Persuasion of new employees

The incorporation into a new job is for the worker the need to attend to new messages whose significance is ambiguous, generating tension and uncertainty. There are several tension sources of the start of a new work experience. They highlight among them, the desire to behave in an acceptable way for colleagues and supervisors, or the ignorance of the occupational risks of the new job.

We invite you to continue reading this Psychologyine -line article, which deals with the Persuasion of new employees.

1. Persuasion of new employees
2. Persuasion objectives
3. Persuasion strategies to consolidate previous labor attitudes
4. Persuasion strategies to create a new attitude
5. Persuasion strategies to change an attitude
6. Conclusion

Persuasion of new employees

The worker must discover, understand and assume as his own the attitudes (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 themselves to them as the best way to avoid being rejected in the social environment or being a propitiatory victim of the occupational risks present. Therefore, the presence in the company of a culture of communication is desirable that in an orderly wraps the messages that guide the newcomer in their new job.

The new worker arrives at the company willing to absorb the information offered. Wishes to be socially accepted, with the same intensity that you want to do your job, or at least not be recriminated by doing it wrong. In many cases it comes with the intention of doing merits to stay.

On the other hand, the worker begins his relationship with a wide set of expectations that will condition their interactions with the members of the organization and with the position, and that can have an impact on their personal safety. For example, a new employee can react to a robbery in the company in a more risky way, driven by the idea that demonstrating it 'by the company can help you improve the contract. The new employee who acts should know that the company has robbery insurance, and that its 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 her first and months, she is especially sensitive to the information and events that occur around her 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, it will act according to your own ideas or expectations about how you have to act, acquired in your previous experience.

Welcome programs Design the messages and the tone in which they are emitted, To guide the introduction of the employee in the new social environment. Van Maanen and Schein described the different ways in which companies tend to host and guide their new employees in the company's culture, through socialization tactics. Programming the socialization tactics that best tune with with the type of worker and labor attitudes that the company wishes to promote, it is possible to mold the behavior of new workers. Subsequently Wanous and Colella explicitly introduced persuasion as part of the company/worker interaction system. The objective 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 objective is to quickly integrate newcomers into the relational structure of the organization that governs the accepted and safe action guidelines, in the new workplace. To do this, those responsible for internal communication must take into account both communication techniques, the culture of the organization and the characteristics of the person that is incorporated.

This article exposes a way of focusing 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 receiver to which they are directed. The messages that do not take into account the interrelations between the different elements of the system may have a perfect technical design, but from the persuasive point of view its effectiveness will be minimal.

Persuasion objectives

The internal communication strategy during the welcome and until the new employee integrates as a member of the company, would form a pattern of beliefs and values ​​consistent with the pre -existing culture in the company. The ultimate goal of persuasion would therefore imply the learning and transformation of beliefs and values. This learning is the reference for which the worker gives meaning to the events, and interprets them in a manner consistent with the mission that the organization has to which it belongs.

It is an adaptation process, which is mutual. This process becomes visible to behavioral 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 incorporated worker does not go directly with dangerous matters, does not imply that it is not desirable to know those subjects and how to avoid their risk. These messages imply changes in knowledge that do not necessarily suppose behavior changes, since it should not interact with these subjects.

On the other hand, we can favor a positive attitude towards cautious behavior regarding contact with these subjects, without considering the necessary to demand behavior, although it is necessary to cause at least one change in the beliefs maintained. In both cases the information implies changes and for them to occur it is necessary that the information be persuasive. If we offer non -persuasive information, it will normally be forgotten and the informative change will not have occurred.

Therefore, the worker cannot replace a maintained idea about any work aspect with another emerging idea, since the new idea (crystallized in new information) has had no impact on his person, and can hardly be a cause of a stable change or of a transformation in his attitude. To simplify, we will refer to the change of attitudes when we talk about the effects of persuasion, indicating with it, except specification, both changes in information, changes in beliefs maintained, and changes in behavior.

