Leadership Communication Chapter X (Mapping)

Chapter Ten: Leading through Effective External Relations

Mapping:

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.

• 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:

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 (Mapping)

Chapter Eight: Global Negotiation

Mapping:

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).

Essential of Negotiation VII (Mapping)

Chapter Seven: Ethics in Negotiation

Mapping:

Essential of Negotiation VI (Mapping)

Chapter Six: Finding ad Using Negotiation Leverage

Mapping:

Essential of Negotiation VII

Chapter Seven: Ethics in Negotiation

Summary:

This chapter talked about ethical standard for behavior in negotiation. The negotiators need to know about ethics because they often make decision about the strategies might concern about the ethic. The Ethics are broadly applied social standard for what is right or wrong while the morals are individual or personal belief about what is right or wrong. There are four standards for evaluating strategies and tactics in negotiation as follow:
· End-result ethics: Based on the expected outcomes
· Rule ethics: Based on what the law says
· Social-contrast ethics: Based on the strategies and values of the society
· Personalistic ethics: Based on one’s own conscience and moral standard
The simple model of ethical decision making is help explain how the negotiator whether to employ one or more deceptive tactics. The model starts at being in the influence situation, then identifying a range of possible influence tactics. After identifying, the negotiator decides to select and use one or more tactics, and evaluate the consequences: Impact of Tactics, Self-evaluation, and feedback or reaction from other negotiator. Negative or positive conclusion leads the negotiator to explain or justify the use of the tactics. Ethical tactics in Negotiation are mostly about truth telling. There are six categories of marginally ethical Negotiation Tactics: traditional competitive bargaining, emotional manipulation, misrepresentation, misrepresentation to opponent’s networks, inappropriate information gathering, and bluffing. This chapter also focused on the intentions and motives to use deceptive tactics. Different types of deception can serve different purpose in negotiation. The motivation can affect the tendency to use deceptive tactics. The consequences of unethical conduct are based on whether the tactic is effective; how the other person evaluates the tactic; and how the negotiator evaluates the tactic. When the negotiator uses the tactic that may produce the reaction, the negotiator must prepare to defend. The primary purpose of the explanation and justifications is to rationalize, explain, or excuse the behavior. When the negotiators deal with the other party’s use of deception, they can generally do the following:
· Ask Probing Questions
· Recognize the Tactic

Essential of Negotiation VI

Chapter Six : Finding ad Using Negotiation Leverage

Summary:

