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At the persuasion function in the innovation-decision process the individual becomes more psychologically involved with the innovation and forms a favourable or unfavourable attitude towards the innovation. The mental activity at the knowledge function was mainly cognitive (or knowing), the main type of thinking at the persuasion function is affective (or feeling). Until the individual knows about a new idea, he/she cannot begin to form an attitude toward it.
Her/his personality as well as the norms of her social system may affect where he seeks information, what messages he/she receives, and how he/she interprets the information he received. Thus, selective perception is important in determining the receiver’s communication behaviour at the attitude formation stage. For it is at the persuasion stage that a general perception of the innovation is developed. Such perceived attributes of an innovation as its relative advantage, compatibility, and complexity are especially important at this stage.
The main outcome of the persuasion function in the decision process is either a favourable or unfavourable attitude toward the innovation. It is assumed that such persuasion will lead to a subsequent change in overt behaviour (i.e. adoption or rejection) consistent with the attitude held.
Formation of a favourable or unfavourable attitude toward an innovation does not always lead directly or immediately to an adoption or rejection decision. Nevertheless, there is a tendency in this direction, that is, for attitudes and behaviour to become more consistent.
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