L10 Map

L10

Effective external relations require a sound communication strategy. You can use the communication strategy framework to guide you in addressing the entire range of external audiences. In all external relations a company must have a strategy that is managing the press and media, coordinating philanthropic activities and community involvement, establishing relationships with the financial analyst’s investor groups, and creating and distributing all publications that touch stakeholders. A company’s external stakeholders consist of persons, groups, or organizations outside of the company that may be affected by the company’s activities. In order to create your major messages you should be able to prevent the interruptions and overcome the barriers to reach your external audiences. This is to successfully ensure all of your external messages to be honest, clear, consistent, and meaningful. In the last section of this chapter it talks about how to deal with media and how to manage crises of communications.

L9 Map

L9

This chapter focuses on establishing leadership through strategic communication with employees. First you want to recognize the strategic role of employee communication. Ensuring that employee’s communication connects to the strategic objectives requires integrating communication into the company’s basic operational processes. All leaders agree on that communication needs to be the topic on the agenda of meetings and a subject of management discussions of strategic objectives and planning. If you are a new leader and are not sure about the effectiveness of internal communication you should develop an internal communication strategy. In order to do that you have to use the scorecard to uncover how your organization stands in relation to the best practices for internal communication. The next topic is how to establish effective internal communication. In leadership you have a primary responsibility that is to create the internal messages that would be sent to your employees, also you need to pay attention to the main components of a good communication strategy so you can ensure your internal communication supports and assists in accomplishing your company strategy.

L8 Map

L8

Building an effective team is very important in leadership. Building an effective team raises both organizational and individual leadership issues. Deciding to form a team is a process very similar to deciding to call a meeting. Companies often decide who should be on teams based on functional responsibilities for inference. Once the selected team members know they are on you team the leader should schedule a launch or kick off meeting. In order to create a team charter you have to project purpose, team member roles and responsibilities, ground roles, and communication protocol. Often teams bring together the best talent available to solve a problem. Although sometimes these peoples personalities tend to clash. Hints the cultural differences this is the understanding that can affect a team’s ability to function. Discussing this leader’s work to develop the team’s combined emotional intelligence that will help the team avoid some of the conflicts that typically arise. Often in leadership there are conflicts within a team. The internal team conflicts are analytical, tasks, interpersonal, and roles. To help avoid or manage the conflict teams will do one on one, facilitation, and involve individuals and discuses with the entire team.

L7 Map

L7

Though out this chapter I learned how to plan and conduct productive meetings by determining when a meeting is the best forum for achieving the required result; establishing objectives outcomes, and agenda; performing essential planning; clarifying roles and establishing ground roles; using common problem-solving techniques; managing meeting problems; and ensuring follow-up occurs. Meetings can be small or large, internal or external, frequent or infrequent. This section manly focuses on small group meetings intended to accomplish tasks or move actions forward inside an organization since these are the most prevalent types of professional meetings.

L6 Map

L6

Reading this chapter I learned what the value of emotional intelligence is. It helps leaders to communicate through there ability and style. First leaders must understand emotional intelligence. They must understand and express themselves, understand and relate to others, deal with strong emotions and control your impulses, and adapt to change and solve problems of a personal or a social nature. While doing this you must increase your own self- awareness. The first step in creating emotional self-awareness is knowing yourself. Ask yourself questions how are you feeling? A way of becoming self-aware is by taking a personality test. It is important to realize that you can develop you emotional intelligence by improving your leadership communication ability, and also understand the strengths and weaknesses first. In the last part of this chapter it talks about realizing the value of culture literacy and the use of cultural framework and how you should understand the differences.

L 5 Map

L 5

While reading this chapter I learned how to recognize when to use graphics. In this section it talks about how graphics should be purposeful and not be gratuitous. Although graphics should serve as a few purposes for example; reinforce the message, provide a road map to the structure of a presentation, illustrate relationships and concepts visually, support assertions, emphasize important ideas, and maintain and enhance interest. When you use power point for you should select and design effective data charts. For creating data charts you must chow the data, induce the viewer to think about the substance rather than methodology, avoid distorting what the data have to say, present many numbers in small spaces, and make large data sets coherent. This chapter also talks about how to create meaningful and effective text layouts. Text slides are often overused because they are the staple for most presentations. However there are some guidelines you must use. For example do not put too many words on the slide, do not have only one bullet or sub-bullet as a category, use hanging indents for text list of more than one line, and avoid having too many window words. While you are creating your power point you must employ fundamental graphics content and design principles. This something you should use when creating data or text charts for leadership presentations. It explains what you have to do such as; conveying messages clearly and effectively, selecting the most effective colors, and selecting the most effective fonts.