This chapter focused about the negotiation leverage. Leverage means the tools that all negotiators want to increase the probability of achieving goal. The concept of leverage related to the use of POWER and INFLUENCES which are deeply discussed in this chapter as well. First of all, we should know the definition of Power which is the ability to get things done the way we want them to be done. The negotiator should know the source of power and how the negotiator acquires the power. We focused on three following specific variations:
• Power based on Information and Expertise: Ability to assemble and organize the data to support the position, arguments, and desired outcome.
• Power based on Control over Resources: Ability to control resources (money, supplies, human capital, time, equipment, critical services, and interpersonal support) making the power
• Power based on One’s Position: Ability to control legitimate power, location in an organization structure, criticality and relevance, flexibility, and visibility through that position.
In negotiation, the negotiator need to use some tactics called INFLUENCE to convince others that the offer is reasonable, and to alter the others’ belief about the objectives. The influence might be developed into two general paths which are message, and central route and peripheral route. The central route leads the high ability to scrutinize issue-relevant arguments while the peripheral route leads to attitude change without argument scrutiny. The central route influences the message through the content, structure, and delivery style. The message content is discussed to four questions to consider (1) how make the offer attractive to the other party, (2) how to frame the message so the other party will say yes, (3) how to make messages normative, and (4) how to obtain agreement in principle. The negotiators need to consider the message structure in the following aspects: One- and two-sided messages, message components, repetition, and conclusion. Also the negotiators need to consider the active versus passive participation, the use of vivid language and metaphors, the use of threats to incite fears, and the violation of the receiver’s expectations. This chapter also talked about the peripheral that is less likely to bring about real attitude change, is more likely to last a shorter time, and is more vulnerable to counterinfluence. There are three sets of strategies will be considered: message aspects, attributes of the persuader, and elements of the influence context.
For the message aspect, we discuss two elements: message order (the way in which the influence seeker chooses to order the arguments), and the use of distraction to interfere with the target’s ability to think about the arguments.
For the attributes of the persuader, we can characterize the source which effects the potential recipient of a persuasive message into three categories: credibility (Personal reputation for Integrity, Intention to Persuade, Use or Minimize Status Differences, Appearance and Self-Presentation, Associates, Perceived Expertise, and Persistence and Tenacity), attractiveness (Friendliness, Ingratiation, Likability, Perceived Similarity, and Emotion), and authority.
For the aspect of context, we consider the following five strategies; Reciprocity, Commitment, Social Proof, Scarcity, and Use of reward and punishment.
Last, this chapter discussed about the role of receivers and factor related to the person who is the target of influence. The receiver can signal the sender about the general acceptability and favorableness of the message being sent. It’s important to monitor the other’s receptiveness, avoid taking the defensive/combative stance, and help the receivers hear and understand better. That the sender makes eye contact, adjusts body position, and nonverbally encourages or discourages what the other says, show the sender attend to the others. The negotiator should explore the other’s party to reveal his or her needs and interests. There are at least three major things that the listeners can do to resist the other’s influence efforts: BATNA, make a public commitment, and inoculate ourselves against the other’s persuasive message.

Essential of Negotiation V (Mapping)

Chapter Five: Perception, Cognition, and Communication

Mapping:

Essential of Negotiation V

Chapter Five: Perception, Cognition, and Communication

Summary:

This chapter explained about examining how perception is related to the process of negotiation. The perception is sense-making process which people interpret their environment so that they can respond appropriately. In any negotiation, the perceiver’s own need, desire, motivations and personal experiences may lead to the perception distortion such as stereotyping, halo effects, selective perception and projection. Framing is discussed in this chapter concerned to the cognitive heuristic approach which is the way to perceive and shape the outcome. This type of framing might follow the cognitive bias which includes the following errors:

• Irrational Escalation of Commitment: Saving face by sticking with a failing course of action
• Mythical Fixed-Pie Beliefs: Focusing on personal interest
• Anchoring and Adjustment: Measuring standard and outcome during negotiation
• Framing: Leading to seek, avoid, or be neutral about risk in negotiation
• Availability of Information: Causing by how easy information is to retrieve
• The winner’s curse: Capitulating too quickly leads to wondering left
• Overconfidence: Supporting incorrect positions or options, and discounting the worth or validity of the judgments of others
• The Law of Small Numbers: Leading to self fulfilling prophecy
• Self-serving Bias: Overestimating internal factor and underestimating external factor
• Endowment Effect: Overvaluing something our own or believe we possess.
• Ignoring Others’ Cognitions: Failure to consider others’ cognitions
• Reactive Devaluation: Leading to minimizing the magnitude of a concession

The first step to manage misperceptions and cognitive biases in negotiation is to be aware. When negotiators apply mismatch frames, it may become to reframe the negotiation. There are 5 categories of communication that take place during negotiations; Offer and Counteroffers, Information about Alternatives, Information about Outcomes, Social Account, and Communication about Process. The characteristic of language and the selection of a communication channel are two significant aspects of how people communicate in negotiation. During negotiation, we need to improve the communication by the use of questions, listening, and role reversal. The role of mood and emotion can effect to the negotiation while the consequences for negotiation is leaded by the emotion. We have to avoid the fatal mistakes and to achieve closure in order that the negotiation comes to a close.

