Part I -- Introduction:
Part II -- Separate the People from the Problem
Part III -- Focus on Interests not Positions
Part IV -- Invent Options for Mutual Gain
2006-11-29
2006-11-27
2006-11-19
High Context and Haptic Communication
high context
Contexting in communication has first been described by E.T. Hall. It assumes, that during a communication not only the utterances are "transferred", but that every communication also has a "deeper meaning" (or implicitly stored information) which can not necessarily be derived from the utterances alone.
High context communication implies that a lot of "unspoken" meaning is transferred during the communication - the information may be implicitly contained in the utterances.
For example: In some cultures it is regarded to be impolite to deny a wish to someone. Hence instead of saying "no", other phrases are being used to describe an inconvenience etc. implying that the answer is no.
In this case, the "no" is implied in the answer - but not spoken.
See also: low context
haptic
Haptics deals with touching behaviour in different societies. While haptics can be hostile (such as kicking), more often haptic behaviour is used to indicate the degree of intimacy: Heslin (1974), distinguished between the following degrees of intimacy: 1. functional/professional 2. social/polite 3. friendship/warmth 4. love/intimacy 5. sexual arousal
One example of a typically confusing heptic action is the hand shake. The handshake differs in degrees, length and strength between the various levels of intimacy (or gets completely replaced by more intimate heptic behaviour), and from culture to culture. A level 3 handshake for example in Spain could include the use of a double grip, which might confuse, for example, a German (who may interpret the handshake as a level 4 or even 5). Equally the level 2 handshake is stronger in Spain than in Northern Europe, and might hence be interpreted as 'over-friendly' by Northern Europeans, while the level 2 handshake of the Northern European might be interpreted as functional only by the Spaniard.
Even more confusing would be a confrontation of a 'non-contact' culture, such as a Northern European one, with a 'contact-culture', where frequent touching is a sign of friendship or politeness (level 2 or 3). For example an Indian heptic behaviour might be interpreted as a level 4 or 5 behaviour.
Contexting in communication has first been described by E.T. Hall. It assumes, that during a communication not only the utterances are "transferred", but that every communication also has a "deeper meaning" (or implicitly stored information) which can not necessarily be derived from the utterances alone.
High context communication implies that a lot of "unspoken" meaning is transferred during the communication - the information may be implicitly contained in the utterances.
For example: In some cultures it is regarded to be impolite to deny a wish to someone. Hence instead of saying "no", other phrases are being used to describe an inconvenience etc. implying that the answer is no.
In this case, the "no" is implied in the answer - but not spoken.
See also: low context
haptic
Haptics deals with touching behaviour in different societies. While haptics can be hostile (such as kicking), more often haptic behaviour is used to indicate the degree of intimacy: Heslin (1974), distinguished between the following degrees of intimacy: 1. functional/professional 2. social/polite 3. friendship/warmth 4. love/intimacy 5. sexual arousal
One example of a typically confusing heptic action is the hand shake. The handshake differs in degrees, length and strength between the various levels of intimacy (or gets completely replaced by more intimate heptic behaviour), and from culture to culture. A level 3 handshake for example in Spain could include the use of a double grip, which might confuse, for example, a German (who may interpret the handshake as a level 4 or even 5). Equally the level 2 handshake is stronger in Spain than in Northern Europe, and might hence be interpreted as 'over-friendly' by Northern Europeans, while the level 2 handshake of the Northern European might be interpreted as functional only by the Spaniard.
Even more confusing would be a confrontation of a 'non-contact' culture, such as a Northern European one, with a 'contact-culture', where frequent touching is a sign of friendship or politeness (level 2 or 3). For example an Indian heptic behaviour might be interpreted as a level 4 or 5 behaviour.
2006-11-18
Reading Schedule by Weeks
Wk Topic
1. Introduction
L1: What is Leadership Communication?
