Business Communication Planning and Decision Making PDF

Planning and Decision 3l Making [EARNING OBJECTIVES After studying this chapter, you will be able to to whom, and when a message is sent. Apply tactics for adapting messages to the audience, including those for communicating ethically and responsibly. Identify ﬁre purpose of the message and the appropriate channel and medium. Recognize the importance of organization when planning the ﬁrst draft. Consider the contextual forces that may affect whether, how, Develop clear perceptions of the audience to enhance the impact and persuasiveness of the message, improve goodwill, and establish and maintain the credibility of the communicator. In a report titled “\Vriting: A Ticket to “brk . i . or“ a Ticket Out,“ the National Commission on Writing reported that two-thirds of salaried employees in large 42 is essential for survival during the information explosion that we are experiencing today. Orr the job, you will be companies have some nriting responsibilities, and getting expected to process volumes of available information and shape useful messages that respond to the needs hired and promoted in many industries requires strong of customers or clients, coworkers and supcn'isors, and writing abilities. Although uriting is important in most other key business partners. Additionally, increased rise nranagerial-level jobs, the Commission also concluded of electronic conmrunication (email, texts, instant mes4 that one-third of employees in corporate America write poorly Knowing that effective communication is tied to sages, blogs, wilds, videoconicrences. etc.) will require you to be technologically sarxy and capable of adapt- the corporate bottom line, and that many employees can't ing the rules ofgood communication to the demands of write well, businesses are investing $3.1 billion arrnnally emerging technology to train employees to write.1 Remedies are needed to How can you learn to plan and prepare powerful prevent confusion, waste, errors lost productivity, and business messages? The process of systerrratic analysis a damaged corporate image, which are all caused by outlined in Figure 3.1, will help you develop messages employees, customers, and clients nruddling their way that save you and your organization valuable time and through nnrcadable me S ilgt‘s. As a capable communicator, you can immediately add value to your organization and positively set yourself ‘011 as a capable, encrgctic pro1 ' rrli'ct's, and port] fessional. A thorough analysis of the audience and your specific communication assignment will empower apart from your peers, who are struggling to articulate you to create a first draft efficiently: and to revise and ideas in writing and in presentations. Communication proofread your message for accuracy, conciseness, and that comn‘rands attention and “an be understood easily appropriate tone. PART TWO: Communication Analysis ("rmynghi 21m Fcnygc lxarnmg 1\IIR|;)|~ mama run m. heurprcdt kanll'rl mruprrana. in while «if m pr." Due in EkCINVIK "gm «um rim-l ﬂirty conical may be warm: 1mm ihc rBoﬂk uni/uncmpmia mama mm. rm rhemal mm at.) sippmswal content my mt matumlly nilcrl the men" Icammg cypenemz Cengagt Learning rewryﬂ a: nyrt a. lemme addnumnl camera a any time it suhwqmm nghh lmttrclums require it medianhotns/iStuck/Eetty Images STEP 1: CONSIDER THE APPLICABLE CUNTEXTUAL FORCES problems ol'extenial adaptation and internal integation and which has worked well enough to he taught to new memhers as the correct way to perceive. think. and Feel Chapter 1 discussed {our contextual forces that may culture is that it is created and reproduced through the al‘l‘cct whether: ho“, to whom. and n hen a message is conmmnication practices ofits participants. with an e‘cpan— sent, These were legal and ethical constraints. diversitv challenges. changing teehnologv, and team environment. in addition to thesc four torc 5, communication patterns within an organization are a contextual force that should also he considered when planning amessage. The organi— in relation to these problems. This view a sumes that culture e\’ists outside of the piu'ticipants and their communieation patterns, Another perspective of organizational sive new of\vhat (onstitutes communication: snanbols: arti» facts. such as company logris and accepted employee dress; and structural elements. such as office layout and design. Regardless otthe perspective applied to deﬁning the phe» nomenon, an organizations zational culture as well as the four dimensions of context may inﬂuence how. whether. to whom. and when a mes culture determines what it can and cannot do. and organizational culture sage is sent. These two issues are discussed in the sections to the cttent of individual that follow. memhers' socialization into that culture. it determines what they can and cannot do as well. This is true of a pattern ofshared basic assumptions that the group has learned as it solved its problems with external adaptation and 3-1a Organizational Culture Organizational culture can he variously defined depending on the theoretical assumptions of the deﬁne]: One perspective ul'eulture is that it is “a pattern ol‘shared hasic assumptions that the group learned as it solved its actions: behaviors com— municative practices. and the use and inclusion of accepted artifacts. internal integration, and which has worked well enough to be taught to new members as the correct way to perceive, think, and feel in relation to these problems CHAPTER 3 Planning and Decrsrori Mukmg ("llmllghtI'llill'cugagchnimmy MIRIgMxRcscrn-d m, mama-amimmr mama criJnMl-rlcurmpan memo-om "gut. umx‘tlllnlynrlyulmcnlmiyhesupprcsscu1mmlliccRl-rkaml/urccliaplcllsi blimiul mm rm than“! m.