Leadership Communication Chapter VIIII (Mapping)

Chapter Nine: Establishing Leadership through Strategic Internal Communication

Mapping:

Leadership Communication Chapter VIIII

Chapter Nine: Establishing Leadership through Strategic Internal Communication

Summary:

This chapter talked about the effective internal communication leadership which is an important tool for management to direct the organization and motivate employee. This chapter also focused on establishing leadership through strategic communication with the employees. They start with recognizing the strategic role of employee communication. We should ensure the employee communication connects to the strategic objectives. We should assess the employee communication effectiveness in order to coach or encourage them for accomplishing the organization’s goal. In the effective internal communication stage, there are the core factors as follow:

1. Supportive management
2. Targeted messages
3. Effective media/forum
4. Well-positioned staff
5. Ongoing assessment
   

We need the missions and vision to strengthen the internal communication by understanding the importance of mission and vision, defining missions and visions, ensuring the mission and vision are effective, and building an effective mission and vision. For Building an Effective mission and vision, we might start with create initial draft, then clarify the meaning. The mission and vision need to be concise. The strategic objectives are developed to make the vision. Cascading meeting is the way to test the employee about the mission and vision. It might start with the upper level of the organization broken into functions or division and then give way to cross-level, functional, or divisional meetings. Next step is the designing and implementing effective change communication which should begin with determining the scope of the change communication program, and then structuring a communication program for major change.

Leadership Communication Chapter VIII (Mapping)

Chapter Eight: Building and Leading High-Performance Teams

Mapping:

Leadership Communication Chapter VIII

Chapter Eight: Building and Leading High-Performance Teams

Summary:

This chapter discussed about how to build and lead the team effectively. Deciding to form teams is the first step to build the effective team. The team is ready to be formed after we know that the team is the best approach to achieve goal, the organization knows how to manage team issues and processes and know how to resolves the conflicts, the company technology supports team communication, and the performance can be measured. There are several processes to be established. It started at creating the team charter which consists of the purpose, member roles and responsibilities, ground rules and the communication protocol. Action plan allow the team to see the big picture of the project meanwhile work plan becomes a more specific elaboration of the action plan. The team’s performance is up to the ability of the team to deliver the results of its work. Team member should learn each other’s experience of being on the team. The talent can solve the problem, however, the talented people clash. We can improve the ability to work together smoothly by taking time to know each other’s current situation (Position and responsibility), Work experience, Expectations, Personality, and Cultural differences. After spending time together, we might experience conflict. We can classify the internal team conflict into four types; Analytical conflict, Task conflict, Interpersonal conflict, and Roles conflict. We use three following approaches to manage the conflict.

1. One on One (Individuals involved work it out between themselves)
2. Facilitation (Individuals involved work with a facilitator or mediator)
3. Team ( Individuals involved discuss it with the entire team)

The virtual teams are teams whose member are geographically dispersed and rely primarily on technology for communication and to accomplish their work as a team. There are several advantages be provided by using virtual team such as lowering travel cost, reducing project schedules, improving efficiency, and so on. The virtual team needs to have more structure than a traditional team so the member should be trained and practice.

Leadership Communication Chapter VII (Mapping)

Chapter Seven: Leading Productive Management Meeting

Mapping:

Leadership Communication Chapter VII

Chapter Seven: Leading Productive Management Meetings

Summary:

This chapter focuses on how to plan and conduct productive meeting. We should primarily determine when a meeting is the best forum. The next step is completing the essential planning by (1) clarifying purpose and expected outcome, (2) determining topics for the agenda, (3) selecting attendees, (4) considering the setting, (5) determining when to meet, and (6) establishing needed meeting information. When the meeting is conducting, we should consider the decision-making approach, the roles and responsibilities, the meeting ground rules, and common problem-solving approaches. There are different types of problem-solving meeting as follows:

1. Brainstorming – to generate a list of ideas quickly
2. Ranking or Rating – to be performed with a set of ideas, probably generated from a brainstorming session
3. Sorting by categories or logical groups – to classify the problems in the same group or same category
4. Edward de Bono’s Six thinking hats – to look and think at the problem in the same way, called “parallel thinking”
5. Opposition analysis – to look at both side of an issue
6. Decision trees – to break down a problem into its parts
7. From/To analysis – to be useful in diagnosing change situation
8. Force-field analysis – to explore the problems and determine approaches to facilitate change
9. The matrix – to evaluate or diagnose problems with the decision-making matrix which consists of four boxes with each axis assigned an evaluative label
10. Frameworks – to simplify a complex idea and make it manageable
    

One of the most important responsibilities is to manage the problem and conflicts. Negative thinking and resistance to the ideas of others or changes of any kind are two common problem we found in the meeting. We can stop negativity by setting a ground rule. There are some techniques to manage resistance; verify, clarify, align and probe technique. We can manage the conflict by applying different levels of assertiveness and cooperation. Culture differences concern should be realized to narrow and limit the potential conflict. The last step is ensuring meeting lead to action by assigning specific tasks to specific people, reviewing all actions and responsibilities at the end of the meeting, providing a meeting summary with assigned deliverables included, and following up on action items in a reasonable time.

Leadership Communication Chapter VI (Mapping)

Chapter Six: Developing Emotional Intelligence and Cultural Literacy to Strengthen Leadership Communication

Mapping:

Leadership Communication Chapter VI

Chapter Six: Developing Emotional Intelligence and Cultural Literacy to Strengthen Leadership Communication

Summary:

This chapter talked about the Emotional Intelligence and Cultural Literacy which are important to communicate with others effectively. First, we need to understand the Emotional Intelligence and we should connect it to leadership styles. Self-awareness is the first step toward emotional intelligence. We can use MBTI develop concepts of personality. The MBTI consists of four dichotomies - Introvert (I) vs. Extravert (E), Sensing (S) vs. iNtuitive (N), Thinking (T) vs. Feeling (F), and Judging (J) vs. Perceiving (P) - in 16 combinations. If we know the others’ type, we can effectively lead and motivate them to the way we want. There are many types of nonverbal communication which are important for anyone wanting to improve his or her communication skills. We also need to be a good listener. Thereafter, mentoring other and providing feedback are the last step to develop the Emotional Intelligence. This chapter focused on the Cultural Literacy as well. If we understand and appreciate cultural diversity, we will know how best to communicate with all of the different audiences. First, we should know the importance of cultural literacy and then define the culture. We use the framework to understand differences. There are many factors to understand such as context (what is going around us), information flow (how message flow between people and levels in organization), time (polychornic time and monochromic), language (central influence on culture and one of the most highly charged symbols of a culture or a nation), and power (the differences of power perception).

HOMEWORK: Table of Contents

Leadership Communication

Chapter One : Developing leadership Communication Strategy

1. Summary
2. Mapping

Chapter Two : Creating Leadership Documents

1. Summary
2. Mapping

Chapter Three : Using Language to Achieve a Leadership Purpose

1. Summary
2. Mapping

Chapter Four : Developing and Delivering Leadership Presentations

1. Summary
2. Mapping

Chapter Five : Using Graphics and PowerPoint for a Leadership Edge

1. Summary
2. Mapping

Chapter Six : Developing Emotional Intelligence and Cultural Literacy to Strengthen Leadership Communication

