Mapping:
Wednesday, December 13, 2006
Leadership Communication Chapter X (Mapping)
Chapter Ten: Leading through Effective External Relations
Leadership Communication Chapter X
Chapter Ten: Leading through Effective External Relations
Summary:
This chapter talked about guidelines to help manage external relations in daily encounters and in crisis situation toward the company’s positive image. We should know how to apply the communication strategy to external relations, how to shape a positive image, how to deal with the media, and how to manage crisis communication.
In developing an external relations strategy, the company should clarify purpose and strategic objectives. The messages communicated in all external materials should be clear and consistent in order to avoid confusion and unwanted associations. Then, the company should priority identify major external stakeholders which include many or all of the following: media, community, customers, investors, analysts, board, partners, distributors, suppliers or vendors, trade associations, unions, interest groups, retirees, competitors, government agencies, and the public at large. The major messages are created in the criteria of honesty, clearness, consistency, and meaningfulness. The spokespersons must be at the right level for the problem, must project a positive ethos, and should have received media training. Deciding on the most effective media or forum to ensure reaching the stakeholders is one of the critical components to develop the external relations. Timing of the external message can be also critical. In monitoring the results, there are two common methods used to obtain feedback from the external stakeholders as follow: focus group and surveys.
In building and maintaining a positive corporate image, the company can design campaigns to promote as a whole, carry out ambitious program to champion product quality and customer service, maintain systems to screen employee activities for reputation side effects, demonstrate sensitivity to the environment, hire internal communication staff and retain public relations firms, and demonstrate “corporate citizenship”.
In working with the news media, the company should understand the media’s role and importance, decide when to talk to the media, and prepare for and deliver a media interview.
The company might face with the crisis situation so the following guidelines will help company to respond appropriately.
Summary:
This chapter talked about guidelines to help manage external relations in daily encounters and in crisis situation toward the company’s positive image. We should know how to apply the communication strategy to external relations, how to shape a positive image, how to deal with the media, and how to manage crisis communication.
In developing an external relations strategy, the company should clarify purpose and strategic objectives. The messages communicated in all external materials should be clear and consistent in order to avoid confusion and unwanted associations. Then, the company should priority identify major external stakeholders which include many or all of the following: media, community, customers, investors, analysts, board, partners, distributors, suppliers or vendors, trade associations, unions, interest groups, retirees, competitors, government agencies, and the public at large. The major messages are created in the criteria of honesty, clearness, consistency, and meaningfulness. The spokespersons must be at the right level for the problem, must project a positive ethos, and should have received media training. Deciding on the most effective media or forum to ensure reaching the stakeholders is one of the critical components to develop the external relations. Timing of the external message can be also critical. In monitoring the results, there are two common methods used to obtain feedback from the external stakeholders as follow: focus group and surveys.
In building and maintaining a positive corporate image, the company can design campaigns to promote as a whole, carry out ambitious program to champion product quality and customer service, maintain systems to screen employee activities for reputation side effects, demonstrate sensitivity to the environment, hire internal communication staff and retain public relations firms, and demonstrate “corporate citizenship”.
In working with the news media, the company should understand the media’s role and importance, decide when to talk to the media, and prepare for and deliver a media interview.
The company might face with the crisis situation so the following guidelines will help company to respond appropriately.
- Develop a general crisis communication plan and communicate it
- Once the crisis occurs, respond quickly
- Make sure you have the right people ready to respond and that they all respond with the same message
- Put yourself in the shoes of your audience
- Do not overlook the value of the web
- Revisit your crisis communication plan frequently
- Build in a way to monitor the coverage
- Perform a postcrisis evaluation
Essential of Negotiation VIIII (Mapping)
Chapter Nine: Managing Difficult Negotiation Individual Approaches
Mapping:
Mapping:
Essential of Negotiation VIIII
Chapter Nine: Managing Difficult Negotiation Individual Approaches
Summary:
This chapter discussed about the situation where negotiations become especially difficult, often to the point of stalemate or breakdown. The negotiation is a conflict management process, and all conflict situations have the potential for becoming derailed. Perceptions become distorted, and judgments are biased. Destructive conflict processes override the negotiation, and the parties cannot proceed. The negotiations become difficult to resolve in according to the characteristics of the way parties perceive, the content of the communication, the process used to negotiate or manage conflict, and the context of the negotiation. This chapter focused on three major sections.
In the first section, this chapter discussed about the nature of the negotiation, examine the causes of stalemate, impasse, or breakdown, and explore the characteristics of the difficult negotiations, including characteristics of the parties, the types of issues involved, and the process in play. Initially, we need to know the characteristics of the negotiations which are difficult to resolve. The process of conflict resolution is characterized by the atmosphere, channels of communication, unclear definition of original issues, the great differences in the respective positions, the locked initial negotiating positions, and the hidden dissension in the same group or side.
In the second section, this chapter talked about the specific actions that the parties can take jointly to try to move the conflict back to a level where successful negotiation and conflict resolution can ensure. There are five strategies to resolve impasses:
- Reducing tension and synchronizing de-escalation by separating the parties, tension releasing, acknowledging the other’s feeling through active listening, and synchronizing de-escalation.
- Improving the accuracy of communication through role reversal, and imaging.
- Controlling issues by reducing the number of parties on each side, controlling the number of substantive issues involved, stating issues in concrete terms rather than as (General) principles, restricting the precedents involved both procedural and substantive, searching for ways to fractionate the big issues, and depersonalizing issues.
- Establishing common ground by super ordinate goals, common enemies, common expectation, manage time constraints and deadlines, reframe the parties’ view of each other, and build an integrative framework.