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

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

Persuasion strategies to consolidate previous labor attitudes

The worker can initiate his work in the organization with attitudes regarding previously acquired work issues. The company may be interested in encouraging the behaviors associated with these attitudes. A type of behavior that may be interested in promoting are those referring to innovation and improvement in work procedures. The company may interest the worker who will be welcome to identify defects in the work process or propose ways to improve it. The worker may have had previous experiences in this regard, and be favorable to the contribution of new ideas and improvement suggestions. If the company is interested. These workers already believe (have learned, accepted, assumed) in the idea we want to promote.

We can consider what type of persuasive strategy fits in workers already persuaded, and whose attitude is already consonant with the objectives of the message. This type of strategy differentiates two types of workers. On the one hand the workers who believe in the idea and act at work according to it, although it may not know how to do it. These workers only need to remember, keep in mind the need to continue carrying out the behavior associated with the attitude already adopted. The messages we issue just need to have Memory force, recalling, routine insistence. On the other hand, we can meet workers who, in accordance with the idea that we intend to promote, however they do not believe it is necessary to act in line with it. The reason for this behavior is usually forgotten, or the wrong belief of acting according to 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 emotional arguments, or a demand for very specific and concrete behaviors.

Messages in these types of situations can be elaborated simply by demanding the worker a specific type of action in which the desired attitude underlies. For example, if we create a poster to defend quality at work, and is aimed at a group of workers already committed to this idea, the image and text game should not emphasize the importance of quality, but a specific mode of action with which the worker would contribute something to the quality in his work. If this is the chosen design, we must consider that the message will be more affective if we ask you to act as before, not in a few days, but already. If the desired behavior is not periodic, it is better to remember when the moment is approaching. Given periodic behaviors the continuous repetition of the message can produce a tiredness 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. Daily routine can cause the feeling that behavior has already had the effects sought, so it is possible to stop practicing it. We refer to behaviors that depend on the worker's will. Sometimes the worker continues to think about the underlying idea of ​​the desired behavior and positively thinks about it. However, you can develop the feeling that this cognitive support is sufficient.

The repetition of the message should be chosen at the times when we detect this support not contingent with the behavior involved. Boredom and predictability numb the ideas, masking favorable attitudes in the confusion of other more immediate or surprising ideas, which although they only maintain during the presence of the stimulus rely on the strength of the novelty. That is why our messages, although emotional, must always be innovative within his daily life, And simple. The simplicity in the explanation of the actions that we ask the workers is an added factor in order to improve the understanding and disposition to act.

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

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, demonstrating that not acting has negative consequences. Messages aimed at memory only need to evoke the idea without convincing. The information we offer must be aimed at remembering how and when to specify the desired behavior, it is not necessary to argue about your need or assess it. On the other hand, it is preferable to use implicit conclusions.

For example, very visible signals (colors, drawings) can be used on a poster that remembers a date. This signal is an explicit message (the date to do something) but of implicit conclusion (what is to be done). These workers are motivated by the proposed idea and are knowledgeable about their different aspects, so they must discover for themselves the moment and way of acting in line with their own commitments. Freedom in choosing the commitment to attitude, by discovering for themselves the key idea of ​​the message, causes an internalization process that will favor the continuity of personal commitment to evoked behavior.

Persuasion strategies to create a new attitude

Persuasive strategies who intend to create new attitudes are appropriate to prepare messages whose reference content is unknown to the worker. While 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 informed about the idea we want to instill. That is why he is a little informed worker. The worker may not be informed, either because he has not had the opportunity to have correct information, either because even having had access to adequate information, his general attitude is of disinterest or in the best case of neutrality.

The elaboration of the message, Either the written, visual or oral emission channel must take into account the general perspective regarding the lack of information, and the specific one in the attitude of the worker 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 peripheral persuasive pathway. It is in the central route where the information has a more predominant role, being the persuasion that is directed in this way the most effective in terms of its persistence in time. In the case of new employees who need information about their new work and company, if we manage to transmit this information in a persuasive way its effect will be more durable. For this we must take into account that the ability to conviction these messages has two fundamental barriers: that of the worker's motivation for attending information and their ability to understand it. As for the worker's motivation barrier, we must distinguish whether there is an attitude of disinterest or if there is a certain neutrality.

