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Summary Leadership 1-10

Leadership Chapter1: Developing Leadership Communication Strategy

This chapter discussed about the leadership communication which emphasized on establishing a clear purpose developing a communication strategy, analyzing an audience, and ensuring we use the most effective organization structure.
In this chapter, I learned to do; establish a clear communication purpose, develop your communication strategy, analyze your audiences, organize written and oral communication effectively.
The objectives have to set as well as we should find the best ways to accomplish them.
First, we need to set the clear purpose in communication with your audience, a , and then generate the ideas by using brainstorming, idea mapping, journalist’s questions, and decision tree. Then determine the communication strategy. The first thing that need to be analysis; what is going on in the organization, market, industry, world. Then consider the components which focused on purpose, message, medium/forum-the best channel for message delivery, spokesperson-the proper person to deliver the message and timing matter, audience, and feedback. We have to analyze the audience to approach and shape the messages. Finally, we need to choose the best way that contain good organization to present our ideas to the audience by using both written and oral. Selecting organizational devices, using the pyramid Principle, and creating a storyboard are techniques that help us be more logical that anyone can follow and understand the points.


Leadership Chapter2: Creating Leadership Documents

This chapter talked about creating leadership documents that accomplish our communication objectives by learning to do the following;

-Select the most effective written communication medium.

-Create individual or team documents.

-Organize document content coherently.

-Conform to content and format expectations in correspondence.

-Include expected contents in reports.

-Format business documents effectively.

We start with selecting the mediums one of two broad types of professional documents such as text message, e-mail, memo, letter, discussion outline, chart pack or deck, and the another one is report (including proposals, progress review, performance reports, and research documentation). Correspondence and Reports are two major types of document.
Individual document creation is composed of Analyzing and Planning, Creating and Developing, and finally Refining and Proofing.

It also teach us how to conform to content and format expectations in correspondence (letters, memos, and e-mails), including expected content in reports. Formatting is important in creating a professional appearance for all of your documents, correspondence and reports. It’s easier for the audiences to read. The documents should conform to the business writing standards such as Layout, Spacing and Alignment, Font type and size, Using heading, and Formatting lists.
This chapter directly focused on helping us to create leadership documents the accomplish our communication objectives. In addition, we have knowledge that using a logical structure and effective organization and by making sure your document conform in content and format to typical business expectations are the processes of achieving coherency.


Leadership Chapter 3: Using Language to Achieve a Leadership Purpose

This chapter talked about the use of the right words in the right way to achieve the leadership communication. The goal of this chapter is to help students create a positive ethos through the effective usage of language.
We first need to process the confidence our knowledge and the ability to capture the content. We should the clear writing which is directly to the point by using free of jargon, pomposity and wordy constructions. Follow the ten guidelines could help achieve the greater conciseness;
- Avoiding the overuse of the passive voice
- Avoiding expletives
- Avoiding the use of prepositions idioms
- Avoiding the overuse of relative pronouns
- Avoiding the repetition of words and ideas
- Not overusing descriptive words and particularly adverbs
- Avoiding weasel words and ambiguous non committal words
- Being aware of jargon and other kinds of gobbledygook
- Avoiding nominalizations
- Avoiding redundancies.

If we can follow all the guidelines, that means we aware of the problems and accomplish the goal. We also can use the word program to help us reach the goal easier, but we have to make sure and be aware of the disadvantages of it as well by setting it clearly or letting someone to check our work, so that our work is going to be more effective.


