ambiguous language

Developing an Influential Impact for the Generation of Interest

When communicating, selling an idea, a product or a service, the generation of interest is a core aspect in which an initial unilateral action needs to become an influential adaptive process to be successful. Developing an influential impact is the driver for the generation of interest. There is no possibility of generating any interest in an idea, product or service if there is no influential impact to make it possible. Understanding the root drivers of an influential impact can help design the architecture of communication strategies and design the way to test such strategies in action.

The research on the nature of influential impacts in communication processes that was led by Peter Belohlavek at The Unicist Research Institute shows that there are three essential root causes that define the success or failure of a process.

They define the necessary threshold that needs to be achieved to generate a critical mass in the process of influence and generation of impact. These root drivers are: the expectation of a need satisfaction, the creation of an ambiguous influential message that works as a catalyst in the communication process and the existence of a gravitational influence that works in a subliminal way to sustain such impact.

Every process of building an influential impact starts with contrasting the expectation of need satisfaction of the receiver with a specific proposal. If there is a consistent promise to the unsolved, the proposal falls into fertile soil, generating a high influential impact. This expectation is related to unsolved problems to which the message can turn out to be complementary. What is the expectation to satisfy which need? How does an idea/product/service solve the problems implicit in these needs? The relation between needs, fears and weaknesses is a taboo. On the surface, we all speak about their effects, but it is not legitimate to talk about them. So, how to develop a successful communication in this context?

To generate an influential impact, without overexposing what is behind the needs, ambiguous language needs to be used. This ambiguity in the message is what allows the prospect to discover the functionality of the proposal. Ambiguity works as a catalyst to accelerate the influential process. Paradoxically, avoiding the use of ambiguous language for the opening of a communication process, inhibits the building of a bridge between the emitter and the receiver.

On the other hand, the research shows that in the building of an influential impact, the use of a gravitational influence is what sustains the validity of the propositions. “A typical object that works as a gravitational object is the brand. Brands as gravitational objects work when their attributes sustain the critical mass of the value propositions. This means that the brand needs to have attributes that make the value proposition be perceived as extremely aesthetic, having an extreme influence as a leader and an extreme credibility.”

Among many other applications, the research on the building of an influential impact stimulus opened new doors for the understanding of how the root causes of buying process influence the different segments of buyers and users of products and services. In this field, the use of segmentation and pilot testing technologies became an essential tool to process the feedback to learn how to improve the effectiveness of segmented communication processes.


Use of ambiguous language: a must-do in business

The use of ambiguous language is a necessary tool in business. It opens new doors if one knows how to read the feedback one gets. But it is dysfunctional when used at an operational level. That’s why it’s been the subject of bad press when the nature of its functionality is not understood, and is used at an operational level as a synonym of vagueness.

Maximal Strategies are based on the use of ambiguous language. Maximal strategies are the strategies that go beyond the boundaries of the actual actions.
Therefore they enter in the field of risk and uncertainty.

That is why the real possibility of the actions has to be found before defining the strategy.

This approach implies necessarily dealing with the fundamentals of the business.
The use of ambiguous language is necessary to deal with fundamentals. Maximal strategies become ventures without the use of ambiguous language.
Individuals, who cannot understand, speak and write synthetic / ambiguous language cannot develop maximal strategies.

Ambiguous language is based on a maximal strategy driven by a dialogue and a minimum strategy driven by a monologue, which is an informative action.

The maximal strategy implies exerting a functional influence while sustaining this action with the objective recognition that is obtained during the dialogue.

A dialogue itself is a biunivocal communication with mutual adaptation to the feedbacks received.
Maximal strategies are based on the conjunction “and”, and backward chaining thinking. This implies that a dialogue is possible if the final objective is in the mind of those who are dialoguing.

When there is no end in the mind there is no dialogue, just the coexistence of two monologues.

The minimum strategy is sustained by the dualistic thinking, the disjunction “or”, in order to obtain emotional influence and subjective recognition.

Forward chaining thinking is the approach to reality based on a predefined method of communicating. In this case, no one has a clear concept of the final goal to be achieved but the next step is clear for all the parts involved. Information implies monologues.

Being it a dualistic approach the information is right or wrong. If it is right, the information provides positive feedback, if it is wrong, the communication breaks up.

The better one manages ambiguity, the better one does business.

Diana Belohlavek

NOTE: The Unicist Research Institute was the pioneer in complexity science research and became a private global decentralized leading research organization in the field of human adaptive systems.