Persuasion: A Good Idea Is Not Enough

Even well-designed change initiatives often stall, not because the underlying idea is weak, but because leaders underestimate the work required to shape decisions and gain commitment. How do we do that effectively?

Drawing on real cases of persuasion — including a bond proposal, a technology startup, a public health campaign and a marketing firm — this course focuses on six principles for persuading stakeholders to support change and become active partners in its implementation. The course also examines emotions as sources of motivation and meaning that shape how stakeholders evaluate ideas, emphasizing a strategic understanding of what people care about rather than managing emotions after disagreement or conflict has emerged.

Grounded in research on communication, public relations, decision-making and entrepreneurial influence, the course examines how ideas move—or fail to move—within complex systems. Participants learn why good ideas rarely speak for themselves, how stakeholders assess value and risk and how arguments must be adapted to organizational contexts, constraints and motivations. Persuasion is presented not as salesmanship, but as a disciplined form of advocacy that complements sound diagnosis and thoughtful change design by cultivating stakeholder partnerships.

Through applied examples, structured practice and feedback, participants develop practical tools for articulating persuasive value propositions, anticipating objections and strengthening ideas. The course emphasizes ethical influence that builds commitment, shared understanding and common values rather than relying on authority, escalation or pressure.