Leadership Chapter 4: Developing and Delivery Leadership Presentations

This chapter focused on how to present message effectively through Three “P” process which consists of Planning, Preparing, and Presenting. The process provides an approach each step strategically to develop and help us be more confident for our presentations.
Planning your presentation is of determining your strategy, selecting the medium and the delivery method and organize and establishing a logical presentation structure. The second “P”, Preparing a presentation to achieve the greatest impact focused on developing the introduction, body and conclusion, creating the graphics, testing the flow and logic, editing and proofreading, practicing to facilitate effective delivery. The last one is presenting effectively and with greater confidence by controlling the nerves, keeping your eye contact, gesturing naturally (such as bending your arms, keeping elbow at people’s sides.) and keeping the stance between you and the audience, keeping your voice loudly enough, delivering effectively with visual aids ( eye contact, stance, voice, transition, timing, technology), and handling Q&A.

Leadership Chapter 5: Using Graphics and Poerpoint for a Leadership Edge

This chapter focused on when and how to use graphics effectively, provide some basic guidelines for designing effective graphics, and deliver some guidance on designing and presenting PowerPoint slides. We learned to recognize when to use graphics, select and design effective data charts., create meaningful and effective text layouts, employ fundamental graphic content and design principles, make the most of PowerPoint as a design and presentation tool. To reinforce the message, provide a road map to the structure of a presentation, illustrate relationships and concepts visually, support assertions, emphasize important ideas, maintain and enhance interest, these all can be done by using graphics. Also we need to clarify what type and content of our messages should be added or can explain best. Then we create the layout and employ fundamental graphic content. We have to use the power point as a tool to communicate more effectively. We can follow the ten guidelines to make it easy as following;
- decide on the message- use graphics for the right reasons
- select the right kind of graph to illustrate the message- use integrity in selecting and designing all graphics
- keep the graphic simple- use a title captures the “so what” of the slide
- create the own PowerPoint template or modify the standard ones- make the font size and any graphic images large enough
- be careful with the color selections - avoid overusing or misusing animations.


Leadership Chapter 6: Developing Emotional Intelligence and Cultural Literacy to Strengthen Leadership Communication

This chapter focused on Emotional Intelligence and Cultural Literacy which are important to communicate with others effectively. We first have to understand and connect emotional intelligence to leadership styles (visionary, coaching, affiliative, democratic, pacesetting, and commanding). Also we should increase our own self-awareness by using popular psychological profiles and the MBTI.
MBTI consists of dichotomies;
- Introvert vs. Extravert : indicates how you are energized.
- Sensing vs. iNtuitive : suggests how you are interpret or understand the world.
- Thinking vs. Feeling : shows how you make decisions.
- Judging vs. Perceiving : suggests your approach to life and work.

Nonverbal communication is one of the cores of leaders that can improve their communication skills. We should also learn how to be a good listener and give feedback to the speakers to develop the emotional intelligence.
We can learn about cultural literacy also. If we know the importance of cultural literacy, we can define the culture. The emotional intelligence and cultural literacy affect the climate and morale of the organizations and the group to lead. For leadership communication, emotional intelligence and cultural literacy is a kind of strategy that includes writing and speaking skills in the f the leadership communication.


Leadership Chapter 7 : Leading Productive Management Meetings

We learned about how the leaders plan and conduct productive meeting.
To ensure your meetings are productive, you must conduct the necessary planning by
- clarify purpose and expected outcome
- determine topics for agenda
- select attendees- consider the setting
- determine when to meet
- establish needed meeting information

We should consider the decision-making approach that you plan to use, clarify leader and attendee roles and responsibilities, and establish meeting ground rules.
When the meeting problems and conflicts happened, skilled facilitators should be prepared to 1) handle some of the most common meeting problems 2) manage meeting conflict 3) deal with issues arising from cultural differences. We can manage the conflict by applying different levels of assertiveness and cooperation. Culture differences concern should be realized to narrow and limit the potential conflict. The last step is ensuring meeting lead to action by assigning specific tasks to specific people, reviewing all actions and responsibilities at the end of the meeting, providing a meeting summary with assigned deliverables included, and following up on action items in a reasonable time.