L 4 Map

L 4

In this section it explains how to plan your presentation, including developing a communication strategy. First you must plan by doing so you must determine the strategy, analyze audience, select medium/ delivery method, and organize and establish logical structure. Second prepare by developing introduction, body, and conclusion, create graphics, teats the flow and logic, edit and proofread, and practice checking room and equipment. Finally present you must get your nerves under control, deliver using PPT effectively, handle Q&A’s, and conduct post-presentation assessment. The seconded part is to prepare a presentation to achieve the greatest impact. Finally in the last part of the chapter is to present effectively and with greater confidence.

L3 Map

L3

This chapter is all about how to create a positive ethos. It begins to talk about how to achieve a positive ethos through tone and style. In order to achieve a positive ethos you must project a confident tone when you speak and write. You must also be able to capture the right words and use them in the right way so you can sound confident and speak with authority. Later it talks about how to make your writing concise. It explains that writing clearly should be to the point of the issue at hand. You must first break old habits of wordiness. And it requires practice and a critical eye for your own style of writing. When you are writing you must avoid somethings. Such as overuse of the passive voice, avoid expletives such as there is or it is, use of prepositional idioms, overuse of relative pronouns, repetition of words and ideas, don’t overuse descriptive words, weasel words, avoid nominalizations, finally avoid redundancies. In the last part of this chapter it explains how to employ efficient editing techniques.

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L2

In this chapter it focuses on creating leadership documents that help you to accomplish your communication purposes. As for business documents they often fall into two broad types. One is correspondence for example; e-mails, memos, and letters and second reports including; proposals, progress reviews, performance reports and chart packs. Later in this chapter it talks about how leadership documents are each correspondence and reports. This includes managers and executives and helps them influence in a wide range of organizational settings. Managers and executives also write reviews on other employers for recommendations. The final section talks about how you achieve coherence by using logical structure and effective organization. In order to do this your documents must conform in content and format to typical business expectations.

L1 Map

L1

This chapter discuses how to apply communication strategy to help others achieve there communication goals. In leadership you have to establish a clear purpose to inform, to persuade, and to instruct. But in establishment there are breakdowns in communication because the message has not taken the time to determine a clear purpose. In order to communicate properly you must generate ideas. While you generate your ideas you must do some brainstorming to come up with the overall purpose. The second thing you must do is generating your ideas through mind mapping. In mind mapping you can help yourself create a visual representation of your ideas. Thirdly you must ask the questions of Who? What? Why? When? and How? You need to answer these questions to help you with new ideas. Finally come up with a decision tree so you can break up a topic into parts so you can see how the subject relates to the topic. The last part of this chapter lets you develop a strategic leadership communication plan, analyze audiences, and ensure that your message is well organized and logical so that it could produce the results you intend.

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N12

Negotiation is really a skill that involves analysis and communication with in reach party. If you would like to practice negotiation you have to be prepared. For negotiators who are better prepared they have numerous advantages. Second negotiators should make a concise decision about whether they are facing a fundamentally distributive negotiation or an integrative negotiation. Third alternative to a negotiated agreement (BATNA) is important because it is a option that is likely will be chosen should an agreement be reached. Forth is the importance of knowing when to walk away. Fifth keep in mind that you have to keep a balance in paradoxes. Sixth intangibles are frequently affected in negotiation in a negative way and they often operate out of the negotiators awareness. Seven negotiators should recognize three types of coalitions and their potential effects: coalitions against you, coalitions that support you, and loose undefined coalitions that may materialize either for or against you. And finally continue to learn from your experience for example, plan a personal reflection time after each negotiation, take a lesson from a trainer or coach, and keep in personal diary of strengths and weakness.

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N11

In international and cross cultural negotiation it explains some of the factors that make international negotiation different, including both the environmental context and the immediate context. The environmental context includes environmental forces that neither negotiators control the influence the negotiation. The immediate context includes factors over which negotiators appear to have some control. The most study aspect of international negotiation is culture. The first culture is a group level phenomenon. The second group is a common element of culture is cultural beliefs, values, and behavioral expectations are learned and passed to new members of the group. Many people believe that cultural values should have a strong effect on negotiation interest and priorities, while cultural norms will influence negotiation strategies and the pattern of interaction. Negotiation strategies and the pattern of negotiations, and culture has an influence on these processes.