The ability to understand information It can be enhanced with a pedagogical design, simple, and adapted to the level of worker's understanding. It is usual to inform the newly arrived worker from his new tasks presupposing that they know what for the informant is evident. The error of flooding information to the worker is also sometimes committed, 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 staggered way. If the information is offered via veteran or supervisors via, they must be prepared to give clear information about the relevant aspects of their work, going to the essence of the same and not stopping in details that divert attention from the essential.

In any case, Supervision during the first days, It is not only grateful for the worker (it decreases the appreciation of it with the experience) but has the power to allow the repetition of the message, adding new details that progressively facilitate the understanding of what is really expected of him. If the way of issuing the message does not clarify what is expected of the worker, because the underlying idea is incomprehensible, the worker will direct his attention to find clues that help him perform a behavior that can be accepted by the organization, diverting his attention from the execution of your tasks. This does not imply that you do not do your job, it implies that the optimization of your behavior, or in the tasks of the position, or in the rules of conduct, you can be delayed by having to learn by success/error. The manuals where the rules and procedures are specified should synthesize enough to eliminate unnecessary informative elements for a new worker, which is necessary to avoid flooding of information. Actually, excess information is equally negative for rookies as for veterans.

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

The neutral worker regarding the central object of the message, however, has not been reported on the subject that he must know because he has not found reasons to feel interested. The barrier of understanding may have overcome it, but perhaps it has not found, in the elaborate understanding of the idea, a link with its needs. The company must strive to offer information in a way that is interesting, that is, it is clear that the topic you must know is linked 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 its own for this worker and persuasion objective. This worker may have more to understand because he must participate in meetings that the company considers fundamental for the improvement of quality or feeling of equipment, or because changing work habits if those he has offers the same performance. The lack of motivation can therefore come from elements linked to the company's policy or work culture. The neutral worker needs to be convinced that he has to strive to adopt these standards whose meaning must internalize.

The messages aimed at the neutral worker must combine 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 their content. The best elaborated message for this objective must combine logical-rational or informative arguments with emotional arguments. This combination must have as a goal to demonstrate to the worker that our proposal is linked to their feelings and needs. A way to transmit this link can be associated this personal needs with the 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 if he clear. In this sense, the most individualistic workers are more resistant to accept and endorse the ideas thus transmitted, and in these cases the argument should incorporate some allusion to more individual labor ambitions. One type of arguments or another should be associated with the acceptance of the idea, so that they awaken interest in accepting it, but should not become the objective of the message.

The use of images Able to visualize the final conclusion of the proposal, in an example, they will be more effective than messages prepared with neat information, whose care effort in their reading is unlikely that motivates this type of neutral worker. This worker has more tendency to doubt what we say, and can offer objections to the contents of the message comparing them with other 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 prepare arguments containing criticism of value, known and understandable for the worker, on competing proposals if there were them. Finally, the conclusion we offer regarding the proposed topic must be clearly explicit. The reason for this is the lack of motivation of the worker regarding the subject, which causes his lack of interest in striving to listen and attend. The explicit conclusion makes evident the underlying request in the message and the worker does not have to work to obtain the conclusion by himself. On the other hand, if the informative element predominates, we are able to simplify and link this information with their feelings, the explicit conclusion will allow to see it more clearly.

The worker not informed but potentially interested, may be motivated to listen. The design aimed at this type of worker does not require combining emotional elements with information. This is an advantage and we can offer the information directly, with less precautions, and include more information on the same support or channel. It is also enough to be unilateral and inform only of our proposal and its advantages. The barrier to acceptance of the idea, more visible in this type of worker, is its ability to understand, which on the other hand must also be considered in the case of the previous worker. Therefore, in both cases we must be very pedagogical, 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 little informed worker but potentially motivated by the idea will better accept the arguments offered through an implicit conclusion. The conclusion in the message is deduced from the 'reading' of the argument. With this, we cause the worker to remember, to remember is motivated to attend the message, prepare a deduced conclusion from the elaboration of the message, striving to understand what he should know and do. This work and its own conclusion, generates a feeling of freedom in the choice of its new attitude that increases the effect of persistence and commitment to the same. 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 unhappy conclusions.