“ an} “Wm“ mun-m am nul nLrtcnaIIy alien in man." lemming surname mime Luammg rvscrrm a» ngl|1tommmcaddllnrnalinlllcnlulan» omc lisuhwqmm nglm mmaw require a 43 PROCESS FOR PLANNING AND PREPARING SPO N AND WRITTEN STEP 1 Consider the applicable contextual forces STEP 3 STEP 2 Determine the Envision the purpose and select an audience appropriate channel and rrrediurrr SAEES STEP 4 STEP 5 STEP* 5 Adapt the message tothe audience's needs Organize the message Prepare the ﬁrst draft \ and concerns “Youwill than m. the planning purer-«s (blcps I—sr in this l"lttl1|lt'r,‘\lrtl\\‘lll Icnmtopnptrrc Iln‘ rut-Mgr- rn (llrtrpln-r' “sit-p ﬁ). 7 7 7 In other words, organimtional culture affects the type, amount. and quality of communication that is gerre erally accepted within an organization (and sice versa in the latter definition of corporate culture). The culture of a business provides part oftlre context for interpreting the nrearrirrg of everyday organizational life, as well as determining what are considered appropriate messages, the Market culture (external focus and controlled)—A com» petitive workplace where leader are Irard drivers - Hiorarthy culture (Internal focus and (entrolladj—A structured and formalizedworkplace where leaders act like coordinators or administrators. Generally speaking, the culture ofbusirress can be charac- For“ example, Mindvalle" a progressive personal terized as typically liming a bias toward action, a demand for confidence, and a results orientation. The culture development company based in ivlalaysia, has declared of business can be seen in everyday office interactions. proper or expected ways to convey them, and to whom. “Love “belt" to honor the values of Valentine's Day. Dru'ing this animal one-week event in February, each employee is assigned a Secret Angel who anonymously performs acts of caring and kindness for him or her. Studies show that employees are more engaged and productiy‘e when the rrc happ' and when their interactions with colleagues are positive. The event has been so powerful that Mindvalley is globally encoru‘aging and inspir~ ing other companies to try it as well.1 Compare these values with the type of culture that you might find in an investment banking firm in which Beirrg knowledgeable about arr ( ' rnizations culture can help you gauge the type and quality of communication that takes place, as well as whether you are a good match with the organ iz tion. For example, does the organization have an open door policy, or are you expected to obey‘ the hierarchical order of management when communicating concerns? Does the office have arr open floor plan, or“ do employees have private ofﬁces? Do people wear T‘shirts and shorts or suits to work every (I; _ *? The first situation in each ofthese cases probably signals that the culture is less formal in terms ofits expectations and corr‘nnunication pat- competition, individualism. and the drive for profits and bonuses would Iikeh' be key’ elements, and it should be tenrs, whereas the secorrtl situation may indicate a culture that is rrrore formal in terms of its expectations regarding easy to set“ Irow culture nriglrt affect how corrrrrrurrica~ punctuality and communication choices and behaviors. tion occurs and what is expected and accepted within an organization in terms of behariors. 3-1b Dimensions of Context Theorists have constructed a variety of models to try to capture the essence of corporate culture a discussion ofwhiclr goes beyond the scope oftlris text. But one sim- ple model. based on the Competing Values Framework, distinguishes four culture types, which are summarized here to illustrate the differences that might emerge in corporate cultures: ‘ (Ian culture (internal focus and ﬂexible) A friendly workplace where leader's act like father figures - In addition to the other elements of context discussed in previous chapters and sections, there are several dimensions to context, including the physical, social, chronological, and cultural. Tire physical context or set- ting can influence the content and quality of interaction, For example, if you were to ask your boss for a raise the effect of" the setting might drarrratically affect your chances for succe. . How nriglrt the following settings affect the success of such an interaction, lrow it might Adhocraty culture (axtarnal fetus and ﬂaxiblc)—A take place, or whether it should take place: In the boss’s dynamic workplace with leaders who stirrrulate office? At a company picnic? Over lunch at a restaurant? In your work area with others obsening? innovation. 