Leadership Chapter 8: Building and Leading High-Performance Teams

This chapter talked about how to build and lead the team effectively. After we know that the team is the best approach to achieve goal, the organization knows how to manage team issues and processes and know how to resolves the conflicts, the company technology supports team communication, and the performance can be measured. There are several processes to establish.
Establishing the necessary team work process including: creating your team charter,using action and work plans,delivering the results, learning from the team experience. Action plan allow the team to see the big picture of the project meanwhile work plan becomes a more specific elaboration of the action plan. The team's performance is up to the ability of the team to delivery the results of its work. Team member should learn each other's experience of being on the team. The talent can solve the problem, however, the talented people clash. We can improve the ability to work together smoothly by taking time to know each other's current situation (Position and responsibility), Work experience, Expectations, Personality, and Cultural differences.We can classify the internal team conflict into four types; Analytical conflict, Task conflict, Interpersonal conflict, and Roles conflict. We use three approaches to manage the conflict; One on One (Individuals involved work it out between themselves), Facilitation (Individuals involved work with a facilitator or mediator), Team ( Individuals involved discuss it with the entire team).Virtual teams are geographically dispersed and rely primarily on technology for communication and to accomplish their work as a team.Virtual also provide challenges in communication:1 Loss of context and nonverbals,2 cultural differences.3 sharing information.4 trust.

Leadership Chapter 9: Establishing Leadership Through Strategic Internal Commnication

This chapter introduces the ideas of recognize the strategic role of employee communication, assess internal communication effectiveness, establish effective internal communication, use missions and visions to strengthen communication, and design and implement effective change communication. We should ensure the employee communication connects to the strategic objectives. We should assess the employee communication effectiveness in order to coach or encourage them for accomplishing the organization’s goal. Supportive management, Targeted messages, Effective media/forum, Well-positioned staff, and Ongoing assessment are core factors of the effective internal communication.The mission and vision need to be concise. The strategic objectives are developed to make the vision. Cascading meeting is the way to test the employee about the mission and vision. It might start with the upper level of the organization broken into functions or division and then give way to cross-level, functional, or divisional meetings. Going through some soft of vision discuss, it can strengthen internal communication by bring forward and disagreements for senior manager can create a common share view and focus. In the closing, we know the major efforts associated with change, internal communication. Designing and implementing effective change communication should begin with determining the scope of the change communication program, and then structuring a communication program for major change.


Leadership Chapter 10: Leading Through Effective External Relations

We will get help from the guidelines to manage external relations in daily encounters and in crisis situation toward the company’s positive image from this chapter. Leading through effective external relations points out that a positive public image or reputation affects a company’s ability to achieve success. It provides approaches to projects a positive image in public from four aspects.

The company should clarify purpose and strategic objectives, also the messages communicated in all external materials should be clear and consistent. Major external stakeholders (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) should be identified as well.

Company can design the campaigns that 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, to promote for building and maintaining a positive image.

This chapter provides guidelines to help manage external in case that company face with the crisis situations: develop a general crisis communication plan and communicate it, respond quickly, Make sure you have the right people ready to 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

Summary Negotiation Chapter1-12

Negotiation Chapter 1: The Nature of Negotiation

This chapter talked about the characteristics of negotiation which contains of four key elements for negotiation process; managing interdependence, engaging in mutual adjustment, creating or claiming value, and managing conflict. Each of these elements is fundamental to help understand the nature of negotiation. Managing interdependence is the way of two parties are dependent but understanding to accomplish their goals by working together on their special challenge. Mutual adjustment introduces the ways parties set goals in a negotiation and adjust to goals stated by the other party to satisfy both. Creating and claiming value are the processes by which both parties handle negotiation opportunities to share and gain resource. Last one is managing conflict, helps negotiators understand functional and dysfunctional conflict which involves some basic strategies to maximize the benefits of conflict and limit its costs

Negotiation Chapter 2: Strategy and Tactics of Distributive Bargaining.