The presence of a message issuer It can also influence its acceptance. There are several possibilities in issuing messages to workers. We can elaborate messages signed by the company, by the unions, anonymous, or where the image of people with whom to identify by feeling similar to them or being nice predominates.

Which of them or others choose for our purposes depends again on the persuasive objective and who is directed to this goal. In the case of the little informed worker but interested in the subject, it is not necessary. This type of worker is interested in attending the message, is not interested in who tells him. While it is true that a negative issuer will distract attention to the message and will not be beneficial. A neutral issuer in its credibility or perceived as a specialist in the proposed subject is the ideal for this type of worker. However, the neutral worker needs to believe and feel promoted to attend to the message, so in his design you should try 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 by its special characteristics of attractiveness and credibility for the worker, in relation to the proposed topic. Empathy is here a very relevant factor. This is because empathy offers credibility to the emitter for emotional reasons. We precisely need the worker to be emotionally involved in the subject so that he can be driven to analyze the message and assimilate the information offered. The emotionally credible issuer can help a lot in this task.

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

Persuasion strategies to change an attitude

Workers newly arrived at a company or organization have a previous work experience of which 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 on how things should be. The fixation of these ideas fulfills an important role in how the worker understands what happens at work. These workers arrive at the new organization with already established ideas, and in many occasions it is necessary that the attitudes supported by these ideas change. Again the complexity of the experience in companies leads us to believe it is necessary to distinguish between two different types of workers, within the scope of those who arrive with their own ideas already acquired. First, there are workers who have attitudes based on erroneous information, and secondly, those workers who have attitudes based on correct information show an attitude contrary to that desired by the company.

The worker who arrives at the company with a formed attitude Regarding an idea, which is based on wrong arguments, is usually someone who has had a previous or similar work experience to the current one, and believes that it is possible to generalize their experience to any particular situation without the need to assess differences. It is a type of worker who reacts badly when he believes that someone intends to convince him that he is not right. However, you really are not right. When we design the message we must take into account this contradiction. On the other hand, the fact that you are not worried about confirming the veracity of your beliefs, places it in the type of interlocutor little involved with the subject, so she considers that she does not deserve more efforts on her part. It is therefore a worker that the idea to be transmitted seems not very relevant and believes to have reasons to continue thinking that you should not turn it more, he is already clear. You can nod to what management tells you, but when you do not see it, you will continue to adopt behaviors consisting of your previous attitude and not with that indicated by the company.

The worker who arrives with well -founded own ideas, 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 in this regard that he can defend by refuting the ideas that oppose his attitude. He is a worker therefore experienced and motivated by the central theme of the change in attitude. In this sense it is easier to address the need for the company to adopt the company's point of view, since it does not need to defend itself from the perception that it may be wrong. It is not that the company is wrong and wants to convince you to adopt a 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 open worker to offer good reasons to change. But for this same reason, it is difficult for him to change, unless there are really good reasons for it.

The way of focusing 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 discover the errors of his information, the hidden objections that can cause the company to reject the company's arguments without apparent reason. Both believe they have a sincere and true opinion, the reality with respect to the foundation of their attitude differs. Therefore the fundamental strategy of persuasion will be based on offering data, facts. The justifications of our position supported by moral values ​​or the association with emotions have no results for themselves, or as a pivot of argumentation, because these interlocutors know what they want in their work, emotionally they are defending the congruence of the arguments that are right. We have to design the messages so that the nucleus of them is the logic of the arguments, using precise data. The ambiguity of the information offered will make them little convincing and will activate the desire for internal or explicit counter-argumentation (it depends on perceived freedom or possibility of saying what they think).

These are workers who can greatly influence their colleagues. They feel veterans, with clear ideas and knowing what they do, sure of themselves. These new partners in an environment where the attitude that you want to form is not well consolidated, can generate an environment contrary to the same.

The messages we design should be careful to make begged statements if they are not clearly supported by irrefutable evidence. It is convenient, with these interlocutors, to see where the information offered arises. It is very useful, by force in this type of workers, to make demonstrations so that they themselves see because they are asked to adopt that attitude. Learning for experience itself, or in the case of the use of posters, the visualization of demonstrative examples of the benefits of the demanded attitude, are very useful, because it is these types of arguments to which these workers are more sensitive. Although, we must take care that we know that we know the opposite effects. They know the subject well, especially the one that has a founded opposite attitude.

