Persuasive Communication - How Audiences Decide. 2nd Edition

48 Understanding Rational Decision Making

plans, quarterly reports, directives, job interviews, policy meetings, and standard operating pro-

cedures, as well as many other types of management documents, presentations, and interactions.

Although one might reasonably assume that all documents labeled plans differ from all documents

labeled reports , an understanding of decision types reveals that strategic plans and annual reports are

both designed to elicit an oversight decision, and thus both require similar information. An under-

standing of decision types also reveals profound differences among documents and presentations

that seemingly belong to the same genre. For example, not all documents or presentations called

plans are meant to elicit an oversight decision. Some plans are meant to elicit an investment deci-

sion (e.g., many business plans), some a lending decision (e.g., some acquisition plans), some a usage

decision (e.g., most medical treatment plans), and so on.

The 13 decision types this chapter describes cover a wide range of rhetorical situations profes-

sionals face. They can be used to meaningfully group dozens of genres, to address scores of different

audiences, and to accomplish many different communication goals. However, some types of deci-

sions are not included among the 13 in this classifi cation scheme. For instance, this classifi cation

scheme does not include domain-specifi c decisions professionals are more likely to make them-

selves, as opposed to ask an audience to make, such as judicial, marketing, regulatory, fi nancing, and

technical decisions. Table 2.1 illustrates a few of the many audience decisions and the documents,

presentations, or interactions designed to elicit them that are readily classifi ed as belonging to one

of the 13 major decision types described in this chapter.

One of the best-known types of decisions—policy decisions—will be discussed last in

this chapter. This category includes many of the decisions world leaders, legislators, and

CEOs make every day. Policy decisions are nonroutine decisions to which little routine

decision-making expertise can be applied. In addition, many policy decisions are quite con-

troversial and generate much debate. Unlike routine decisions, policy decisions sometimes

require professionals to generate decision criteria and to convince their audiences to accept

those criteria.^6

The remaining 12 types of audience decisions this chapter includes can be divided into two

groups of six. The fi rst group helps audiences manage their professional relationships both within

TABLE 2.1 Many Audience Decisions Can Be Classifi ed as One of Thirteen Types

Professional Audience Document,
Presentation, or
Interaction

Audience Decision Decision Type

Politician Voters Campaign speech Vote for candidate
or not

Rallying

Applicant Recruiters Job interview Hire applicant
or not

Staffi ng

Attorney Jurors Defense
arguments

Acquit defendant

or not

Exonerative

Consultant Clients Project proposal Hire consultants
or not

Staffi ng

Executive Directors Strategic plan Approve strategy
or not

Oversight

Teacher Students Lesson Apply instructions
or not

Usage

Commander Subordinates Intent statement Follow orders or
not

Compliance

Salesperson Customers Sales pitch Try out product
or not

Usage