In this chapter teaching the strategies and tactics used in distributive bargaining and training the basic structure of competitive, distributive bargaining situation. Learn starting points and find out target points directly or through inference. The bargaining mix may provide opportunities for bundling issues together, trading off across issues.
Distributive bargaining is a basic conflict situation, parties seek their own advantages sometimes through conceal information attempting to mislead. Negotiation is an attemption to resolve conflict without force. Effective distribution in bargaining is a process that requires careful planning. Finally distributive bargaining skills are important for the value claming stage of any negotiation.

Negotiation Chapter 3: Strategy and tactics of integrative negotiation.

This chapter begin with an overview of the integrative negotiation process. The high level of concern for both sides achieving their own objectives propels a collaborative problem solving approach. We also have a review of strategy and tactics of integrative negotiation. The fundamental structure of integrative negotiation is the first one which parties are able to define goals that allow both to achieve their objectives. The knowledge from learning techniques and tactics could help us make the process successful.

Negotiation Chapter 4: Strategy and Planning

This chapter we can review the planning of an important critical activity in negotiation. As we noted in the outset, negotiators frequently fail to plan a variety of reason. Effective planning allows negotiators to design roadmap that will guide them to reach the agreement. This map may need to be modified and updated as discussions with the other side proceed. We should be ready to implement the strategy, define and bargain the issues, set target and know how to present to other parties. Also the world around negotiation change, working from the map is more effective than attempting to work without it.


Negotiation Chapter 5: Perception, Cognition and Emotion

This chapter is about perception, cognition and emotion which are the important blocks of negotiation. The perception is sense-making process which people interpret their environment so that they can respond appropriately. The cognition process help negotiators to make decisions about tactics and strategy by using the right information. The first portion of the chapter presents a brief overview of the perceptual and discuss four types of perceptual distortions; stereotyping, halo effects, selective perception and projection. Then discuss about one of the most important recent areas of inquiry in negotiation which are cognitive biases in negotiation which includes many errors for instance, Irrational Escalation of Commitment, Mythical Fixed-Pie Beliefs, Anchoring and Adjustment, Availability of Information, Self-serving Bias. Mood and emotion could effect to negotiation which based on three characteristics: specificity, intensity, and duration. Emotions play as the important roles at stages of negotiation interaction.

Negotiation Chapter 6: Negotiation

We overview how to improve communication in negotiation and special communication. Negotiation is a form of interpersonal communication contains of five categories of communication that occur during negotiations. Also the chapter explains how people communicate in negotiation that shows the use of non-verbal language communication and the selection of a communication channel. We need to come closer to negotiation by avoiding any fatal mistakes. We can use the use of questions, negotiation and role reversal to improve our communications in negotiations as well.


Negotiation Chapter 7: Finding and Using Negotiation Power

The chapter discuss about the nature of power in negotiation. We should know how to use the ability to persuade or lead the others to follow or do the way as we want and change their minds. Negotiators should use the sources of power to achieve it such as
Informational Sources of Power, Power Based on Personality and Individual differences, Power Based on Position in an Organization, and Power based on Relationship.
There are two major ways to think about power, “ power over ” which suggested that power is a fundamental domination and coercive in nature and “ power with ” which suggested that power is a joint share with the other party to collectively develop joint goals and objectives.


Negotiation Chapter 8: Ethics in Negotiation

This chapter is about ethical standard for behavior in negotiation. We approached the study of ethical ambiguous tactics from a decision-making framework. The reason that negotiators should beware about ethics because they often make decision about the strategies that might concern about the ethics and their decisions should be accepted by ethical standards for behavior in negotiation. The chapter showed how ethical questions are inherent in the process of negotiation. We proposed that a negotiators’ decision to use ethical ambiguous tactics typically grows out of desire increase one’s negotiation power by manipulating the landscape of information in the negotiations. We can use four standards of evaluating strategies and tactics in negotiation to help achieve ethics; End-result ethics, Rule ethics, Social-contrast ethics, Personalistic ethics. We also addressed how negotiators can respond to other parties that may use tactics of deception.