We have to let him know that We also know it well. In this way we demonstrate competition on the subject, which we know what we defend and why. But in addition, we can advance to their objections, avoiding diverting the attention of the fundamental arguments we want to defend. Accepting that we know its position and understand it we offer the advantages of our point of view, which compensates for those advantages and offers more useful ones for work in this company. It should be remembered that very discrepant messages with the attitude maintained by these workers reinforces their attitude. In this sense, if we first accept the certain and reasonable arguments that support their attitude, then it is easier to ask them to accept the advantages of ours, starting with those who do not deny their beliefs. Thus little by little, helped 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 fundamental ideas, going little by little is more effective than pretending to cause immediate change, which in any case would only remain in front of the supervisor and always with a sense of oppression.

The wrong worker is easy to convince if he is able to 'see' the advantages of the opposite attitude, and believe he has discovered his mistake without necessarily having to recognize that he was wrong. If the design of the message suggests that your attention is wrong, it will not be directed towards the veracity or credibility of the arguments, but towards the credibility of its issuer, perceiving that it only wants to impose an idea, which is not sincere when informing you about the consequences of the idea. His reaction will lead to defend his autonomy and protest implicitly against the feeling of loss of freedom.

The reaction against the attempt to be convinced can appear in the well -informed worker, but it is more difficult. If our message is perceived as competent, you will accept listening without positioning themselves, since you are interested in knowing the idea well and adopting the correct position. With him the argumentative struggle is not to convince him of his mistake, but to convince him to change the priority of the value given to the facts already known by him, related to the central idea of ​​the change in attitude, or that he takes more data in mind other data that he has relegated to the background.

A very appropriate strategy with the wrong worker is to elaborate messages that allow us to ask internal questions related to the veracity of his ideas. For this we will design a didactic, simple message, where we offer data, facts, reasons, always credible to him, but whose quality is to be contrasted with other ideas erroneously maintained by him, so that he can discover for himself that he is mistaken. Let's cause self-interrogation with a directed question but with the implicit conclusion. Another way to cause the consciousness of the mistake maintained is to prepare messages in which the worker encourages asking questions, directly encouraging him to think about the subject.

With the worker contrary to the desired attitude but with reasons for this, 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 canal, however it can also be applied to the elaboration of posters on posters. For example, with two scenes, in one of them we give the reason and in the other, with a subtle contradiction that does not become such, it is requested that another reasonable point of view is considered.

A similar strategy is to give the reason and then clarify it gently, avoiding the resistance of the worker and achieving the acceptance of the nuance. This acceptance implies a step forward in the approach to the desired attitude. The worker see himself, little by little, accepting positions increasingly close 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 work and maintained by the worker with his attitude at work. If the issue is transferable from one sphere to another, and the attitude is not consistent, this can be a good strategy since it refers to the coherence of its 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 issuer on the message is not necessary in this persuasive objective. Here the nucleus must be the facts, and not its issuer. But put to put some issuer the most effective are those that can be perceived, in the case of the worker with unfortunate ideas, as competent, and in the case of the wrong worker, as sincere.

Conclusion

We have offered a typology of five types of workers according to their position before the idea we want to convey. From this typology it is possible Pose the message design from three persuasion objectives different. These objectives take into account workers' peculiarities to which communication is addressed. The possibility of raising the design of persuasive messages based on their objective, emphasizes the systemic and interactive character of organizational experience. This emphasis is itself a justification of the need to plan the messages based on the type of worker to which they are directed. Especially if we can identify similar characteristics in a broad group of workers, The design of the message aimed at these characteristics can maximize the persuasive efficacy of the same.

The supports and communication channels used are means that must be at the service of the objective of persuasion and chosen according to the same. The head of internal communication must direct and have control over the messages and ways to issue it, and not vice versa. The medium and the design of the message should not condition its content, this is a form of absence of control over communication. The design of persuasive messages in the organization, depending on their objectives as proposed here, is a way of considering the systemic nature of work experience.

This article is merely informative, in psychology-online we have no 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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