chapter 10

Leading through effective external relations

Steps for strategy of external audience: 1clarify your purpose and strategic objectives 2identify your major audiences 3creat refine and test your major messages 4select limit and coach your spokesperson 5establish the most effective media or forum 6determine the best timing 7monitor the rules
Charles’s Fomburn 6 ways of building positive corporate image: design campaigns to promote the company as a whole, carry out ambitious programs to champion product quality and customer service, maintain systems to screen employee activities for reputation side effect, demonstrate sensitivity to environment, hire internal communication staff and retain republic relations firm, demonstrate “corporate citizenship”.
Working with the news media: understanding the roles media, deciding when to talk to media, preparing for and delivering media interview.
Work in a crisis situation: develop crisis communication plan and communicate it, once the crisis occurs respond it quickly, make sure all employees respond with the same massage, put yourself in the shoes of your audience, don’t overlook the value of WEB, revisit your crisis communication plan frequently, build in a way to monitor your coverage, perform the postcrisis evaluation.

chapter 9

Establishing leadership through strategic internal communication

Employee communication should accomplish the following basic objectives: 1 educate employees in the company vision and strategy, 2 motivate employees, 3 encourage higher performance and discretionary effort, 4 limits misunderstanding which can damage productivity, 5 align employees behind the company’s performance objectives and position them to help achieve them.
Effective internal communication: supportive management, targeted messages, effective media, well-positioned staff, ongoing assessment.
Reasons of effective mission’s: inspire individual action, establish a firm foundation of goals, satisfy company efficiency and employees needs, provide directions.
To test mission: impression an suggestive of excellence, making sense in the market place, stable but flexible enough to last with only incremental changes, beacons and controls when all else is up for grabs, aimed at emprowering employees first, customers second.
To test vision: suggesting goals and provide directions, inspire and prepares the future but honors the past, provide details that are actionable.
Effective change communication: what effect of changes: is it major transformation or consist only of incremental adjustments, is the changes companywide or business unite specific, how many employees are involved and affected.
Major changing structuring: 1phasedesign change communication strategy and plan 2 phase lunch changes communication and ensure understanding, 3 monitor results and make adjustment.

chapter 8

Building and leadership high-performing teams

Focusing on team basics: http://intranet.library.arizona.edu/teams/hroe/effectiveness/images/clip_image002.gif
Team work process: creating your team charter: project purpose/goal, team member roles and responsibility, ground rules, communicational protocol: what events will trigger communication with each other, when and what type of contact is better, who will be spokesperson, what information need to be communicated to the team, how should we communicate, to whom do we communicate problems, questions so on; using the action and a work plan; delivering the results; learning from the team experience.
Managing the people side of team: position responsibilities, team experience, expectations, personality, cultural differences.
Types of conflict: analytical (constructive disagreement), task (goal, work process, deliverables), interpersonal (personality, diversity, communication style), roles (leadership, responsibilities, power struggles).
Approaches to handing team conflict: 1 one on one(between themselves), 2 facilitation (involved by facilitator), team.

chapter 7

Managerial leadership and communication

Deciding when meeting is the best forum: consider propose: inform, purposed, instruct; consider audience: how do employees like to receive information, what is the purpose to expected outcome, what should be include to the agenda, who should attend, what is the best settings (type of meeting, seating arrangement, virtual meeting), what is the best timing, what information will we need for the meeting.
Conducting a productive meeting: deciding on the decision-meeting approach, clarifying leader and attendee roles and responsibilities (leader, facilitator, note taker, timekeeper), established meeting ground rules, using common problem-solving approaches, (brainstorming, ranking or rating, logical grouping, six hats tactic, opposition analysis, decision trees, from analysis, force-field analysis, the matrix, frameworks).

homework

Letter to Carl

Dear, Carl,
We didn’t see each other for a long time, but I didn’t forget your advices about contractors business in West Africa, and I hope you can help me in one very delicate situation around “Congoil”. The enquiry is two years ago the need for gas lift had been anticipated, and PTI’s contract with Congoil stipulated that if gas lift compression system were ever installed, Congoil would reimburse PTI within 45 days for 2.5 million dollars. Our common friend (name) told me that you can somehow influence Syanga to approve my request for payment. I know that our relationship with Congoil remains rather obscure to outsider, but also I know you as a vice manager, so try to do whatever you can.
Good luck to your business in Naabila. Hope to see you soon.
Yours, Sergii.