1. Summary
2. Mapping

Chapter Seven : Leading Productive Management Meeting

1. Summary
2. Mapping

Chapter Eight : Building and Leading High-Performance Teams

1. Summary
2. Mapping

Chapter Nine : Establishing Leadership through Strategic Internal Communication

1. Summary
2. Mapping

Chapter Ten: Leading through Effective External Relations

1. Summary
2. Mapping

Essential of Negotiation

Chapter One : The Nature of Negotiation

1. Summary
2. Mapping

Chapter Two : Strategizing, Framing, and Planning

1. Summary
2. Mapping

Chapter Three : Strategy and Tactics of Distributive Bargaining

1. Summary
2. Mapping

Chapter Four : Strategy and Tactics of Integrative Negotiation

1. Summary
2. Mapping

Chapter Five : Perception, Cognition, and Communication

1. Summary
2. Mapping

Chapter Six : Finding and Using Negotiation Leverage

1. Summary
2. Mapping

Chapter Seven : Ethics in Negotiation

1. Summary
2. Mapping

Chapter Eight : Global Negotiation

1. Summary
2. Mapping

Chapter Nine : Managing Difficult Negotiation: Individual Approaches

1. Summary
2. Mapping

Essential of Negotiation IV (Mapping)

Chapter Four : Strategy and Tactics Integrative Negotiation

Mapping :

Essential of Negotiation IV

Chapter Four : Strategy and Tactics of Integrative Negotiation

Summary :

This chapter talked about the integrative negotiation which allows both sides to achieve their objectives. The integrative negotiation process can be explained into 4 major steps. First is to identify and define the problem, then, make the understanding problem and bring the interests and needs to the surface. The third one is generating alternative solutions to the problem. Last is evaluating the alternatives and selecting among them. The successful integrative negotiation can occur if both parties find a mutually acceptable joint solution. There are many factors to find the best solution: the presence of a common goal, faith in one’s own problem-solving ability, a belief in the validity of the other party’s position, the motivation and commitment to work together, trust, clear and accurate communication, and an understanding of the dynamics of integrative negotiation.

Essential of Negotiation III (Mapping)

Chapter Three : Strategy and Tactics of Distributive Bargaining

Mapping :

Essential of Negotiation III

Chapter Three : Strategy and Tactics of Distributive Bargaining

Summary:

This chapter talked about the basic element of a distributive bargaining situation which can be explained into 3 points; Opening, Target, and Resistance point. The spread between the resistance points called Bargaining range, Settlement range, or zone of potential agreement. Each party’s goal is to obtain the settlement as much as possible. An alternative outcome is an important factor to give the negotiator power to walk away from any negotiation when the deal is not very good. There is rarely a negotiation with only one item. The set of item refers to as a bargaining mix. The most two effective strategies are to discover the other party’s resistance point, and to influence the other party’s resistance point. The tactical tasks of the bargaining are to assess outcome values and the costs of termination, to manage the other party’s impression, to modify the other party’s perception, and to manipulate the actual costs of delay or termination. The effective distributive bargainers need to understand the process of taking a position during bargaining and the role of making concession during the negotiation process. Commitment, which is a key concept in creating a bargaining position, is the taking of a bargaining position with some explicit or implicit pledge regarding the future course of action. After negotiation for a period of time, the next step is to close the agreement.

Leadership Communication V (Mapping)

Chapter Five : Using Graphics and PowerPoint for a Leadership Edge

Mapping :

Leadership Communication V

Chapter Five : Using Graphics and PowerPoint for a leadership Edge

Summary :

This Chapter focused on when and how to use the graphics effectively. It begins with recognizing when to use the graphics. Purposely, we use the graphics when we would like to reinforce the message, to provide a road map to the structure of a presentation, to illustrate relationships and concepts visually, to support assertions, to emphasize important ideas, and to maintain and enhance interest. Next, we should select and designing effective data charts. We also have to clarify our message what type and content of the graph should be added to, supported or explained that message best. The next step is creating meaningful and effective text layouts, then, we have to employ fundamental graphic content and design principles. this step contains the conveying message clearly and effectively, selecting the most effective colors, and selecting the most effective fonts. Last, making the most of PowerPoint as a design and presentation tool. This part is on using PowerPoint as a tool to communicate you content more effectively. We should start at selecting and designing layouts and templates, inserting graphs, using animation, and delivering effectively using PowerPoint.