N1: The Nature of Negotiation
2. L2: Creating Leadership Documents
N2: Negotiation: Strategizing,Framing, and Planning (4th edition = N4, Negotiation: Strategy and Planning)
3. L3:Using Language to Achieve Leadership Purpose
4. N2: Negotiation: Strategizing,Framing, and Planning (4th edition = N4, Negotiation: Strategy and Planning)
5. L4: Developing and Delivering Leadership Presentations
L5: Using Graphics and PowerPoint for a Leadership Edge
6. L6: Developing EQ and Cultural Literacy to Strengthen Leadership Communication
7. N3: Strategy and Tactics of Distributive Bargaining (4th edition= N2)
8. N4: Strategy and Tactics of Integrative Negotiation (4th edition= N3)
9. Midterm
L7: Leading Productive Management Meetings
10. L8: Building and Leading High Performance Teams
N5: Perception, Cognition, and Communication (4th edition, N6=Communication)
11. L9: Establishing Leadership through Strategic Internal Communication
12. L10: Leading through Effective External Relations
N6: Finding and Using Negotiation Leverage (4th edition = N7, Finding and Using Negotiation Power)
13. L10: Leading through Effective External Relations
14. N7: Ethics in Negotiation (4th edition= N8)
15. N8: Global Negotiation (4th edition= N11, International and Cross-Cultural Negotiation)
N9: Managing Difficult Negotiations: Individual Approaches (4th edition= Relationships in Negotiation and N10: Multiple Parties and Teams))
(4th edition= Additional chapter: N12, Best Practices in Negotiation)
1. Introduction
L1: What is Leadership Communication?
N1: The Nature of Negotiation
2. L2: Creating Leadership Documents
N2: Negotiation: Strategizing,Framing, and Planning (4th edition = N4, Negotiation: Strategy and Planning)
3. L3:Using Language to Achieve Leadership Purpose
4. N2: Negotiation: Strategizing,Framing, and Planning (4th edition = N4, Negotiation: Strategy and Planning)
5. L4: Developing and Delivering Leadership Presentations
L5: Using Graphics and PowerPoint for a Leadership Edge
6. L6: Developing EQ and Cultural Literacy to Strengthen Leadership Communication
7. N3: Strategy and Tactics of Distributive Bargaining (4th edition= N2)
8. N4: Strategy and Tactics of Integrative Negotiation (4th edition= N3)
9. Midterm
L7: Leading Productive Management Meetings
10. L8: Building and Leading High Performance Teams
N5: Perception, Cognition, and Communication (4th edition, N6=Communication)
11. L9: Establishing Leadership through Strategic Internal Communication
12. L10: Leading through Effective External Relations
N6: Finding and Using Negotiation Leverage (4th edition = N7, Finding and Using Negotiation Power)
13. L10: Leading through Effective External Relations
14. N7: Ethics in Negotiation (4th edition= N8)
15. N8: Global Negotiation (4th edition= N11, International and Cross-Cultural Negotiation)
N9: Managing Difficult Negotiations: Individual Approaches (4th edition= Relationships in Negotiation and N10: Multiple Parties and Teams))
(4th edition= Additional chapter: N12, Best Practices in Negotiation)
2006-11-13
L C8 QnA -- Building and Leading High-Performing Teams
Leadership Chapter 8 Building and Leading High-Performing Teams
1. Discuss the characteristics of an effective team.
Ans: Team members should have skills that complement rather than duplicate each other although teams may develop some of the required skills after the team forms. All members need to recognize and accept mutual as well as individual accountability for the team’s work products. The size of the team matters and affects accountability since a team that is too large will end up dividing into sub-teams and the work can become so diffused that accountability gets lost. Finally, the team must have a commitment to specific goals, a purpose that is important to the organization, and a common approach to the work.