44 - ﬂ PART TWO: Communication AnaIys‘rs Cwwngm znsr ("angst runny-g All mm Famed Mn‘, m. in: tﬂmcd «uni-mi nrdupirmc-l. m mac or m pal! Due an aura,“ "girls. some rim-l Fifty conical my he supptcswu 1mm Ilrc rBmk ind/uncrumm Editorial renew rm imam mam oppressed murmur trier ml mammrlly ailcrl ltrc ovcnrll lemurs experience ("august Leaning mmtyu m: ﬂy“ in remove addrtnrrrat mutant in an» Irme rlsuhwqmni "gnu msincinrrrs require a The social context refers to the nature of the rela- when planning a message, and determines whether tionship between the communicators, as well as who is it should be serrt, when it should he sent, to whom. present. In the same situation mentioned above, imagine and how, how the relationship between yoru' manager and yourself might affect your request for a raise, depending on the various scenarios that follow: - You and tlre manager have beer] friends for several years, as opposed to a situation in which you and your manager have no personal relationship. 0 You are the same age as your manager, or she or he is 15 years older (or younger) than you. - You and the manager have gotterr along well in the past, compared to a situation in which you and the manager have heerr involved in an ongoing personal corrﬂict, The Chronological context refers to the ways time influences interactions. For example, how might the time of day a ect the quality of an interaction? How might the communicators personal preferences regarding time affect cornmrmication and its success? Is it a busy time of year for employees and managers? Has there just been a major layoff, downsizing, or profit loss? In this last case, you might want to prrt off your request for a raise until conditions improve. The cultural context includes both the or’grrrriurtional culture as well as the cultural backgrounds of the people with whom you may he communicating. A person's cultural influences also can affect the kind and quality of communication that takes place. and they can help determine approaches that will be more effective. For example, young people have different expectations than seniors; Hispanics have different expectations than Asians; Californians have different expectations than people from the Midwest or East Coast; and men may communicate differently than women. Environmental factors m- 1 also affect what should be cmnmunicatcd and how. For example, if the economy is doing poorly, then some messages may be inappropri- ate or may have little chance for success If you work in a highly litigious environment or“ one that is strongly regu— lated, then constraints may exist for“ what you can cornmrrnicate and how. Larger social, political, or historical STEP 2: DETERMINE THE PURPOSE, AND SELECT AN APPROPRIATE CHANNEL AND MEDIUM To speak or write effectively, you must think through what you are trying to say arid understand it thoroughly befor'e you begiri. Ask yourself why you are preparing the message and what you hope to accomplish. Is the purpose to get information, to answer a question, to accept arr offer, to deny a request, or' to seek support fo ' a product or idea:D Condense the answers into a brief sentence that outlines the prupose for writing or the central idea of your message You will use the central idea to organize your message to achieve the results you desi e. The major purpose of many brrsiness messages is to have the receiver understand logical information. Infor- mative messages are used to convey the vast amounts of information needed to complete the d* ' to-day opera- tions of the business: explain instructions to employees, announce meetings and procedures, acknowledge orders, accept contracts for services. and so forth Some messages are intended to persuade: to influence or change the attitudes or actions of the receiver, These messages include promoting a product or service, and seeking support for ideas and worthy causes presented to supervisors, employees, stockholders, customers or clients, and others. Additional purposes include establishing a goo<l relationship with your audience, which is discussed later in this chapter, and establishing and maintaining your own credibility as a professional, botli of which carr help increase your persuasiveness. Yorr will learn to prepare messages that are for each of these purposes later in this text. In addition to identifying the purposes of the message, it is also important to decide which channel and medium would he most effective and events ma “affect whether certain messages are appropri- appropriate. ate or have a chance of success, As mentioned earlier, in an economic downturn, it maybe difficult, depending oil 3—2a Selecting the Channel and Medium the industry, to be successful at negotiating a pay raise, becarrse the employer may feel that employees should feel lucky to simply have a job during difficult times. Broadly speaking, four channels of communication exist: visual, written, oral, and rroriver'berlr However, these broad categories can be broken down further. For example. As this discussion shows, context is a complex. written communication can be disseminated rising a Van'» multidimensional force that should be considered ct)? of media or forms, including memos, letters, emails, CHAPTER 3: Planning and Decision Making Cmyngm znxr may inning All my“ Famed Mny 1an mimic-i vcnnrnd. ltduplrrﬂcri. m “mic mu yhlll.Duc1n claim": "gins. mm mm mm tank-m may he wmwr 1mm lhccﬂrxrk ind/mammal autumn mat-w rm Award mam oppressed “imam «m m "urinary sum the overall Icmmg expﬂrl‘ns’t.C¢-ngngc Learning mm m: m. m remove addlrmnml mnrem m an, mm: “summit... nghh restrictions m...