21 key ideas of time management

1. Goals - What is it you want to accomplish?
2. Organize plans of actions - put it in writing
3. Analysis - Make a list
4. Set priorities - What is relevant and irrelevant? What is the most valuable use of my time?
5. Concentration - Learn how.
6. Deadlines and rewards - positive logical consequences.
7. Time log - where is all your time going?
8. Procrastination - Positive or negative : do it now do it now do it now
9. Delegate - Delegate everything you can.
10. Meeting - the essential part of human life
11. Interruptions - telephones and walk in visitors.
12. Key result areas - What key results have you been hired to accomplish?
13. Batching Tasks - Group your responsibilities
14. Neatness - Clean up your work environment
15. Chunks of time - allow time for important work.
16. Transition time - learn more to earn more.
17. Telephone - a powerful business tool
18. Punctuality - Get a reputation for being on time
19. Work simplification - systemize the work process
20. Saying No - Early and often
21. Balance - Improve the quality of your life.

Leadership Communication IV (Mapping)

Chapter Four: Developing and Delivery Leadership Presentations

Mapping :

Leadership Communication IV

Chapter Four: Developing and Delivery Leadership Presentations

Summary:

This chapter talked about how to present our message effectively through Three "P" process; Planning, Preparing, and Presenting. First of all, planning the presentation is the process we need to determine our strategy, analyze our audience, select the medium and delivery method, and organize and establish your logical structure. There are three common types of presentations found in Business today- the round table, the stand-up presentation, and the impromptu. After we pass the first "P", we are ready to start preparing the actual presentation. The preparation consists of developing the introduction, body and conclusion; creating the graphics; testing the flow and logic; editing and proofreading; and practicing. The Last "P" is the presenting process. We should concentrate on our delivery style, focusing particularly on eye contact, stance, and overall effect. Our ethos will determine the overall effect of our presentation. The best way to project our ethos is to believe in what we are saying and to be full prepared. The self-evaluation form assesses our presentation and establishes an improvement plan. We may watch ourselves on a video to evaluate ourselves.

Leadership Communication III (Mapping)

Chapter Three: Using Language to Achieve a Leadership Purpose

Mapping :

Leadership Communication III

Chapter Three: Using Language to Achieve a Leadership Purpose

Summary:

This chapter talked about the use of the right words in the right way to achieve the leadership communication. It begins how to project a confident tone when speaking and writing. We need to process confidence in the knowledge on the subjects and in the ability to capture the content in the right words used in the right way. Next, the communication should be concisely made. The clear writing is direct to the point, and free of jargon, pomposity and wordy constructions.There are ten guidelines to achieve the greater conciseness; Avoiding the overuse of the passive voice, Avoiding expletives, Avoiding the use of prepositions idioms, Avoiding the overuse of relative pronouns, Avoiding the repetition of words and ideas, Not overusing descriptive words and particularly adverbs, Avoiding weasel words and ambiguous non committal words, Being aware of jargon and other kinds of gobbledygook, Avoiding nominalizations, and finally, Avoiding redundancies.The credibility and ability to represent ourselves depends on using language correctly. Sometimes the using of language is careless or not well informed. The punctuation makes reading easier and can lead to misreading if used incorrectly. We should be careful the using of additional punctuation the sexist language. The employing efficient and effective editing techniques are a very important skill that requires discipline and practice. Word processing programs have made creating documents but they have also caused some problems. If we are aware of the problems, we can let the computer work for us. We might let someone to look over our work to correct something if necessary. The more control we have over the use of language, the greater our influence and our ability to achieve the leadership communication.

