Negotiation Chapter 1:The Nature of Negotiation

ESSENTIALS OF NEGOTIATION

Chapter 1: The Nature of Negotiation

Introduction
Negotiation is not a process reserved only for the skilled diplomat, top salesperson, or ardent advocate for organized labor; it is something that everyone does, almost daily. The structure and processes of negotiation are fundamentally the same at the personal level as they are at the diplomatic and corporate levels.

Negotiations occur for one of two reasons:1) to crate something new that neither party could do on his or her own, or 2) to resolve a problem or dispute between the parties. A large number of perspectives can be used to understand different aspects of negotiations, including theory and research from economics, psychology, political science, communication, labor relations, law, sociology, and anthropology. The same negotiation outcome may also be explained simaltaneously from several different perspectives.

Sometimes people fail to negotiate because they do not recognize that they are in a bargaining sittuiation. Therefore, people should be well prepared to recognize negotiation situations; understand what the process of bargaining invloves; know how to analyze, plan, and implement successful negotiations.

Characteristics of a negotiation situation
There are several characteristics common to all negotiation situations:
There are two or more parties-that is, two or more individuals, groups, or organizations.
There is a conflict of interest between two or more parties-that is, what one wants is not necessarily what the otherone wants.
The parties negotiate because they think they can use some form of influence to get a better deal that way than by simply taking what the other side will voluntarily give them or let them have.
The parties, at least the moment, prefer to search for agreement rather than to fight openly, have one side capitulate, permanently break off contact, or take their dispute to a higher authority to resolve it. Negotiation occurs when there is no system-no fixed or estiblished set of rules or procedures-for resolving the conflict, or when the parties prefer to work outside of the system to invent their own solution.
When e negotiate, we expect give and take. We expect that both sides will modify or give in somewhat on their opening statements, requests, or demands. However, truly creative negotiations may not require compromise; instead the parties may invent the solution that meets the objectives of all sides.
Successful negotiation involves the management of intangibles( the underlying psychological motivation that may directly or indirectly influence the parties during a negotiation.) as well as the resolving of tangibles.

Interdependence
In negotiation, both parties need each other. Interdependent relationships are characterized by interlooking goals-the parties need each ather in order to accomplish their goals. Interdependent goals are an important aspect of negotiation. The structure of the interdependence between different negotiating parties determines the range of posible outcome of the negotiatiation and suggests the appropriate strategies and tactics that the negotiators should use.

The interdependence of people’s goals is the basis for much social interaction. By examining the ways in which the goals are interdependent, we can estimate what type of behavior is most likely to emerge.So, the nature of the intedependence will have a major impacy on the nature of the relationship, the way negotiations are conducted, and the outcomes of a negotiation.

Fisher, Ury, and Patton, in their popular book Getting to yes: Negotiating Agreement without Giving In, suggest that knowing and developing alternatives to reaching an agreement with the other party in a negotiaton is an important source of power. They note that, “whether you should or should not agree on something in a negotiation depends entirely upon the attractiveness to you of the best available altrnative.” They call this concept BETNA (an acronym for Best Alternative To a Negotiated Agreement).

Mutual adjustment
Interdependent relationships-those in which people are mutually dependent-are complex. Both parties know that they can influence the other’s outcomes and that their outcomes can, in turn, be influenced by the other. It is important to recognize that negotiation is a process that transforms overtime, and mutual adjustment is one of the key causes of the changes that occur during a negotiation. The effective negotiator needs to undrstand how people will adjust and readjust what they say during negotiations based on what the other party does and is expected to do.

Behavior in interdependent relationship is frequently calculated on the promise that the more information one has about the other person, the better. There is the possibility, however, that too much knowledge only confuses, or it may accentuate differences in perceived fairness. Problem solving is essentially a process of specififying the elements of a desired outcome, examining the components available to produce the outcome, and searching for a way to fit them together. Hence, a necessary step in all negotiation is to clarify and share information about what both parties really want as outcomes.

