I think a lot of hackers, myself included, have a hard time with persuasion. I've found that my first instinct is often to respond to a coworker's proposal with something like, "Here are 10 reasons why that's a horrible idea." That ends up being counter-productive, so I'm trying to learn how to suppress that instinct.
Unfortunately, people's egos get hurt easily. You can't tell them what you think. You can't disagree with them blatantly. You have to slowly and carefully guide them from a place where they're 100% correct to a new place where they're still 100% correct even though they now think completely differently about the problem. It's not easy, and the hacker in me always considers it a huge waste of time and effort. Why can't people just accept that their first idea was wrong and move on?
One method I've found effective is to just link to a few articles on the subject. The hope is that 1) the author of the articles is better at persuasion than I am, and 2) my peer's ego is more open to taking advice from an expert than from me.
If you're Steve Jobs (or Mike Arrington or pg), then you are fortunate enough to have little need for this persuasive cruft in your life. If the rest of us want any chance of influencing people higher in the pecking order, however, we need to cradle their fragile egos.
I've done this, and it's fun. It was also a bit of business judo -- I recommended an exceptionally difficult client to one of my competitors. Gave 'em the phone number and everything.
Unfortunately, people's egos get hurt easily. You can't tell them what you think. You can't disagree with them blatantly. You have to slowly and carefully guide them from a place where they're 100% correct to a new place where they're still 100% correct even though they now think completely differently about the problem. It's not easy, and the hacker in me always considers it a huge waste of time and effort. Why can't people just accept that their first idea was wrong and move on?
One method I've found effective is to just link to a few articles on the subject. The hope is that 1) the author of the articles is better at persuasion than I am, and 2) my peer's ego is more open to taking advice from an expert than from me.
If you're Steve Jobs (or Mike Arrington or pg), then you are fortunate enough to have little need for this persuasive cruft in your life. If the rest of us want any chance of influencing people higher in the pecking order, however, we need to cradle their fragile egos.