2. What four areas should always be addressed in a team charter? Why is it a good idea to create a team charter?
Ans:
a. Project purpose and goal
b. Team members’ roles and responsibilities
c. Team ground rules
d. Communication protocol
A team charter is an opportunity to create ground rules and clarify the expectations concerning the function and methods of the team. These ground rules serve as a reference point as conflict may arise and often limit conflict.
3. Explain the four types of internal conflict that teams usually encounter.
Ans:
a. Analytical – Constructive disagreement over a project issue or problem.
b. Task – Concerns around team goal, work process, or deliverables.
c. Interpersonal – Issues of personality, diversity or communication styles.
d. Roles – Struggles around leadership, responsibilities, or power.
4. What are the three overarching approaches for addressing issues of conflict within a team? Describe a time that you have used (or would use) each of these approaches.
Ans:
a. One-on-one
b. Facilitation
c. Team
Answers will vary as to application of the approaches.
5. Explain three different approaches for creating documents and presentations as a team.
Ans: The product of a team’s labor is often in the form of a document or presentation, and developing this end product can be the most difficult task a team will face. The team may choose to divide the labor; in the end, style and tone will have to be edited to create a cohesive product with a single voice. A team may also elect to have a single scribe, but often this approach results in an unbalanced workload and the writer must be as knowledgeable as the “experts” of each topic. In another situation, a team may choose to use multiple writers, yet this approach requires more time, and it is difficult to align the writers’ styles. Clearly, no approach is perfect, each with its own issues. Each team will need to decide which method will work best for its situation.
6. Discuss the five steps (the Five A’s) that are useful to follow in most conflict situations. Apply the Five A’s to a personal experience with team conflict. Were these steps followed? How would the results have been better if the Five A’s had been followed?
Ans:
a. Assess – Step back and consider the situation.
b. Acknowledge – Try to understand the other party’s concerns.
c. Adjust Attitude – Remain as flexible and objective as possible.
d. Action – Reinforce a positive outcome through verbal and non-verbal communication.
e. Analyze – Check in with everyone and end with a clarification of decisions and next steps.
Personal experiences will differ, but often if teams are unable to get beyond the Acknowledge or Adjust Attitude steps, they will find that they are unable to resolve the situation and develop the next steps of Analyze.
7. What are some of the challenges that a virtual team might face?
Ans:
a. Much of the context of communication can be lost, particularly if the team never or rarely meets in person.
b. Cultural difference can be amplified and personality conflicts more pronounced.
c. The discussion of complex information, such as diagrams, balance sheets, are more difficult to manage.
8. At a minimum, what does a virtual team need to be successful?
Ans:
a. Shared beliefs
b. Credibility and trust
c. A shared work space
1. Discuss the characteristics of an effective team.
Ans: Team members should have skills that complement rather than duplicate each other although teams may develop some of the required skills after the team forms. All members need to recognize and accept mutual as well as individual accountability for the team’s work products. The size of the team matters and affects accountability since a team that is too large will end up dividing into sub-teams and the work can become so diffused that accountability gets lost. Finally, the team must have a commitment to specific goals, a purpose that is important to the organization, and a common approach to the work.
2. What four areas should always be addressed in a team charter? Why is it a good idea to create a team charter?
Ans:
a. Project purpose and goal
b. Team members’ roles and responsibilities
c. Team ground rules
d. Communication protocol
A team charter is an opportunity to create ground rules and clarify the expectations concerning the function and methods of the team. These ground rules serve as a reference point as conflict may arise and often limit conflict.
3. Explain the four types of internal conflict that teams usually encounter.
Ans:
a. Analytical – Constructive disagreement over a project issue or problem.
b. Task – Concerns around team goal, work process, or deliverables.
c. Interpersonal – Issues of personality, diversity or communication styles.
d. Roles – Struggles around leadership, responsibilities, or power.
4. What are the three overarching approaches for addressing issues of conflict within a team? Describe a time that you have used (or would use) each of these approaches.