As negotiations evolve, at least some part of the combined set of desired outcomes becomes known, usually through statements of bargaining positions or needs. If the suggested outcomes don’t immediately work, the negotiation continues as a series of proposals. When one party accepts achange in his or her position, a concession has been made. Concessions restrict the range of options within which a solution or agreement will be reach. There are two dilemmas that all negotiators face:
The dilemma of honesty; concerns how much of the truth to tell the other party.
The dilemma of trust; concerns how much to believe of what the other party tells you.

The search for an optimal solution through the processes of giving information and making concessions is greatly aided by trust and a belief that you’re being treated nonestly and fairly. Two efforts in negotiation help create such trust and belief-one is based on perceptions of outcomes and the other on perceptions of the process.

Interdenpendence and perceptions
Understanding the nature of the interdependence of the parties is critical to successful negotiation. Negotiators make judgement s about the nature of the independence in their negotiation situations, and negotiator perceptions about interdependence become an important as the actual structure of the interdependence.

Two potential consequences odf interdependent relationships are :
1. Value creation
One of the main sources of value creation is contained in the differences that exist between negotiators. The key differences among negotiators may include:
- Differences in interest. Negotiators seldom value all items in a negotiation equally.
- Differences in opinions. People in their evaluation of what something is worth or the future value of an item.
- Differences in risk aversion. People differ in the amount of risk that they are comfortable assuming.
- Differences in time preference. Negotiators frequently differ in how time affects them.
In summary, it is important that negotiators be aware that potential differences between them may be the critical factors that they can use to reach an agreement.

2. Conflict
Conflict may be defined as a “sharp disagreement or opposition, as of interests, ideas,etc” and includes :the perceived divergence of interest, or a belief that the parties’ current aspirations cannot be achieved simultaneously.”

- Level of Conflict. There are four levels of conflicts to indentify :1)Intrapersonal or intrapsychic conflict; occurs within an individual., 2) Interpersonal conflict; occurs between individual people., 3) Intragroup conflict; occurs within a small group. 4) Intergroup conflict; occurs between unions and management.

- Functions and dysfunctions of conflict. There are many of elements that contribute to conflict’s destructive image:
1) Competitive processes. Parties compete against each other because they believe that their goals are in opposition and that the two of them cannot both achieve their objectives.
2) Misperception and bias. People tend to view things consistently with their own perspective on the conflict.
3) Emotionality. The parties become anxious, irritated, annoyed, angry, or frustruated.
4) Decreased communication
5) Blurred issues
6) Regid commitments. The parties becomes locked into position.
7) Magnified differences, minimized similarities.
8) Escalation of the conflict.each side becomes more entrenched in its own view.

- Factors that make conflict difficult to manage

Conflict management
Many approaches to managing conflict have been suggested and inventories have been constructed to measure negotiators’ tendencies to use theseapproaches. Each approach begins a fundamentally similar two-dimentional framework or called the dual concerns model. The model postulates that individuals in conflict have two independent levels of concern: concern about their own outcomes and concern about the other’s outcomes.In the dual concerns model, ther are five strategies for conflict management to identify:

1. Contending(competing or dominating) – parties who employ this strategy maintain their own aspirations and try to persuade the other party to yield.

2. Yielding(accommodating or obliging) – let the other win.

3. Inaction(avoiding) – the party prefers to retreat, b silent, or do nothing.

4. Problem solving(collaborating or integrating) – the two parties actively pursue approaches to maximize their joint outcome from the conflict, so that both sides “win.”

5. Compromizing – it represents amoderate effort to pursue one’s own outcomes and a moderate effort to help the other party achieve his or he outcomes.

Leadership communition chapter 10:Leading Through effective external relations

Chapter 10: Leading through effective external relations

Developing an external relations strategy require a sound communication strategy. You can use the communication strategy framework to guide you in addressing the entire range of external audiences. With the framework in mind, you can take the following steps to create a strategy for external audiences:
1. Clarify your purposr and strategic objectives.
2. Identify your major audiences or stakeholders.
3. Create, refine, and test your major messages.: to reach the external audiences sccessfully, you ensure your messages are honest, clear, consistent, and meaningful.
4. Select, limit, and coach your spokespersons.: Three major rules to selecting spokespersons 1) they must be the right level for the problem, 2) they must project a positive ethos, 3) they should have received media training.
5. Establish the most effective media or forum.
6. Determine the best timing.
7. Monitor the results.