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N10

Through out this chapter you begin to understand how negotiation process changes when there are more than two parties at the table. It discuses the how dynamics change when groups, teams, and task forces have to present individual views and come to a collective agreement about a problem within the negotiation. The nature of multiparty negotiations is two or more parties are working together to achieve a collective objective. However multiparty negotiations differ from two party deliberations in several important ways. The differences are what make multiparty negotiators more complex, challenging, and difficult to manage. The first difference is that multiparty negotiations have more negotiators at the table. Secondly in multiparty negotiations is that more issues and more perspectives on issues and more total information are introduced. A third difference is that as a number of parties increases the social environment changes form one-on-one dialogs to a small group discussion. Fourthly multiparty negotiations are more complex than two party ones is that the process that has to follow is more complicated. Finally they are more strategically complex than two party ones.

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N9

Relationships with in negotiation often take time. Often the approach of negotiation is wanting to discuses an issue but it really is a way you should learn from the other party. But for the parties that are in a personal relationship in negotiation usually are more relaxed with each other. They are more cooperative and empathetic, craft better quality agreements, perform better on both decision making and motor tasks, and focus their attention on the other party’s outcomes as well as their own. Although much of negotiation theory and research is based on what we have learned in experimental research settings though out this chapter. I would have to agree that having a relationship with the other party helps your case and the other negotiators case seem to go very easily because you have such a relationship that is so well defined.

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N8

Ethics is questionable it is regarding the question of whether there are, or should be, accepted ethical standers for behavior in negotiations. Ethics is applied to social standards to right and wrong in a situation. They are different form morals which are personal beliefs of what is right and wrong. There is often framework in ethics. As many writers on business ethics have four different standards for evaluating strategies and tactics in business negotiation. The first is to choose a course of action on the basis of result I expect to achieve. The second is to choose a course of action on the basis of my duty to upload appropriate rules and principles. The third is to choose a course of action on the basis of the norms, values, and strategy of my organization or community. Finally you have to choose a course of action on the basis of my personal convictions. Each approach is fundamentally different in each ethical reasoning such as a end-result ethics, duty ethics, social contract, and personality ethics.

N7: Map

N7

Power is very important in negotiation. In negotiation power means the capabilities negotiators can assemble to give themselves an advantage or increase the probability of achieving their objectives. That’s why all negotiators want power. Most negotiators believe that power is important in negotiation because it gives one negotiator an advantage over the other party. Negotiators who have this advantage usually want to use it to secure a greater share of the outcomes or achieve their preferred solution. Seeking power in negotiation usually arises from one of two perceptions:

1. The negotiator believes he or she currently has less power than the other party. In this situation, a negotiator believes the other party already has some advantage that can and will be used, so he or she seeks power to offset or counterbalance that advantage.

2. The negotiator believes he or she needs more power than the other party to increases the probability of securing a desired outcome. In this context, the negotiator believes that added power is necessary to gain or sustain an advantage in the upcoming negotiation.

Definition of power is the ability to bring about outcomes they desire or the ability to get things done the way them to be done. Understanding the different ways in which power can be exercised is best accomplished by looking first at the various sources of power. In their seminal work on power, French and Raven identified five major types: expert power, reward power coercive power, legitimate power, and referent power. Expert power: derived from having unique, in-depth information about a subject. Reward power: derived by being able to reward others for doing what needs to be done. Coercive power: derived by being able to punish others for not doing what needs to be done. Legitimate power: derived from holding an office or formal title in some organization and using the powers that are associated with that office, for example: a vice president or director. Referent power: derived from the respect or admiration one commands because of attributes like personality, integrity, interpersonal style, and the like. A is said to have referent power over B to the extent that B identifies with or wants to be closely associated with A. In order to deal with people who have more power than you do in a good way you have to go trough several advices: Never do an all-or-nothing deal, Make the other party smaller, Make yourself bigger, Build momentum through doing deals in sequence, Use the power of competition to leverage power, Constrain yourself, Good information is always a source of power, Do what you can to manage the process.