Ans:
a. One-on-one
b. Facilitation
c. Team
Answers will vary as to application of the approaches.
5. Explain three different approaches for creating documents and presentations as a team.
Ans: The product of a team’s labor is often in the form of a document or presentation, and developing this end product can be the most difficult task a team will face. The team may choose to divide the labor; in the end, style and tone will have to be edited to create a cohesive product with a single voice. A team may also elect to have a single scribe, but often this approach results in an unbalanced workload and the writer must be as knowledgeable as the “experts” of each topic. In another situation, a team may choose to use multiple writers, yet this approach requires more time, and it is difficult to align the writers’ styles. Clearly, no approach is perfect, each with its own issues. Each team will need to decide which method will work best for its situation.
6. Discuss the five steps (the Five A’s) that are useful to follow in most conflict situations. Apply the Five A’s to a personal experience with team conflict. Were these steps followed? How would the results have been better if the Five A’s had been followed?
Ans:
a. Assess – Step back and consider the situation.
b. Acknowledge – Try to understand the other party’s concerns.
c. Adjust Attitude – Remain as flexible and objective as possible.
d. Action – Reinforce a positive outcome through verbal and non-verbal communication.
e. Analyze – Check in with everyone and end with a clarification of decisions and next steps.
Personal experiences will differ, but often if teams are unable to get beyond the Acknowledge or Adjust Attitude steps, they will find that they are unable to resolve the situation and develop the next steps of Analyze.
7. What are some of the challenges that a virtual team might face?
Ans:
a. Much of the context of communication can be lost, particularly if the team never or rarely meets in person.
b. Cultural difference can be amplified and personality conflicts more pronounced.
c. The discussion of complex information, such as diagrams, balance sheets, are more difficult to manage.
8. At a minimum, what does a virtual team need to be successful?
Ans:
a. Shared beliefs
b. Credibility and trust
c. A shared work space
Q and A LC9 Establishing Leadership through Strategic Internal Communications
Chapter 9 Establishing Leadership through Strategic Internal Communications
1. What elements should you consider when “scoring” the effectiveness of a company’s internal communication plan?
Ans:
a. Does the communication plan align with the company’s strategic goals?
b. Is communication planning integrated into the annual business planning process?
c. Does management accept major responsibility for the communication processes?
d. Are the messages targeted, consistent and strategic?
e. Are the messages delivered through multiple channels, which are appropriate to the culture?
f. Are communication ambassadors strategically placed across the functional areas?
g. Are communication results measured frequently and included in performance appraisals?
2. Why are the following factors important to effective internal communication?
a. Supportive management
b. Targeted messages
c. Effective media/forum
d. Well-positioned staff
e. Ongoing assessment
Ans:
a. Management needs to set the example of effective communications by their actions and indicate their support by exemplifying good communication practices themselves.
b. By targeting the messages to the specific audience, your message will be clear, relevant, and strategically aligned to provide the greatest effect on your audience.
c. It is important to select the most effective media and/or forum for your audience so that your audience receives and accepts your intended message.
d. Well-positioned staff will ensure communication receives the strategic emphasis it needs and that the right people are in place to deliver the corporate messages to all employees.
e. Ongoing assessment is necessary to understand whether the message is being delivered and received as originally envisioned. Also communication effectiveness needs to be part of all performance reviews.
3. What is the difference between a mission and a vision?
Ans: One way to differentiate a vision statement from a mission statement is to think of the mission as the “here and now” and to think of the vision as the future. What is most important, however, is that a company has a clear definition of its reason for being (mission) and of where it wants to go (vision); whether they call one a mission and the other a vision matters less than that they have them both and that the organization knows what they are.
4. What characteristics should you look for in a mission and vision?
Ans:
Is the mission…
a. Inspirational and suggestive of excellence?
b. Clear?
c. Stable, but flexible enough to last with incremental changes?
d. A guiding light to direct during chaotic times?
e. Aimed at empowering employees first and customers second?