Building and maintaining a positive corporate image All companies can learn something about effective management of external relations by looking at others that are considered good at it.

Working with the news media
- Understanding the media’s role and importance
- Deciding when to talk to the media
- Preparing for and delivering a media interview: any leader or higher-level manager should receive training and ideally, specific coaching in preparation for an encounter with the media. The training include: Preparation, Performance during the interview, Steps to take after the interview.

Handling crisis communications The following guidelines will help companies respond appropriately in most crisis situation:
1. Develop a general crisis communication plan and communicate it.
2. Once the crisis occurs, respond quickly.
3. Make sre you have the right people ready to respond and that they all respond with the same message.
4. Put yourself in the shoes of your audiences.
5. Do not overlook the value of web.
6. Revisit your crisis communication plan frequently.
7. Build in away to monitor the coverage.
8. Perform a postcrisis evaluation.

Leadership Communication Chapter 9: Establishing Leadership Through Strategic Internal Communication

Chapter 9: Establishing Leadership through Strategic Internal Communication

Recognizing the strategic role of employee communication For employee communication to play a strategic role in organization, the leader must realize its importance in accomplishing the company’s strategic objectives and performance goals and integrate it into the company’s overall strategy and business processes. Your communication to employees needs to support the strategy and the performance goals, and all communication with them needs to position them to help you achieve those goals. Therefore, you should think about how best to accomplish the following basic employee communication objectives:
1. Educate employees in the company vision and strategic goals.
2. Motivate employee support for the company’s strategy.
3. Encourage higher performance and discretionary effort.
4. Limit misunderstandings and rumors that may damage productivity.
5. Align employees behind the company’s performance objectives and position them to help achieve them.

Assessing employee communication effectiveness. Before developing an internal communication strategy, you may want to use the scorecard to uncover how your organization stands in relation to the best practices for internal communication.

Establishing effective internal communications. The effective internal communication consists of the following:
1. Supportive management—managers should model the communication behavior they expect of their employees.
2. Targeted messages—effective communication depends on making all messages specific to the audience receiving them.
3. Effective media/forum—companies may need to communicate internal messages through several different media to reach all employees.
4. Well-positioned staff—the communication staff must be positioned close to the most important business issues and decisions and involved in the strategic and business planing processes for internal communication to be fully effective.
5. Ongoing assessment—you need to demonstrate clearly that you consider good communication to be valuable and important.

Using missions and divisions to strengthen internal communication
- Understanding the importance of missions and visions—effective mission and vision statements can : 1) inspire individual action, determine behavior, and fuel motivation., 2) Establish a firm foundation of goals, standard and objectives to guide corporate planner and managers.,3) Satisfy both the company’s need for efficiency and the employees’ need for group identity., 4) provide direction, which is particularly important in times of change, to keep everone moving toward the same goals.

- Defining missions and visions: Mission—a statement of the reason a company exists that is intended primarily for internal use. ; Visions—describe an inspiring new reality, achievable in a well-understood and reasonable time frame.

- Ensuring the mission and vision are effective—can be helpful in guiding employees.

- Building an effective mission and vision. There are three approaches to building a vision: 1) CEO/leadership developed, 2) Leader-senior team visioning, 3) Bottom-up visioning. You might take the following steps in a leader-led, interactive, employee-involved approach to building a mission and a vision:
1. Create initial draft—bring the right employees, usually a cross section of organizational leaders, together to create the initial draft of the mission and vision.
2. Clarify the meaning.
3. Tell the world in 25 words or less what you are and what you want to become.
4. Develop the strategic objectives to make the vision specific and actionable.
5. Hold cascading meetings with employees to test the mission and the vision.

