LC CHAPTER 3

LC CHAPTER 3
USING LANGUAGE TO ACHIEVE A LEADERSHIP PURPOSE
SUMMARY


In this chapter we learned to do following:
- Achieve a positive ethos through tone and style;- Communicate clearly and concisely;- Use language correctly;- Employ efficient editing techniques.
One way to make my writing clear is to make it concise. Clear writing is direct, to the point, and free of jargon, pomposity and wordy constructions.In this chapter we found that 10 guidelines will help us achieve greater conciseness:
- Avoid the overuse of the passive voice – the actor should come first in the sentence; - Avoid expletives, such as “there is” or “it is” – watch for the “it is …that” construction in particular -Avoid the use of prepositional idioms; - Avoid the overuse of relative pronouns – who, which and that; -Avoid the repetition of words and ideas; - Do not overuse descriptive words, particularly adverbs; - Avoid weasel words, ambiguous noncommittal words; - Be aware of jargon and other kinds of gobbledygook; - Avoid nominalizations; - Finally, avoid redundancies

LC CHAPTER 1

LC Chapter 1 Summary

Developing Leadership Communication Strategy

Leaders need to consider strategy in communication just as they do in other areas of their business, profession, or life. Strategy consist of two actions: determining goals and developing a plan to achieve them.
Establishing a clear purpose: Leaders recognize that communication has consequences; you need to be sure the results you produce are those you intend. To achieve your intended results, you first need to establish a clear purpose. You will usually find that you have one of three general purposes:
To inform- transferring facts, data, or information to someone
To persuade- convincing someone to do something
To instruct- instructing someone in a process
Generating ideas: If you find you need to analyze an idea before presenting it to others, you will probably find one of the following four methods useful in helping you to push your thinking:
Brainstorming
Idea mapping
The Journalist’s Questions:
The decision tree

NEGOTIATION CHAPTER 6 Communication

Negotiation Chapter 6 Communication

Summary

This chapter focuses on leverage in negotiation. By leverage, we mean the tools negotiators can use to give themselves and advantage or increase the probability of achieving their objective. Leverage is often used synonymously with 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 negotiation usually arises from one of two perception:
1. The negotiator believes he or she currently has less leverage than the other parties, so he or she seek power to offset or counterbalance that advantage.
2. The negotiator believes he or she needs more leverage than the other party to increase the probability of securing a desired outcome.

In general, negotiators who don’t care about their power or who have matched power—equally high or low—will find that their deliberation proceed with greater ease and simplicity toward a mutually satisfying and acceptable outcome. Power is implicated in the use of many negotiation tactics, such as hinting to the other party that you have good alternatives (a strong BATNA) in order to increase your leverage. In general, people have power when they have “the ability to bring about outcomes they desire” or “the ability to get things done the way them to be done.”

Three sources of power: information and expertise control over resources, and the location within an organizational structure (which leads to either formal authority or informal power based on where one is located relative to flows of information or resources).The concept of leverage in relation to the use of power and influence.

It is important to be clear about the distinction between the two. We treat power as the potential to alter the attitudes and behaviors of others that an individual brings to a given situation. Influence, on the other hand, can be though of as power in action—the actual messages and tactics an individual undertakes in order to change the attitudes and/or behaviors of others. A very large number of influence (leverage) tools that one could use in negotiation. These tools were considered in two broad categories: influence that occurs through the central route to persuasion, and influence that occurs through the peripheral route to persuasion.

In the final section of the chapter, we focuses on how to receiver—the target of influence—either can shape and direct what the sender is communicating, or can intellectually resist the persuasive effects of the message. Effective negotiators are skilled not only at crafting persuasive messages, but also at playing the role of skilled “consumers” of the messages that others direct their way.

NEGOTIATION CHAPTER 5 Perception, Cognition, and Emotion

Negotiation Chapter 5 Summary

Perception, Cognition, and Emotion

In this Chapter we learned that perception, cognition, and emotion are the three basic elements in the negotiation. First, the chapter begins with the definition of perception. It shows that perception is the process by which individuals connect to their environment. Then it introduces four type of perceptual distortion: stereotyping, halo effect, selective perception and projection. Second, this chapter discusses the framing which is a key issue in perception and negotiation. It presents seven types of frames and how frames work in the negotiation. Then, the chapter discusses the ways to manage misperceptions and cognitive biases in negotiation. Final, it talks about the role of mood and emotion in negotiation which has been the subject of an increasing body of recent theory and research during the last decade.

NEGOTIATION CHAPTER 4 Strategy and planing

SUMMARY

Planning is a critically important activity in negotiation. As we noted at the outset, however, negotiators frequently fail to plan for a variety of reasons. Effective planning allows negotiators to design a road map that will guide them to agreement. While this map may frequently need to be modified and updated as discussions with the other side proceed, and as the world around the negotiation changes, working from the map is far more effective than attempting to work without it. A negotiator who carefully plans will make an effort to do the following:
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
When negotiators are able to consider and evaluate each of these factors, they will know what they want and will have a clear sense of direction on how to proceed. This sense of direction, and the confidence derived from it, is a very important factor in affecting negotiating outcomes.