Does the vision…
a. Suggest goals and provide direction?
b. Inspire the future?
c. Prepare for the future, but maintain an honest about the past?
d. Apply specifically to the organization?
e. Provide actionable details?
5. What are the steps to creating a powerful and effective mission and vision?
Ans:
a. Create an initial draft. Ask specific questions about who you are, the service/product you provide, and its importance, while considering who you want to be. Use the answers to these probing, soul-searching questions to derive this first draft.
b. Clarify the meaning of each word used in this first draft. Does the meaning of each word match your intentions?
c. Limit your vision and mission to tell the world in 25 words or less what you are or who you want to become.
d. Develop the strategic objectives to align the mission with the vision. These objectives should guide you from where you are to where you want to go.
e. Hold cascading meetings (beginning with upper management and working down) with employees to test the mission and vision.
6. What are the three major phases of a change communication program?
Ans:
a. Design change communication strategy and plan
b. Launch communication plan and ensure employee understanding
c. Monitor results and make adjustments
7. What are the potential pitfalls in the three phases for a change communication program?
Ans:
Design change communication strategy and plan
a. Rushing to change the organizations without first considering the implementation and developing an action plan
b. Not gauging one of the communication elements correctly (audience, media, message, spokesperson, timing)
c. Not understanding the current employee communication situation
d. Not including the right team members, who are knowledgeable, representative of levels and functions of the organization, respected, open and honest, and skilled at interacting with others.
Launch communication plan and ensure employee understanding
a. Not aligning with the vision, which may need to be adapted
b. Forgetting to involve employees during and after plan is finalized
c. Not allowing enough time for employees to become aware of and comfortable with changes
d. Not applying changes to specific job functions so that employees understand the new direction but are unable to apply it to their work
Monitor results and make adjustments
a. Forgetting to check frequently for employee understanding and interpretation of new direction
b. Ignoring or misinterpreting survey results
c. Not having a cross section of employee feedback
d. Not communicating successes of new plan along the way
1. What elements should you consider when “scoring” the effectiveness of a company’s internal communication plan?
Ans:
a. Does the communication plan align with the company’s strategic goals?
b. Is communication planning integrated into the annual business planning process?
c. Does management accept major responsibility for the communication processes?
d. Are the messages targeted, consistent and strategic?
e. Are the messages delivered through multiple channels, which are appropriate to the culture?
f. Are communication ambassadors strategically placed across the functional areas?
g. Are communication results measured frequently and included in performance appraisals?
2. Why are the following factors important to effective internal communication?
a. Supportive management
b. Targeted messages
c. Effective media/forum
d. Well-positioned staff
e. Ongoing assessment
Ans:
a. Management needs to set the example of effective communications by their actions and indicate their support by exemplifying good communication practices themselves.
b. By targeting the messages to the specific audience, your message will be clear, relevant, and strategically aligned to provide the greatest effect on your audience.
c. It is important to select the most effective media and/or forum for your audience so that your audience receives and accepts your intended message.
d. Well-positioned staff will ensure communication receives the strategic emphasis it needs and that the right people are in place to deliver the corporate messages to all employees.
e. Ongoing assessment is necessary to understand whether the message is being delivered and received as originally envisioned. Also communication effectiveness needs to be part of all performance reviews.
3. What is the difference between a mission and a vision?
Ans: One way to differentiate a vision statement from a mission statement is to think of the mission as the “here and now” and to think of the vision as the future. What is most important, however, is that a company has a clear definition of its reason for being (mission) and of where it wants to go (vision); whether they call one a mission and the other a vision matters less than that they have them both and that the organization knows what they are.
4. What characteristics should you look for in a mission and vision?
Ans:
Is the mission…
a. Inspirational and suggestive of excellence?
b. Clear?
c. Stable, but flexible enough to last with incremental changes?
d. A guiding light to direct during chaotic times?
e. Aimed at empowering employees first and customers second?