Designing and implementing effective change communication
- Detemining the scope of the change communication program
- Structuring a communication program for major change

Leadership and communication chapter 8:Building and Leading High-Performing Teams

Chapter 8: Building and Leading High-Performing Teams

Building an effective team raises both organizational and individual leadership issues. If you are thinking of forming a team for specific tasks, you first need to determine that a team is the most effective and efficient approach to perform the task, solve the problem, generate the new ideas, or generally move your company forward in some way.
- Deciding to form teams—is a process very similar to deciding to call a meeting.
- Forming your team—company often decide who should be on teams based on functional responsibilities.

Establishing the necessary team work processes
- Creating your own team charter: usually consiss of 1) project purpose/goals, 2) team member roles and responsibilities, 3) team ground rules—the entire team participates in creating and agrees to follow, 4) communication protocol
- Using action and work plans: action plana allow the team to see the big picture of the project easily and help them organize the individual tasks into blocks of work that make it easier to manage the responsibilities and deliverables.
- Delivering the results—means delivering a presentation, a report, or both.
- Learning from the team experience

Managing the people side of teams
- Position and responsibilities—what are the person’s responsibilities outside of the team? If in a company setting, what is the position of the individual within the company? What does the person do for the company? What are his or her day-to-day responsibilities and workload?
- Team Experiences—how often have the members worked on a team and on how mant teams? If they are new to the team experience, they will need more education in team dynamics, work approaches, and expectations.
- Expectations—What do the members expect from the team and team experience? Do their goals align with the team goals? Are their goals focused more on the project or the process? Are they on the team only to advance their career?
- Personality—use MBTI to help understand individual personalities and how they affect the way people work.
- Cultural differences—team members’ understanding of cultural differences can affect a team’s ability to function.

Handling team issues and conflict
Obtaining the best results can depend on the team’s ability to manage conflict. Just as individuals and teams must be able to disagree in meetings, teams need to know how to manage conflict in their overall team activities.

- Types of team conflict. Internal team conflict will usually be one of four types:
1. Analytical (team’s constructive disagreement over a project issue or problem)—emerges when team members disagree about substantive project issues, approaches to problem solving, or proposed answers to major questions.
2. Task (goal, work process, deliverables)—quite frequentlt, a team member’a not attending to atask.
3. Interpersonal (personality, diversity, communication styles)—differences in personality types or cultural backgrounds often cause interpersonal conflict.
4. Roles (leadership, responsibilities, power struggles)—occur if the team get off course, or individuals start intruding into one another’s task area.

- Approaches to handling team conflict. Most teams will use one of the following three approaches to managing conflict:
1. One on one: individuals involved work it out between themselves.
2. Facilitation: individuals involved work with a facilitqtor (mediator).
3. Team: individuals involved discuss it with the entire team.

Helping virtual teams succeed
- Defining virtual teams—teqmw whose members are geographically dispersed and rely primarily on technology for communication and to accomplish their work as a team.
- Identifying advantages and challenges of virtual teams—provide several advantages: lowering travel and facility costs, reducing project schedules, allowing the leveraging of expertise and vertical integration, improving efficiency, and positioning to compete globally.
- Addressing the challenges of virtual teams—ttraining can address some of the challenceges of virtual teams, companies need to be prepared to provide additional resources and training for the people working on virtual teams.

Leadership and communication chapter 7:Leading Productive Management Meetings

Chapter 7: Leading Productive Management Meetings

Deciding when a meeting is the best forum
Communication purpose and strategy should come first in planning meetings, as in all communication situations. You need to define a clear purpose and analyze your audience to determine whether a meeting is the best forum for what you want to accomplish.

