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).