Does the vision…
a. Suggest goals and provide direction?
b. Inspire the future?
c. Prepare for the future, but maintain an honest about the past?
d. Apply specifically to the organization?
e. Provide actionable details?
5. What are the steps to creating a powerful and effective mission and vision?
Ans:
a. Create an initial draft. Ask specific questions about who you are, the service/product you provide, and its importance, while considering who you want to be. Use the answers to these probing, soul-searching questions to derive this first draft.
b. Clarify the meaning of each word used in this first draft. Does the meaning of each word match your intentions?
c. Limit your vision and mission to tell the world in 25 words or less what you are or who you want to become.
d. Develop the strategic objectives to align the mission with the vision. These objectives should guide you from where you are to where you want to go.
e. Hold cascading meetings (beginning with upper management and working down) with employees to test the mission and vision.
6. What are the three major phases of a change communication program?
Ans:
a. Design change communication strategy and plan
b. Launch communication plan and ensure employee understanding
c. Monitor results and make adjustments
7. What are the potential pitfalls in the three phases for a change communication program?
Ans:
Design change communication strategy and plan
a. Rushing to change the organizations without first considering the implementation and developing an action plan
b. Not gauging one of the communication elements correctly (audience, media, message, spokesperson, timing)
c. Not understanding the current employee communication situation
d. Not including the right team members, who are knowledgeable, representative of levels and functions of the organization, respected, open and honest, and skilled at interacting with others.
Launch communication plan and ensure employee understanding
a. Not aligning with the vision, which may need to be adapted
b. Forgetting to involve employees during and after plan is finalized
c. Not allowing enough time for employees to become aware of and comfortable with changes
d. Not applying changes to specific job functions so that employees understand the new direction but are unable to apply it to their work
Monitor results and make adjustments
a. Forgetting to check frequently for employee understanding and interpretation of new direction
b. Ignoring or misinterpreting survey results
c. Not having a cross section of employee feedback
d. Not communicating successes of new plan along the way
L C10 Q and A Leading through Effective External Relations
Chapter 10 Leading through Effective External Relations
1. To be successful, a company must juggle the needs of many stakeholders. Why are the following external stakeholders important:
a. Media
b. Community
c. Customers
d. Investors
e. Analysts
Answer:
a. The media is an organization’s greatest critic and potential ally. They have the ability to provide free promotion and image building or ruin a company’s name.
b. The community is a company’s source of employees and customers. They must view the company’s cause as “right” and valuable.
c. Customers will judge a company with their wallet. Both the initial and final customer has the ability to decide whether a company will continue to do business.
d. Investors support an organization with the intention of making money, either in the short term or long term. They may accept short-term losses with the hopes of a long-term payoff, but they must believe in the ability of an organization to succeed.
e. Analysts provide the investment information to the company’s current and potential investors. They will evaluate historical performance and market potential to make recommendations about future growth options.
2. What two criterion can be used to prioritize the value of a stakeholder?
Answer: When prioritizing which stakeholders to contact first, it is helpful to use a matrix that evaluates their importance and the ease with which they can be reached.
3. What are the four major guidelines that a company’s external messages should follow?
Answer: A company’s external messages should be honest, clear, consistent, and meaningful.
4. Why it is important to have the appropriate spokesperson speak for the company?
Answer: A company’s spokesperson will mold public opinion. The person selected to represent the organization must be at the right level for the problem, project a positive ethos, and have received media training. Without these characteristics, the public and media have a tendency not to trust the company’s position.