Compleating the essential planning
- Clarifying purpose and expected outcome
- Determining topics for the agenda. In determining the agenda topics and the meeting tasks, you will want to estimate the time it will take to cover each topic or, more important, to accomplish each objective.
- Selecting Attendees—selecting the right attendees is important to the success of a meeting.
- Considering the setting—the setting considerations should include location, equipment, and layout of the room.
- Determining when to meet—to accomplish your goals, you want people when they are at their best.
- Establishing needed meeting information

Conducting a productive meeting
- Deciding on the decision-making approach
- Clarifying leader and attendee roles and responsibilities
- Establishing meeting ground rules
- Using common problem-solving approaches. Common analytical tools that work well in many different types of problem-solving meeting are as follows: 1)Brainsorming—generate an exhausive list of ideas quickly, 2) Ranking or rating—performed with an existing set of ideas, 3) Sorting by category or logical groups, 4) Edward de Bono’s Six Thinking Hats—encourage open and complete thinking about a problem by seperating ego from performance, 5) Opposition Analysis—requires the group to look at both sides of an issue, 6) Decision tree—help break down a problem into its parts, 7) From/to Analysis—is particularly useful in diagnosing change situations, 8) Force-field Analysis—explore the problems and determine approaches to facilitate change in an organization, 9) The Metrix—allows group to evaluate or diagnose problems and the difficulties of making changes and can help a group decide on an approach, 10) Frameworks—exists for just about everything an organization might want to analyze.

Managing meeting problems and conflict The primary responsibilities of a meeting leader are to plan the meeting, provide the content, anticipate problems, and ensure process facilitation. Facilitators help to keep the meeting focused on the objectives and ensure redirection if it gets off track. Skilled facilitators should be prepared to 1) handle some of the most common meeting problems, 2) manage meeting conflict, and 3) deal with issues arising from cultural differences.

Ensuring meeting lead to action A good meeting planner can overcome an inertia by performing four steps : 1) Assign specific tasks to specific people, 2) Review all actions and responsibilities at the end of the meeting, 3) Provide a meeting summary with assigned deliverables included, and 4) Follow up on action items in a reasonable time.

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

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

Leaders need strong interpersonal skills and understanding of and appreciation for cultural diversity. Interpersonal skills have gained recent recognition among business leaders under the name of “ emotional intelligence”. Emotional intelligence (EL) is the capacity to understand your own emotions and those of the other people.

For leadership communication, emotional intelligence and cultural literacy are as important as the strategy, writing, and speaking skills. Besides, they are necessary skills that allow you to interact with and lead others effectively, and key to interacting with others and managing relationships successfully is communication.

Appreciating the value of emotional intelligence
- Understanding Emotional Intelligence. Emotional intelligence (quotient) is emotional and social knowledge and ability to
Be aware of, understand, and express yourself.
Be aware of, understand, and related to others.
Deal with strong emotions and control your impulses.
Adapt to cgange and to solve problems of a persanal or a social nature.

- Connecting Emotional Intelligence to Leadership Styles
In Primal Leadership, the leadership styles fall into six broad categories: 1) visionary, 2) coaching, 3) affiliative, 4) democratic, 5) pacesetting, 6) commanding.

Increasing your own self-awareness
Using popular psychological profiles to understand yourself better. Psychological testing can help you gain insight into your behavior and how you interact with others, and also how athers interact with you.

Using the MBTI (the Myers-Briggs Type Indicator). The MBTI consists of four dichotomies in 16 combinations that are as follows:
- Introvert (I) vs. Extravert (E)—indicates how you are energized.
- Sensing (S) vs. iNtuitive (N)—suggests how you interpret or understand the world.
- Thinking (T) vs. Feeling (F)—shows how you make decisions.
- Judging (J) vs. Perceiving (P)—suggests your approach to life and work.
A person’s type is indicated by a combination of the letters according to his or her preferences in each of these dichotomies.

The Value of Knowing the MBTI. Knowing coworkers’ types can help you as a leader understand how they are motivated and how better to manage them. Awareness of personality types can be advantageous in team settings. Besides, using a personality profile can help in developing your own self-awareness and understanding how best to interact with and manage others. Finally, as an organizational leader, you need to understand the legal ramifications of such testing and the potential misuse of the information.

Developing an approach to improving emotional intelligence by 1) assessing your strengths and weaknesses, 2) obtainning feedback from others on your strengths and weaknesses, 3) establishing your goals, and 4) mapping out a plan to achieve those goals.