NEGOTIATION CHAPTER 3 Integrative Negotiation

SUMMARY
In this chapter, we have reviewed the strategy and tactics of integrative negotiation. The fundamental structure of integrative negotiation is one within which the parties are able to define goals that allow both sides to achieve their objectives. Integrative negotiation is the process of defining these goals and engaging in a process that permits both parties to maximize their objectives.
The chapter began with an overview of the integrative negotiation process. A high level of concern for both sides achieving their own objectives propels a collaborative, problem-solving approach. Negotiators frequently fail at integrative negotiation because they fail to perceive the integrative potential of the negotiating situation. However, breakdowns also occur due to distributive assumptions about negotiating, the mixed-motive nature of the issues, or the negotiators' previous relationship with each other. Successful integrative negotiation requires several processes. First, the parties must understand each other's true needs and objectives. Second, they must create a free flow of information and an open exchange of ideas. Third, they must focus on their similarities, emphasizing their commonalities rather than their differences. Finally, they must engage in at search for solutions that meet the goals of the both sides. This is a very different set of processes from those in distributive bargaining. The four key steps in the integrative negotiation process are identifying and defining the problem, identifying interests and needs, generating alternative solutions, and evaluating and selecting alternatives. For each of these steps, we discussed techniques and tactics to make the process successful.
We then discussed various factors that facilitate successful integrative negotiation. First, the process will be greatly facilitated by some form of common goal or objective. This goal may be one that the parties both want to achieve, one they want to share, or one they could not possibly attain unless they worked together. Second, they must have faith in their problem-solving ability. Third, the parties must be willing to believe that the other's needs are valid. Fourth, they must share a motivation and commitment to work together, to make their relationship a productive one. Fifth, they must be able to trust each other and to work hard to establish and maintain that trust. Sixth, there must be clear and accurate communication about what each one wants and an effort to understand the other's needs. Instead of talking the other out of his or her needs or failing to acknowledge them as important, negotiators must be willing to work for both their own needs and the other's needs to find the best joint arrangement. Finally, there must be an understanding of the dynamics of integrative negotiations.
In spite of all of these suggestions, integrative negotiation is not easy, especially for parties who are locked in conflict defensiveness, and a hard-line position. Only by working to create the necessary conditions for integrative negotiation can the process unfold successfully.

NEGOTIATION CHAPTER 2 Strategy and tacting of distributive bargaining

NEGOTIATION CHAPTER 2

STRATEGY AND TACTICS OF DISTRIBUTIVE BARGAINING

SUMMARY



Distributive bargaining is basically a conflict situation, wherein parties seek their own advantage- sometimes through concealing information, attempting to mislead, or using manipulative actions. All these tactics can easily escalate interaction from calm discussion to bitter hostility. Yet negotiation is the attempt to resolve a conflict without force, without fighting. Further, to be successful, both parties to the negotiation must feel at the end that the outcome was the best they could achieve and that it is worth accepting and supporting. Distributive bargaining skills are important at the value claiming stage of any negotiation.

NEGOTIATION CHAPTER 1 The Nature of Negotiation

NEGOTIATION CHAPTER 1

THE NATURE OF NEGOTIATION

SUMMARY

This chapter, we have set the ground work for a thorough and detailed examination of the negotiation process.
Our definition lead us to explore four key elements of the negotiation process: managing interdependence, engaging in mutual adjustment, creating or claiming value, and managing conflict. Each of these elements is foundational to understanding how negotiation works. Managing interdependence is about the parties understanding the ways they are dependent on each order for attaining their goals and objectives. Mutual adjustment introduces the ways parties begin to set goals for themselves in a negotiation and adjust to goals stated by the other party in order to emerge with an agreement that is satisfactory to both. Claiming and creating value are the processes by which parties handle negotiation opportunities to share or ‘win’ a scarce resource or to enhance the resource so both sides can gain. Finally, managing conflict helps negotiators understand how conflict is functional and dysfunctional. It involves some basic strategies to maximize the benefit of conflict and limit its costs.

LC Chapter 6

LC Chapter 5

CL Chapter 4

LC CHAPTER 4

SUMMARY

DEVELOPING AND DELIVERING LEADERSHIP PRESENTATIONS

This chapter tells us:

- Plan your presentation, including development a communication strategy;

- prepare a presentation to achieve the greatest impact;

- present effectively and with greater confidence.
This chapter applies the tools and techniques of determining the strategy, structuring communication coherently, and using language effectively – to the art of public speaking.

A leader must project a strong, positive ethos in all presentation situations.

The best way to project a positive ethos is to believe in what you are saying and to be fully prepared.

In summary, to appear confident and project a positive ethos when presenting, you need to do the following:

1. Focus your on your audience.

2. Create and maintain rapport

3. Adopt a secure stance

4. Establish and maintain eye contact.

5. Project and vary your voice.

6. Demonstrate your messages with gestures.

7. Adjust pace of delivery based on the audience response.

8. Relax and be yourself.

LC Chapter 3

LC Chapter 2 Creating Leadership Documents

SUMMARY


I learn to do the following:
- select the most effective written communication medium
- create individual or team documents
- organize document content coherently
- conform t ocontent and format expetations in correspondence
- include expected contents in reports
- format business documents effectively