5. Discuss the characteristics and limitations of the following possible media/methods that are often used to communicate with external audiences.
a. Press conferences
b. Press releases
c. Web sites
d. Hotlines
Answer:
a. For a press conference, the company’s spokespersons will present prepared statements to a group of media who were invited to the event. Press conferences are very difficult to plan and execute because it is often difficult to anticipate the media’s questions.
b. Press releases are short, one-page statements that start with the most important information and end with the least and are intended for quick, widespread media distribution and to be quoted easily. Unfortunately, the media receives too many press releases via blast fax and ignores many of them. Unless a company follows up, it will have not be able to ensure the release reached the intended audiences.
c. Web sites may be designed for a specific event and are a convenient method for reaching a broad audience. The site must still be designed by a web expert and meet the criteria for an effective site (easy to navigate, informative, and including contact information).
d. Hotlines allow stakeholders to call in with specific questions and comments. In order to have an effective hotline, it is important that respondents are well coached and responses and comments are reviewed constantly.
6. What are some of the methods companies can use to monitor the effectiveness of their external communication?
Answer: Companies must monitor public perception of their image and the effectiveness of their external communication materials on a regular basis. Focus groups, surveys, clipping services, and search engines are some of the ways to monitor this image.
7. According to Charles Fombrun in Reputation: Realizing Value from the Corporate Image, what are the ways to maintain a positive corporate image?
Answer:
a. Design campaigns to promote the company as a whole.
b. Carry out ambitious programs to champion product quality and customer service.
c. Maintain systems to screen employee activities for reputation side-effects.
d. Demonstrate sensitivity to the environment.
e. Hire internal communication staff and retain public relations firms.
f. Demonstrate “corporate citizenship.”
8. What are a few of the rules a leader should follow in an interview with the media?
Answer:
a. Talk from the viewpoint of the public’s interest, not the company’s
b. Speak in personal terms whenever possible.
c. If you do not want some statement quoted, do not make it. There is no such thing as “off the record.”
d. State the most important fact at the beginning.
e. Do not argue with the reporter or lose your cool.
f. If a question contains offensive language or simply words you do not like, do not repeat them, even to deny them.
g. If the reporter asks a direct question, he is entitled to an equally direct Answerwer.
h. If you do not know the Answerwer to a question, simply say, “I don’t know, but I’ll find out for you.”
i. Tell the truth, even if it hurts.
j. Do not exaggerate the facts.
9. What are a few rules a company should follow in a crisis situation?
Answer:
a. Have a formalized plan before the crisis hits and communicate the basic procedures to all employees.
b. Respond quickly to the right people with one consistent message.
c. Empathize with your audience.
d. Do not overlook the value of the Web since reporters, the public, and employees will go here first to gather information.
e. Monitor your coverage and evaluate how you did.
POSTED BY CLN BLOG AT 10:27 PM 0 COMMENTS
LABELS: L C10
1. To be successful, a company must juggle the needs of many stakeholders. Why are the following external stakeholders important:
a. Media
b. Community
c. Customers
d. Investors
e. Analysts
Answer:
a. The media is an organization’s greatest critic and potential ally. They have the ability to provide free promotion and image building or ruin a company’s name.
b. The community is a company’s source of employees and customers. They must view the company’s cause as “right” and valuable.
c. Customers will judge a company with their wallet. Both the initial and final customer has the ability to decide whether a company will continue to do business.
d. Investors support an organization with the intention of making money, either in the short term or long term. They may accept short-term losses with the hopes of a long-term payoff, but they must believe in the ability of an organization to succeed.
e. Analysts provide the investment information to the company’s current and potential investors. They will evaluate historical performance and market potential to make recommendations about future growth options.
2. What two criterion can be used to prioritize the value of a stakeholder?
Answer: When prioritizing which stakeholders to contact first, it is helpful to use a matrix that evaluates their importance and the ease with which they can be reached.
3. What are the four major guidelines that a company’s external messages should follow?
Answer: A company’s external messages should be honest, clear, consistent, and meaningful.
4. Why it is important to have the appropriate spokesperson speak for the company?
Answer: A company’s spokesperson will mold public opinion. The person selected to represent the organization must be at the right level for the problem, project a positive ethos, and have received media training. Without these characteristics, the public and media have a tendency not to trust the company’s position.