Negotiation Chapter 9: Relationship in Negotiation

Relationship is one of the most important things to success in negotiation. this chapter focused on the past and future relationships impact present negotiation. Relationships’ treatment come in two major sections. We first examined how a past, ongoing, or future relationship between negotiators affect negotiation process. The different kinds of relationships and negotiations that are likely to occur were presented in taxonomy.
We evaluate the status of previous negotiation research which was pointed almost exclusively on market exchange relationship and evaluated its status for different types of relationships. There are four key dimensions to reach the relationship; Attraction, Rapport, Bonding, and Breadth. Second, we also consider at three critical elements which should be occurred within relationship to reach effective negotiation; reputation, trust, and justice. These all interact in shaping expectations of the others’ behavior. We see that parties shift focus considerably move away from a sole focus on price and exchange to attend the future of relationship, including the level of trust between parties and questions of fairness to build strong positive reputations. The more higher level of trust you have, the more easier in negotiation you get.


Negotiation Chapter 10: Multiple Parties and Teams

The purpose of this chapter is to describe how negotiation process changes when there are more than two parties. There are two negotiators or teams of negotiators opposing each other in bilateral process. We explored the dynamics to two forms of multiparty negotiations so that they must work together in order to achieve a collective decision or ultimate outcome. Three key stages characterize multiparty negotiation, first is prenegotiation. Prenegotiation stage define group member roles, understanding the costs and consequences of no agreement, and learning the issues and constructing an agenda. Second is an actual stage which has negotiation process and outcome that should be managed by appointing an appropriate chair, using and restructuring the agenda, ensuring a diversity of information and perspectives, ensuring consideration of all the available information, managing conflict effectively, reviewing and managing the decision rules, striving for a first agreement, and managing problem team members. Managing agreement is the last stage, the four keys that need to be occurred during this phase are to select the best solution, develop an action plan, implement the action plan, and evaluate the just-completed process.

Negotiation Chapter 11: International and Cross-Cultural Negotiation

This chapter talked about the aspects of a growing field of negotiation that explores the complexities of international and cross-cultural negotiation.
People today travel more frequently and business is more international in scope than ever before.
For many people and organizations, international negotiation has become the norm rather than exotic activity that only occasionally occurs. In this chapter we discussed some of the factors that make different international negotiation, including both the environmental context (macropolitical factors such as political and legal pluralism, international economics, foreign governments, culture) and the immediate context (microstrategic factors such as relative bargaining power, levels of conflict, relationship between negotiators, desired outcomes, and immediate stakeholders).
There are two important ways that culture has been conceptualized; culture as shared value, and culture dialectic. From the research perspective, we examined the effects of culture on negotiation, negotiation process, negotiator cognition, and negotiator ethics. This chapter also discussed different of culturally responsive strategies that negotiators can use as an international negotiator.


Negotiation Chapter 12: Best Practices in Negotiations

Negotiators should be conscious about what they are facing a fundamental distributive negotiation. Negotiation is fundamentally a skill involving analysis and communication that everyone can learn. In this chapter we reflect on negotiation at broad level by providing

10 “best practices” for negotiators who wish to continue to improve their negotiation skills.

1. Be prepared: setting aspirations for negotiation that are high but achievable

2. Diagnose the fundamental structure of the negotiation: a distributive negotiation, an

integrative negotiation, or a blend of the two.

3. Identify and work the BATNA: monitor, remind and suggest other negotiators.

4. Be willing to walk away.

5. Master paradoxes: to achieve a balance between the opposing forces.

6. Remember the intangibles.

7. Actively manage coalitions: coalitions that against, support and loose you.

8. Savor and protect your reputation.

9. Remember that rationality and fairness are relative.

10. Continue to learn from the experience.