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Letter to Saynga

Dear, Mr Syanga Rugerio
Now our business goes very well and your profit grows fast. I would like to thank you for your collaboration and great professional skills. As you remember we installed gas lift compression system on the board of OR two years ago operations stars 18 month ago and now we have great results. But PTI contract with Congoil stipulated that if gas lift compression system were ever installed, Congoil would reimburse PTI within 45 days for all documented coast. These costs came to 2.5 million dollars. I understand situation and know that you can’t make this decision without highest-ranking official involved signals his approval. We know each other for 7 years so I recommend you to pay this sum immediately.
Yours, Sergii

Perception, Cognition, Emotion

Chapter 5

Perception, Cognition, Emotion
Perceptual distortion: stereotyping occurs when one individual assigns attribute to another solely on the basis of the other membership in a particular social or demographic category. Halo effect occurs when people generalize about a variety of attributes on the knowledge of one attribute of an individual. Selective perception occurs when the perceivers singles out certain information that supports or reinforces a prior belief and filters out of information that doesn’t confirm belief. Projection occurs when people assign to others the characteristics or feelings that they possess themselves.
Framing is the subjective mechanism through which evaluate and make sense of different situations, leading them to pursue or avoid subsequent action. How frame work in negotiation? 1Negotiators can use more than one frame. 2 Mismatches in frame between parties are sources of conflict 3 Particular types of frame can lead to particular types of agreement 4 5.
Cognitive biases in negotiation 1 Irrational escalation of commitment 2 Mythical fixed-pie beliefs 3Anchoring and adjustment 4 Issue framing and risk 5 Availability of information 6 The winners curse 7 Overconfidence 8 The law of small numbers 9 Self-Serving biases 10 Endowment effect 11 Ignoring others cognitions.
Positive emotions: - positive feelings are more likely to lead the parties toward more integrative - positive feelings also create a positive attitude toward the other side - positive feelings promote persistence
Aspects of negotiation process can lead to positive emotion - positive feelings result from fair procedures - positive feelings result from favorable social comparison
Positive feelings may have negative consequences. Negative feelings may creat positive outcome.Negative feelings: - Negative feelings may lead parties to define the situation as competitive or distributive - Negative feelings may undermine negotiators ability to analyze the situation accurately, which adversely affects individual outcome -Negative feelings may lead the parties to escalate the conflict - Negative feelings may lead parties to retaliate and may thwart integrative outcome.

chapter 4

Strategy and planning
Goals: First step to achieve negotiation is to determine goals. We must listen to all goals we want to achieve, determine priority among these goals,
Direct effects on goals and strategy: 1. Wishes are not goals 2. Goals are often link to the other party’s goals 3. There are limits of what goals can be (if our goal exceeds capability of other party we must end negotiation) 4. Effective goal must be concrete, specific, and measurable. Indirect effects on goals and strategy: 1. Long-term goal 2.Goals which require initiating a sequence of negotiation episodes (difficult to define).
Second step is selecting and developing strategy. Tactics are short-term moves design to enact broad strategies, which provide directions to tactical behavior. A unilateral choice is one that is made without the active involvement of the other party. The dual concerns model is model that proposes that individual have to level of related concerns.
Why negotiators might choose not to negotiate: -If one is able to meet one’s needs without negotiating at all, it may make sense to use an avoiding strategy. -It simply may not be worth the time and effort to negotiate. -The to negotiate is closely related to the desirability of available alternatives.
Accommodation is win-lose strategy as competition, it involves an imbalance of outcomes, but in the opposite direction.
Preparation – relationship building –information gathering –information using – bidding – closing the deal – implementating the agreement.