There’s a deeper layer we often overlook: the unconscious forces shaping our arguments and decisions. While books written by Aristotle, Zarefsky, and Heinrichs focus on the mechanics of argumentation, Carl Jung’s depth psychology takes us beneath the surface, exploring the unconscious forces that shape how we argue, decide, and influence others. Jung introduced the concepts of instincts, archetypes and the collective unconscious. Providing a framework to understand the shadow side and invisible narratives that guide our reasoning and interactions.

Jungian shadow work refers to the process of uncovering the hidden aspects of ourselves. The fears, biases, and desires that we unconsciously suppress. These “shadows” often influence our behavior, including how we argue and make decisions. For leaders, ignoring these hidden influences can lead to emotional reactions or irrational choices, but acknowledging them opens the door to clarity and growth.

Take for example a founder who dismisses a competitor’s success. On the surface, they might justify this as confidence in their own product. However, Jung would suggest that this dismissal might stem from deeper insecurities. Fears of inadequacy or failure. Left unexamined, this shadow can cloud judgment, leading to missed opportunities for learning or collaboration. By confronting these feelings and bringing them into conscious awareness, the founder can move beyond emotional bias and make more strategic decisions.

Modern psychology backs Jung’s theories about unconscious bias and decision-making. Studies on implicit bias, such as the work by Greenwald and Banaji, show how unconscious associations can affect judgments and behaviors without our awareness. Similarly, research by Kahneman and Tversky on cognitive biases reveals how emotions and mental shortcuts often override rational thought. These findings align with Jung’s premise: much of what influences our arguments lies beneath conscious awareness.

For leaders, applying this insight means doing the work to uncover personal biases and emotional triggers. Tools like reflective journaling, seeking feedback from trusted peers, or even engaging in coaching or therapy can help leaders identify and confront these unconscious influences.

Jung’s archetypes are universal patterns or characters that reside within the collective unconscious, influencing how we perceive the world and engage with others. These archetypes – such as the Hero, the Caregiver, and the Sage – are deeply embedded in cultural narratives and personal psychology, making them powerful tools for persuasion.

When crafting an argument, understanding which archetype resonates with your audience can shape how you frame your message:

1. The Hero Archetype: Represents courage, perseverance, and triumph. This narrative is particularly effective in contexts where bold action or overcoming adversity is central. Example: A startup founder pitching to investors might position their business as the Hero solving a massive problem. “We’re the ones who will end food waste” or “We’re disrupting an industry that’s failed consumers for decades.” This resonates with investors looking for bold, world-changing ideas.
2. The Caregiver Archetype: Embodies empathy, nurture, and support. This approach works well in situations where the audience values trust, safety, and relationships. Example: A company offering health tech solutions might lean into the Caregiver archetype, presenting their product as a protector of health and well-being. “We’re here to ensure every family has access to cutting-edge healthcare.”
3. The Sage Archetype: Represents wisdom, knowledge, and clarity. This archetype appeals to audiences who value expertise and logic over emotional appeals. Example: A SaaS company selling to enterprise clients might invoke the Sage archetype, emphasizing their deep research and proven track record. “We’ve spent years perfecting this system to give you unparalleled efficiency.”

Archetypes resonate because they align with deeply ingrained psychological patterns. Research into narrative psychology, such as the work of Dan McAdams, highlights how humans interpret their lives through stories. These stories often align with archetypal themes, which makes arguments framed in archetypal terms more relatable and memorable.

For example, when an investor hears a Hero narrative, they’re not just processing a business opportunity. They’re connecting it to stories of triumph they’ve admired throughout their lives. Similarly, employees who identify with the Caregiver archetype in their organization’s leadership are likely to feel more engaged and valued. It aligns with their personal needs for trust and connection.

How can you apply Depth Psychology to Leadership and Persuasion?

Incorporating Jung’s concepts into leadership and persuasion requires both introspection and strategic framing:

1. Explore Your Own Shadow: Start by reflecting on your emotional responses in arguments. Are there recurring triggers? Are you overly defensive in certain situations? By identifying and confronting these patterns, you can engage in discussions more objectively.
2. Identify Your Audience’s Archetype: Tailor your approach to align with the archetype most relevant to your audience. Investors might respond to Hero narratives, while cautious team members might prefer the Caregiver or Sage.
3. Weave Archetypes into Your Messaging: Use archetypes not only to connect with your audience but also to craft narratives that inspire and persuade. Whether you’re motivating your team or pitching to a client, anchoring your message in an archetype adds depth and relatability.

Depth psychology complements Aristotle’s framework for argumentation (ethos, pathos, and logos) by adding another layer of self-awareness and understanding of your audience. Where Aristotle focuses on the mechanics of persuasion, Jung’s theories invite us to consider the unseen influences at play. Both within ourselves and in those we seek to persuade.

Combining these frameworks allows for arguments that are not only well-structured but also deeply resonant. Leaders who integrate these insights into their decision-making and communication can transcend surface-level persuasion, creating messages that connect on a profound emotional and psychological level.

By mastering these concepts, you not only improve your ability to persuade but also become a more thoughtful, self-aware leader, capable of navigating the complexities of human behavior with more clarity and ease.