5. Discuss the characteristics and limitations of the following possible media/methods that are often used to communicate with external audiences.
a. Press conferences
b. Press releases
c. Web sites
d. Hotlines
Answer:
a. For a press conference, the company’s spokespersons will present prepared statements to a group of media who were invited to the event. Press conferences are very difficult to plan and execute because it is often difficult to anticipate the media’s questions.
b. Press releases are short, one-page statements that start with the most important information and end with the least and are intended for quick, widespread media distribution and to be quoted easily. Unfortunately, the media receives too many press releases via blast fax and ignores many of them. Unless a company follows up, it will have not be able to ensure the release reached the intended audiences.
c. Web sites may be designed for a specific event and are a convenient method for reaching a broad audience. The site must still be designed by a web expert and meet the criteria for an effective site (easy to navigate, informative, and including contact information).
d. Hotlines allow stakeholders to call in with specific questions and comments. In order to have an effective hotline, it is important that respondents are well coached and responses and comments are reviewed constantly.
6. What are some of the methods companies can use to monitor the effectiveness of their external communication?
Answer: Companies must monitor public perception of their image and the effectiveness of their external communication materials on a regular basis. Focus groups, surveys, clipping services, and search engines are some of the ways to monitor this image.
7. According to Charles Fombrun in Reputation: Realizing Value from the Corporate Image, what are the ways to maintain a positive corporate image?
Answer:
a. Design campaigns to promote the company as a whole.
b. Carry out ambitious programs to champion product quality and customer service.
c. Maintain systems to screen employee activities for reputation side-effects.
d. Demonstrate sensitivity to the environment.
e. Hire internal communication staff and retain public relations firms.
f. Demonstrate “corporate citizenship.”
8. What are a few of the rules a leader should follow in an interview with the media?
Answer:
a. Talk from the viewpoint of the public’s interest, not the company’s
b. Speak in personal terms whenever possible.
c. If you do not want some statement quoted, do not make it. There is no such thing as “off the record.”
d. State the most important fact at the beginning.
e. Do not argue with the reporter or lose your cool.
f. If a question contains offensive language or simply words you do not like, do not repeat them, even to deny them.
g. If the reporter asks a direct question, he is entitled to an equally direct Answerwer.
h. If you do not know the Answerwer to a question, simply say, “I don’t know, but I’ll find out for you.”
i. Tell the truth, even if it hurts.
j. Do not exaggerate the facts.
9. What are a few rules a company should follow in a crisis situation?
Answer:
a. Have a formalized plan before the crisis hits and communicate the basic procedures to all employees.
b. Respond quickly to the right people with one consistent message.
c. Empathize with your audience.
d. Do not overlook the value of the Web since reporters, the public, and employees will go here first to gather information.
e. Monitor your coverage and evaluate how you did.
POSTED BY CLN BLOG AT 10:27 PM 0 COMMENTS
LABELS: L C10
2006-11-09
2006-11-04
Assignments
Team and Individual Assignments
Individual:
CDP: Communication Development Plan
Team/Individual
Chapter Summaries (Leadership and Negotiation Texts)
Chapter Maps/Outlines (Leadership and Negotiation Texts)
Selected exercises
Additional references
(Individual contributions / personalizations required)
A/V supplementary material summaries and maps
Blogs with unique individual content regarding document formats, selected text exercises, additional research, etc.)
Team and Individual Assignments
Individual:
CDP: Communication Development Plan
Team/Individual
Chapter Summaries (Leadership and Negotiation Texts)
Chapter Maps/Outlines (Leadership and Negotiation Texts)
Selected exercises
Additional references
(Individual contributions / personalizations required)
A/V supplementary material summaries and maps
Blogs with unique individual content regarding document formats, selected text exercises, additional research, etc.)
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