Leading through Effective External Relations - L10

Summary

In this chapter I lhad earned to do as the following:

- develop an external relations strategy
- build and maintain a positive corporate image
- work with the news media
- handle crisis communications

This chapter talked about how to do developing an external relations strategy. 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.

However, the focus of this chapter is primarily on the activities usually considered public relations, including press and media management, philanthropic activities, community involvement, investor relations and external publications.

Here are guidelines will help company to respond appropriately.1. Develop a general crisis communication plan and communicate it2. Once the crisis occurs, respond quickly,3. Make sure you have the right people ready to respond and that they all respond with the same message4. Put yourself in the shoes of your audience5. Do not overlook the value of the web6. Revisit your crisis communication plan frequently7. Build in a way to monitor the coverage8. Perform a postcrisis evaluation

Establishing Leadership through Strategic Internal Communication - L9

Summary

In this chapter I had learned to do as the following:

- recognize the strategic role of employee communication
- assess internal communication effectiveness
- establish effective internal communication-
use missions and visions to strengthen communication
- design and implement effective change communication

This chapter informs us how leader communicates internally with employee. One of the major responsibilities of an organizational leader is communication with employees. By communicating effectively with employees. We should assess the employee communication effectiveness in order to coach or encourage them for accomplishing the organization’s goal.

Leadership communication must include how best create and deliver these core messages to ensure they are strong and meaningful and not simply feeble slogans good only for adoring coffee cups. You want the vision and mission particular to guide employees efforts toward achieving your company's strategic goals. It also discusses how to develop and use vision and mission statements to lead the organization and provides an approach to effective change communication.

Building and Leading High-Performing Teams - L8

Summary

In this chapter I had leaned to do as the following:

- build an effective team
- establish the necessary team work processes
- manage the people side of teams
- handle team issues and conflict
- help virtual teams succeed

Deciding to form teams is the first step to build the effective team. The team is ready to be formed after we know that the team is the best approach to achieve goal, the organization knows how to manage tam issues and processes and know how to resolves the conflicts, the company technology supports team communication, and the performance can be measured.

Establishing the necessary team work process including: creating your team charter,using action and work plans,delivering the results, learning from the team experience.

There ar several advantages be provided by using virtual team such as lowering travel cost, reducing project schedules, improving efficiency, and so on. The virtual team needs to have more structure than a traditional team so the member should be trained and practice.

Leading Productive Management Meetings - L7

Summary

In this chapter I had learned to do as the following:

- decide when a meeting is the best forum
- complete essential meeting planning
- conduct a productive meeting
- manage meeting problems and conflict
- ensure meetings lead to action

This chapter focuses on how to plan and conduct productive meeting. We should primarily determine when a meeting is the best forum. The next step is completing the essential planning by

(1) clarifying purpose and expected outcome
(2) determining topics for the agenda
(3) selecting attendees
(4) considering the setting
(5) determining when to meet and
(6) establishing needed meeting information.

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.

Communication - N6

Summary

In this chapter we have overview how to improve communication in negotiation and special communication consideration at the close of negotiation. How people communication in negotiation the use of language nonverbal communication and selection of communication channel.

Preception, Cognition and Emotion - N5

Summary

In this chapter, the first portion of the chapter presented a brief overview of the perceptual and discussed four types of perceptual distortion, stereotyping, halo effects, selective perception, and projection.

The chapter then discussed one of the most important recent areas of inquiry in negotiation, that of cognitive biases in negotiation. This was followed by consideration of way to manage misperception and cognitive biases in negotiation.

The first step to manage misperceptions and cognitive biases in negotiation is to be aware. When negotiators apply mismatch frames, it may become to reframe the negotiation. The role of mood and emotion can effect to the negotiation while the consequences for negotiation is leaded by the emotion. The distinction between mood and emotion is based on three characteristics: specificity, intensity, and duration. Emotions play important roles at various stages of negotiation interaction.

Strategy and Palnning - N4

Summary

This chapter starts with exploring the broad process of strategy development, defining the negotiator’s goals and objectives, developing a strategy to address the issues, and finally addressing the typical stages and phases of an evolving negotiation and how different issues affecting the planning process.

These following issues will help a negotiator do carefully plans:
1. Understand the key issues that must be resolved in the upcoming negotiations
2. assemble all the issues together and understand the complexity of the bargaining mix
3. understand and define the key interests at stake that underlie the issues
4. define the limits – points where we will walk away – and alternatives – other deals we could do if this deal does not work out
5. clarify the targets to be achieved and the opening points – where we will begin the discussion
6. understand my constituents and what they expect of me
7. understand the other party in the negotiation – their goals, issues, strategies, interests, limits, alternatives, targets, openings and authority
8. plan the process by which I will present and “sell” my ideas to the other party
9. define the important points of protocol in the process – the agenda, who will be at the table or observing the negotiation, where and when we will negotiate

Strategy and Tactics of Intergrative Negotiation - N3

Summary

This chapter introduced the strategy and tactics of integrative negotiation and began with an overview of integrative negotiation process.

There are two reasons that every negotiator should be familiar with distributive bargaining. First, some interdependent situations that negotiators face are distributive, and to do well in them negotiators need to understand how they work. Second, because many people use distributive bargaining strategies and tactics almost exclusively, all negotiation will find it important to know how to counter their effects.

There are many factors to find the best solution: the presence of a common goal, faith in one’s own problem-solving ability, a belief in the validity of the other party’s position, the motivation and commitment to work together, trust, clear and accurate communication, and an understanding of the dynamics of integrative negotiation.