- Enhancing the desirability of options to the other party by giving the other party a “yesable” proposal, asking for a different decision, sweetening the offer rather than intensifying the threat, and using legitimacy or objective criteria to evaluate solutions.
Finally, the third section discussed mismatched situation where one party wants to negotiate to an integrative resolution, and the other party is being “difficult”- and hence, what the integrative party can do to draw the other into a more constructive process. There are at least four challenges exist as follow:
- Responding to the other side’s hard distributive tactics by ignoring them, calling them on it, responding in a kind, and offering to change to more productive methods.
- Responding when the other side has more power, the negotiators can protect themselves, cultivate their best alternative (BATNA), formulate a “trip wire alert system”, and correct the power imbalance.
- The special problem of handling ultimatums (The ultimatums have three components: a demand, an attempt to create a sense of urgency, and a threat of punishment if compliance does not occur)
- Responding when the other side is being difficult
Essential of Negotiation VIII
Chapter Eight: Global Negotiation
Summary:
This chapter refers to negotiation across borders (legal or cultural). Country can have more than one culture and cultures can span national borders. While recognizing the differences within USA, this chapter will refer to some common aspects of American culture in discussion of international and intercultural negotiation.
At the beginning, this chapter mentions about the strengths and weaknesses of the American negotiator in the international political arena as follow:
The strengths: Good preparation, Clear and plain speaking, A focus on pragmatism over doctrine, Strong ability to recognize the other party’s perspective and to recognize that negotiations do not have to be win-lose, Good understanding of the concession-making process, and Candid and straightforward communication.
The weakness: Serious intergovernmental agency conflicts, The separation of political power between the presidency and congress, The influence of interest groups on negotiations, Media interference, Negotiator impatience, and Cultural insensitivity.
The negotiators from different cultures/countries use different negotiation strategies and communication patterns when negotiating intra-culturally than when negotiating cross-culturally. The culture of the negotiator appears to be an important predictor of both the negotiation process that will occur and how the chosen negotiation strategies will influence negotiation outcomes.
This chapter explained about two overall contexts which have an influence on cross border negotiations: the environmental context, and the immediate context. The environmental context is beyond control. There are some factors that make global negotiations more challenging than domestic negotiations: political and legal pluralism, international economics, foreign governments and bureaucracies, instability, ideology, culture, and stakeholder. The immediate context includes the factors which the negotiators have influence and control. These factors are as follow: relative bargaining power, levels of conflict, relationship between negotiators, desired outcome, and immediate stakeholders.
The negotiation processes and outcomes are influenced by many factors, and that the influence of these factors can change in magnitude over time. The challenge for every global negotiator is to understand the simultaneous, multiple influences of several factors on the negotiation process and outcome, and to update this understanding regularly as circumstances change. There are four dimensions to describe the important differences among the cultures in the study: individualism/collectivism, power distance, masculinity/femininity, and uncertainty avoidance
The culture can influence negotiations across borders in at least eight different ways: definition, selection, protocol, communication, time, risk propensity, group vs. individual, and nature of agreement.
The negotiators are advised to be aware of the effects of cultural differences on negotiation and to take them into account when they negotiate. When choosing the correct strategy for a given negotiation, the degree of familiarity is indicated (low, moderate, or high).
Summary:
This chapter refers to negotiation across borders (legal or cultural). Country can have more than one culture and cultures can span national borders. While recognizing the differences within USA, this chapter will refer to some common aspects of American culture in discussion of international and intercultural negotiation.
At the beginning, this chapter mentions about the strengths and weaknesses of the American negotiator in the international political arena as follow:
The strengths: Good preparation, Clear and plain speaking, A focus on pragmatism over doctrine, Strong ability to recognize the other party’s perspective and to recognize that negotiations do not have to be win-lose, Good understanding of the concession-making process, and Candid and straightforward communication.
The weakness: Serious intergovernmental agency conflicts, The separation of political power between the presidency and congress, The influence of interest groups on negotiations, Media interference, Negotiator impatience, and Cultural insensitivity.
The negotiators from different cultures/countries use different negotiation strategies and communication patterns when negotiating intra-culturally than when negotiating cross-culturally. The culture of the negotiator appears to be an important predictor of both the negotiation process that will occur and how the chosen negotiation strategies will influence negotiation outcomes.
This chapter explained about two overall contexts which have an influence on cross border negotiations: the environmental context, and the immediate context. The environmental context is beyond control. There are some factors that make global negotiations more challenging than domestic negotiations: political and legal pluralism, international economics, foreign governments and bureaucracies, instability, ideology, culture, and stakeholder. The immediate context includes the factors which the negotiators have influence and control. These factors are as follow: relative bargaining power, levels of conflict, relationship between negotiators, desired outcome, and immediate stakeholders.
The negotiation processes and outcomes are influenced by many factors, and that the influence of these factors can change in magnitude over time. The challenge for every global negotiator is to understand the simultaneous, multiple influences of several factors on the negotiation process and outcome, and to update this understanding regularly as circumstances change. There are four dimensions to describe the important differences among the cultures in the study: individualism/collectivism, power distance, masculinity/femininity, and uncertainty avoidance
The culture can influence negotiations across borders in at least eight different ways: definition, selection, protocol, communication, time, risk propensity, group vs. individual, and nature of agreement.
The negotiators are advised to be aware of the effects of cultural differences on negotiation and to take them into account when they negotiate. When choosing the correct strategy for a given negotiation, the degree of familiarity is indicated (low, moderate, or high).
Subscribe to:
Comments (Atom)