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N6: Communication

Throughout this chapter we begin to understand that with-in negotiation there is a form of interpersonal communication. The communication process has two different sides. One being verbal and the other being nonverbal meaning that negotiations have goals and they want to continue in resolving conflicts of interest. Negotiators always communicate their own interest, positions, and goals they want to achieve. They tend to want to make sense of the other party and their negotiation as one. The question is what is communicated and how negotiators go about communication. In the last part of this chapter it talks about improving upon communication one must have passive listening, acknowledgment, and active listening in order to achieve the goal you want.

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N5: Perception, Cognition, and Emotion

In this chapter it begins to examine how psychological perception is related to the process of negotiation. In perception there are two kinds of discussion. First negotiators look at framing to help them define the negotiating issue or situation at hand. The second discuss the different kinds of systematic errors or also called cognitive biases. With-in this cognitive bias the negotiator may have to compromise a negotiator performance. We often have emotion when we interact with others with negotiation. In emotion there are various kinds of moods that causes behavior and consequences of negotiated outcomes. In this chapter it explained perceptual process and what types of perceptual distortions, for example; stereotyping, halo effects, selective perception, and projection.

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N4: Strategizing, Framing, and Planning

With-in this chapter it discussed some of the key factors that a negotiator needs to know and understand to successfully plan for negotiation.

1. 1.Negotiators differ in the goals they select. Goals can be specific or be general.

2. 2. Select a strategy-consideration the long-term relationship with the other party and competition and collaborations.

3. 3. Negotiations tend to evolve over time according to certain predictable sequences.

4. 4. Effective planning process.

N3: Map

N3: Strategy and tactics of Integrative Negotiation

In this chapter it reviewed the strategies and tactics of integrative negotiation. Integrative negotiation helps to define goals that allow both parties to achieve there objectives. Often negotiators fail at integrative negotiation because they perceive the integrative potential of the negotiation situation. Although a successful integrative negotiation can happen if and only if the negotiators follow a several process. The first step in doing so is to understand the true needs and objectives. The second step explains that they must be an open exchange of ideas, third they must work on similarities. And finally they must show interest for a solution that meets goals for both parties. Although it isn’t easy for both parties to integrative negotiation. They often run into conflict, defensiveness, and hard-line position. In order for the integrative negotiation to work both parties have to create necessary conditions for it to be successful.

Chapter 2

Chapter 2 Strategy and Tactics of Distributive Bargaining

In this chapter it describes distributive bargaining process works and what some of the strategies and tactics used. In distributive bargaining both parties should establish their starting, target, and resistance points, before beginning a negotiation. As for the starting points there is usually opening statements in each party. The target point is learned or inferred as negotiations get under way. Although these points are most important but the resistance points are the most critical. With-in the spread of resistance points there is a positive and negative ranges. In positive ranges it helps the area of negotiation and helps the settlement. When negative it’s successful a negotiation may be impossible. When you have a bargaining mix it provides opportunities for building issues, trading off across issues, and having concessionary behavior. In distributive barging parties have to examine each other. Parties should learn as much as possible about the other party’s position and their resistance points. As for the negotiator’s they want to reach a final settlement. Negotiator’s work together to gather information about oppositions and positions. This is to convince members of the other party to change there minds about there own goals. In order to be successful both parties of the negotiation feel that the outcome was the best that they achieved.

N1: Map

Chapter 1 The Nature of Negotiation

Through out history negotiation has been a process that is for the skilled diplomat. Through out this chapter it talks about the fundamentals of negotiation. They are in fact at the same personal level as diplomatic and corporate level. However negotiation is often used to create something new that someone couldn’t do on his or her own. And the second reason is to resolve a problem. Negotiation is often used as a more formal process to evaluate a conflict in business. There is such a structure that creates interdependence between different parties, this determines that range of possible outcomes and discus the strategies and tactics. Another type of interdependence is a win- win situation. This is used so both parties could have a better outcome. Negotiation transforms over time and often has a mutual adjustment, however sometimes it doesn’t workout that way. Mutual adjustment is one of the key causes of changes that happens with-in negotiation. With-in Negotiation there is often dilemmas. There is a dilemma of honesty meaning how much to tell the whole truth to the other party. The second dilemma is the negotiator facing the dilemma of trust, and wondering how much to believe what the other party is telling you. To help one of the negotiators one party must come up with a conclusion this can lead to feeling more comfortable and end up trusting the other party.