Advisory service encounters evolve from providing expertise to joint problem-solving. Additionally, advisees depend on persuasion, which drives them to follow the advisor’s recommendations. However, advisors can be insufficiently equipped to persuade, resulting in advisees who are incapable of action or are unmotivated. Persuasive technology (PT) research proves that technology can motivate and enable people in single-user scenarios but pays limited attention to the natural realm of persuasion: the face-to-face conversation. This paper explores how persuasive technology transforms advice giving, a collaborative scenario involving an expert and a layperson. In such scenarios, IT does not act as a persuader but can provide affordances for persuasive practices, i.e., suggest new practices or enhance existing ones for convincing the advisee without deception or enforcement. We investigate the advisory practices in 24 real burglary prevention service encounters supported by IT. The paper shows the persuasive practices emerging through appropriation of the system, the tensions that govern the adoption or transformation of specific practices and routines and it confirms that studying the use and appropriation of technology uncovers organizational conflicts and tensions affecting such fundamental aspects as the advisor’s role and job description.

中文翻译：

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不要害怕！野性说服实践

咨询服务从提供专业知识到联合解决问题的过程不断演变。此外，建议取决于说服力，这促使他们遵循建议的建议。但是，顾问可能没有足够的能力说服他们，导致顾问无法采取行动或缺乏动力。说服技术（PT）的研究证明，该技术可以激发单用户场景中的人们并为他们提供帮助，但是对说服的自然境界（即面对面的对话）的关注有限。本文探讨了说服技术如何改变建议的提供，这是一个由专家和非专业人士组成的协作方案。在这种情况下，IT不能充当说服者，但可以为说服性实践提供帮助，例如，提出新的做法或增强现有的做法，以说服被告而不欺骗或执行。我们调查了由IT支持的24次实际防盗服务遇到的咨询实践。该论文显示了通过系统的使用而产生的说服性实践，控制采用或改造特定实践和惯例的紧张关系，并证实了研究技术的使用和使用揭示了影响顾问角色等基本方面的组织冲突和紧张关系。和职务说明。