Improving your nonverbal skills
Nonverbal expressions are usually categorized into one of following groups:
- Appearance—looks, dress, grooming.
- Paralanguage—vocal cues that accompany speech, such as volume, pitch, and rate.
- Kinesics—body movements, such as gestures, posture, head movement.
- Occulesics—eye movements, such as eye contact or looking away.
- Proxemics—where you stand or sit in relationship to others.
- Facial expressions—smiles, frowns, sneers.
- Olfactics—smells.
- Chronomics—the way time is used.

There are many suggestions to improve your nonverbal communication skills:
Learn as much as possible about any culture in which you will be interacting.
Do not judge someone’s actions out of context or leave the actions unexplored when important to you or the organization.
Develop your understanding or sensitivity to nonverbal cues.
Assess your own use of nonverbal communication.

Improving your listening skills.
There are three levels of listening: 1) Emphatic listening—attempt understanding and convey a sincere interest in the speaker’s woed, 2) Hearing words, but not really listening, 3) Listening in spurts—hearinh some part of what is said and pretend to listen.

A number of barriers can interfere with listening, such as the following: 1) the speaker is talking about a subject of no interest to you or is boring, 2) you do not agree with the speaker, 3) you may be interested in what you have to say than in the other person, 4) you are distracted by other thoughts or by activities around you, 5) you have preconceptions about the subject or the speaker, 6) you respond emotionally to the words or ideas the person presents, 7) you become so distracted by the person’s delivery or something about his or her appearance that you shift your focus away from the words, 8) you only hear what you want to hear and fail to listen to anything else.

There are ten ways to improve listening habits: 1) Stop talking, 2) Stop thinking ahead to what you are going to say, 3) Avoid multitasking, 4) Try to empathize with the speaker, 5) Don’t interrupt, but ask questions if something is unclear, 6) Focus on the speaker closely, 7) Do not let delivery or appearance distract you, 8) Listen for ideas, not just for facts, 9) listen with an open mind, 10) Pay attention to nonverbal cues and what is not said.

Mentoring others and providing feedback

Mentoring. To build a successful mentoring program and establish successful mentoring relationships, you should establish roles and responsibilities for the mentor and the potege.

Delivering Feedback. The goal in feedback should be to connect with the receivers in such a way that they are receptive to what you have to say and leave with the specific information they need to perform differently in the future. The following steps should work effectively when providing feedback in most business situations : 1) Be well prepared for the feedback session—Develop a strategy and analyzeyour audience, 2) Create a receptiive environment, 3) Assume a comfortable demeanor—establish eye contact but not in a challenging way, smile, and exchange some small talk, if appropriate, 4) Start by setting the context for the meeting, 5) Move quickly into your main objectives, which should not be so numerous they overwhelm, 6) Ensure throughout that the receiver understands your points, 7) Finally, close with the next steps, being very specific about the actions you expect the receiver to undertake as a result of this feedback session and the timing for completing them.

Realizing the value of cultural literacy

- Realizing the importance of cultural literacy—is a key component of emotional intelligence. Finding the standard, reliable frameworks to use in learning about cultural differences, as well as exposure to some quiding principlws, will aid you in establishing a foundation on which to build a better understanding and appreciation of culture and its impact on the way we interact and communicate.

- Defining culture—there are six layers of culture: 1) A national level according to one’s country, 2) A regional and/or ethnic/or religious and/or linguistic affiliation level, 3) A gender level according to whether a person was born as a girl or as a boy, 4) A generation level associated which seperates grandparents from parents from children, 5) A social class level associated with educational oportunities and with a person’s occupation or profession, 6) For those who are employed, an organizational or corporate level according to the way employees have been socialized by their work organizations.

Using cultural frameworks to understand differences
- Context—is anything that surrounds or accompanies communication and gives meanind to it. Context includes events, history, relationships, and status. Cultures and professions can be arrayed on spectrum ranging from low context to high context. Low-context cultures depend relatively little on existing relationships for meaning in communication and rely instead on explicit verbal messages. High-context cultures rely more extensively on relationships to understand meaning and place less importance on verbal messages.

