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).
Wednesday, December 06, 2006
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
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
Saturday, December 02, 2006
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.
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.
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