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This paper first looks at the economics-based models that have come to dominate much of management literature and shows how they are incompatible with the idea of persuasion. Next, it examines how, in contrast, one of the management classics (Chester Barnard) considered persuasion one of the key elements for an effective organization. Then, it goes on to look at our uncertain environment and offers a way of dealing with uncertainty. It connects this uncertainty with our need to be persuasive and, finally, offers a practical orientation on how to be persuasive.
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