Leadership Communication II (Mapping)

Chapter Two: Creating Leadership Documents

Mapping :

Leadership Communication II

Chapter Two: Creating Leadership Documents

Summary:

This chapter focused on helping us to create leadership documents the accomplish our communication objectives. It starts at selecting the mediums such as text message, e-mail, memo, letter, discussion outline, chart pack or deck, and report. There are two major types of document; Correspondence and Reports. Having some plan to get good productivity whether we create the documents alone or in group. Individual document creation is composed of Analyzing and Planning, Creating and Developing, and finally Refining and Proofing. We can divide the team documents by the number of writer; the single scribe approach and the multiple-writer approach. Whether working alone or with a team, controlling versions which help us avoid some of the conflict that can occur. Organizing the content coherently focuses specifically on creating coherence when writing typical business documents by organizing the content and including the content expected by our audience. This chapter also provides this information how to conform to content and formatting expectations in correspondence (Letters, Memos, and E-mails), and including expected content in reports. Many reports serve multiple purposes such as informing, instructing and persuading. The formal report contents orderly start with letter or memo or preface, cover, title page, table of contents, executive summary, introduction, discussion, and appendix. Formatting is important in creating a professional appearance for all of your documents, correspondence and reports. It’s easier for the audiences to read. The documents should conform to the business writing standards such as Layout, Spacing and Alignment, Font type and size, Using heading, and Formatting lists.

Leadership Communication I (Mapping)

Chapter One: Developing Leadership Communication Strategy

Mapping:

Leadership Communication I

Chapter One: Developing Leadership Communication Strategy

Summary:

This chapter talked about the leadership communication which emphasized on establishing a clear purpose developing a communication strategy, analyzing an audience, and ensuring we use the most effective organization structure. In business section, we set the purposes or objectives and find the best way to accomplish them. It's the same meaning to the leadership communication. We have to know what we like to communicate to the audience and determine how best to achieve the successful communication. First, we should have the clear purpose, and then generate the ideas by brainstorming, idea mapping, journalist’s questions and decision tree. The next step is determining the communication strategy. There are many components in the communication strategy framework that we need to consider. Let's begin with the context-what is happening when the messages are received. Then, we focus on purpose, message, medium/forum-the best channel for message delivery, spokesperson-the proper person to deliver the message and timing matter, audience, and feedback. Analyzing the audience is significant to determine how we can approach and shape the messages. Whenever we've clarified our purpose, conducted the audience analysis, and created the strategy, we're getting ready to choose the best way containing good organization to present our ideas to the audience by both written and oral. Selecting organizational devices, using the pyramid Principle, and creating a storyboard are the techniques for working out the logical and structured communication.

Essential of Negotiation II (Mapping)

Chapter Two : Strategizing, Framing, and Planning

Mapping :

Essential of Negotiation II

Chapter Two: Strategizing, Framing, and Planning

Summary:

In negotiation, we should set the goal to drive strategy, frame issue and implement the strategy. This chapter is about the strategizing, Framing and Planning. There are both direct and indirect effects of goals. First part, the author talked about the strategy which is defined as the overall plan to achieve one's goals in a negotiation. The tactic is short term plan driven by the strategy. The plan is the action or implementation. The second part is how to define the issue called The Process of Framing the problem. There can be many frames in one negotiation. Mismatching frame are sources of conflict. Finally, we are in the planning process. That means we are getting ready to implement the strategy. We should define and bargain the issues, express our interests, know our limitations and alternatives, set our targets, know who we have to consider, analyze the other party, and know how to present the issues to the other party.

Essential of Negotiation I (Mapping)

Chapter One: The Nature of Negotiation

Mapping :

Essential of Negotiation I

Chapter One: The Nature of Negotiation

Summary:

The author talked about the characteristics of Negotiation situation which are composed of two or more parties who need each other called "INTERDEPENDENCE", a conflict, willing to get a better deal, searching for agreement, and expecting give and take. In negotiation, the Interdependent relationship has two potential consequences. One is the Value Creation and another is Conflict. The author also described the definition of conflict, its level, and its dysfunctions in order to understand how to manage the conflict. There are five major strategies for Conflict Management as follow: Contending, Yielding, Inaction, Problem solving and Compromising.

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I created this blog because I would like to start communication with my professor and classmates in the subject of Communication for leaderships and negotiations BA318.