- Information Flow. The importance of context in a culture, high or low, influences how individuals approach exchanges of information and determines how messages flow between people and levels in organizations. It also controls who initiates communication and with whom, what kinds of messages are sent, what channels are preferred, and how formal or informal the exchange of information will be.

- Time. In cultural frameworks, time is as polychronic—a state of being consisting of many events occurring at once. Polychronic time is open-ended and flexible, and people are more important than promptness ans schedules. The opposite cultural view of time is called monochronic—believe that time is linear, divisible, and consists of one event at the time.

- Language. All cultural levels have language differences: industries, professions, functions, and even genders. In international business negotiations, you should always consider hiring your own interpreter even if you feel fairly comfortable with the language.
Power. Cultures differ tremendously in how they view power and equality. Some believe in strict hierarchies with clear distinctions between levels and formalized respect for people at the higher levels of an organization. Others see everyone as equal, or some cultures respect age; others do not

Leadership Chapter 1: Developing Leadership Communication Strategy

Section One: Core Leadership Communication

As traditional defined in business, strategy consists of two pieces: 1) determining your goals and 2) developing a plan to achieve them. Effective communication strategy allows you to avoid the barriers and eliminate the interference that might prvent your message from reaching your target audiences.

Establishing a clear purpose There are three general purposes:
- To inform : transferring facts, data, or information to someone.
- To persuade: convincing someone to do something.
- To instruct: instructing someone in aprocess.

Clarifying your purpose
Just as leaders need to determine a strategic vision or cearly stated direction for thier companies, you need to establish a clear purpose or direction for your communication.

Generating ideas
It means you can see dirction to sopport ideas are taking and need to push your thinking to ensure that your ideas are complete. There are 4 ways for pushing your thinking:
1. Brainstorming – write down your purpose and then list all words that come to mind related to the purpose and criticism orevaluation and look at the list to see is any of ideas already recorded inspire other ideas.
2. Idea Maping – generate as many ideas as possible related to main topic by creating a visual representation of your ideas such as designing different shapes for different kinds of ideas.
3. The journalist’s questions: who what why when where how.
4. The decision tree – a way to break a topic into its parts that show how suptopics relate and and you have the right and enough support.

Determining your communication strategy
determining how to achieve your communication objectives. The communication strategy Framework illustrates an approach to establishing a comminication strategy that will ensure that you consider all the angles and anticipate any issue that might emerge to interfee with communicating the messages you want to delever. The framework starting with context-what is going on in the organization that consists of purpose , messages, spokesperson, medea/forum, timing , and audiences. The framework can help you develop the “how to” side of your communication strategy. To smmarize, effective communication depends on clearifying your purpose;deceloping a thorough, thoughtful communication strategy; and having an action plan for more complex communication.
Analyzing your audiences is fundamental to any communication strategy since the characteistics of audiences will determine your approach and shape your targeted messages. Therefore, you will need to analyze yor audiences in every communication situation, and you should appoach each audience as unique.

Organizing written and oral communication effectively Organization depend on purpose, audienc, and strategy. In thinking about your presentation or document, you should adopt the perspective of the audience, and select and organize your information fot the particular audiences.

Selecting organizational devices there are many methods to organize indevidual sections and even the entire document or presentation:
Deduction(general to particular)-conclusion or recommendation
Induction(particular to general)-supporting information
Chronological-describe a process or procedure or relate event in the order
Cause/effect
Comparison/contrast
Problem/solution
spatial-organization based on relationship of steps, pieces, or items toeach other.

Using the pyramid principle illustrate how to structure an effective discussion in the business context by applying classical deductive and inductive logic. Using the pyramid principle helps you structure a complete and logical argument by gaping the evidence, establishing the balance of argumentand determining each level to support next.

Creating a storyboard is usefulif you are working in a team to prepare a presentation that can allows evryone to see the logicalflow and encorage you to think about indevidual slides you need to support each section.