and stakeholders – as well as other potential targets, who have little or no connection to the organisation. This is at least in relative comparison to the connections maintained between the employees and the organisation. Another reason is that by gaining the support of employees, they themselves will act as additional channels through which the organisation can propagate its messages, and ultimately, its agenda.

Through continuous communication between the organisation and its employees, understanding is naturally increased. In addition, due to the repetitious nature of such communication, acceptance of the ideologies that are trying to be conveyed is that much more likely. However, apart from the internal marketing that does occur, one must remember that employees are, obviously, also people. They too go out shopping, and drive around on the roads and highways to get to their various destinations, where they too encounter all of the billboard messages. They also listen to the radio, surf the internet, read magazines, and watch television. Therefore they are also, in addition to the internal communication, exposed to the very same marketing and public relations messages that the standard masses are exposed to. Such integration only strengthens the power and weighting of corporate communication.

People are only capable of being able to consciously analyse a certain amount of information at any one time, or say over a length of time – such as a day – before they become mentally exhausted. This rule also extends to one’s ability to continuously keep categorising the information they receive. For this reason, with enough time, and the merciless flow of communication that is delivered, it is only safe to assume that soon employees will blur the distinction with what information it is they receive internally, and that which they receive as regular members of the public.

Of course it is foolish to assume this in terms of critical information; as such information would only be available internally. However, take for example, miniscule, supportive facts or opinions – over time an employee might not be able to distinguish the source from which it came.

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