“ ii 45 instant or text messaging, faxes, press releases, company communicate a variety of meanings. Similarly, non— communication can also use various media or forms such verbal communication can be difﬁcult to interpret as face-to-face or interpersonal, telephone, voice mes- because a variety of codes may communicate the sages, teleconferences and videoconferences, speeches, meetings, and podcasts. Typically, nonverbal communica- same meaning. A third issue that may affect a persons ability to interpret nonverbal codes accurately is tion supplements oral forms, but it shouldn't be under- intentionality. Some nonverbal codes are sent inten- estimated because most communication in face-to-face tionally, and others unintentionally. situations is often nonverbal. Similarly, visual communication supplements both written and oral forms of com— munication in the form of slide presentations, diagrams, photographs, charts, tables, video, and artwork. Channel choice might be inﬂuenced or informed by earlier steps in the planning process. For instance, the contextual forces may affect how a message is sent. If the organization typically conveys most routine messages using email, for instance, this may be the most obvious choice. The purpose of communication might affect channel choice as well. In a situation in which the purpose is primarily to establish a relationship or convey goodwill, a face—to—face meeting might be the best choice Speed of establishing contact. Another important consideration, particularly in the business world, is the time it will take for a message to be delivered. For this reason, electronic forms of communication have become popular. Using the telephone, writing an email or text message, using blogs and blog applications (such as Twitter) or other social media such as Facebook or LinkedIn, posting to wilds, Skyping, using virtuzrl team applications, or sending a fax are nearly instantaneous channels of communication. In contrast, sending awritten message or package by mail may take days. mation that indicates it prefers a particular medium of Time required for feedback. Just as we may need to contact someone imrrrediately, we may also need a communication such as email or phone discussions. Common channel choice considerations include the response from that person just as rapidly. The most rapid forms of communication, as explained previ- following: ously, are generally electronic. However, depending to achieve this goal. Audience analysis might yield infor- - Richnoss versus Ioannoss. Some channels of com— munication provide more information than others. Generally, the richest channels of communication provide nonverbal information in addition to that provided in written or oral form. For this reason, the richest channel of communication is face-to-face, or interpersonal. Face-to-face communication provides on the person with whom you are communicating, his or her personality, and your relationship, communicating with a person via arr electronic channel does not guarantee prompt feedback. In other words, corporate cultures and individual people may have preferences for specifrc communication channels or mediums and differing communication practices. participants a rich source of information, includ- Cost. Many channels of communication are rela- ing vocal cues, facial expressions, bodily movement, tively inexpensive for business users. Mail, email, bodily appearance, the use of space, the use of time, touching, and clothing and other artifacts. In addi- text messages, telephones, faxes, wikis, blogs and tion, face—to—face cmmmmication provides oppor‘hr- and teleconferencing tools, and Skype are generally considered inexpensive forms of communication. nities to facilitate feedback and establish a personal focus. These aspects also contribute to the richness of interpersonal communication as a channel of communication. 0 Need for interpretation. Some channels ofcommunication are more ambiguous, or leave more room for interpretation of the message being sent, than others. Nonverbal communication may be the most ambiguous channel of communication because it requires the audience to interpret almost the entirety of the message. Nonverbal communica— tion is difficult to interpret for a variety of reasons, mainly because it is not generally considered a coded 46 language. Because of this, one nonverbal code may websites, blogs, blog applications, wikis, and reports. Oral blog applications, social media, videoconferencing These tools have made it much less expensive for stakeholders, both inside and outside organizations, to communicate with each other, regardless of their location. Still, there are times when it may be appro— priate to choose the greater expense of arranging a face-to-face meeting, such as when introducing members of avirtual team who will be working on an important project for some time or interviewing job applicants for key positions. Amount of information conveyed. The best channel for conveying large amounts of information is generally a written one. One reason is that most of us are PARTTWO: Communication Analysis Cupyngm ZDchngagc harming All Rights Rasuvcd. May m be coped. scanmd. or dupllcmd. |n whole or m pm Due to ckctmnm mm. mm Lhlrd party rental may be juppmmd [mm m. din-1k and/or cClmpIzrtai Editorial rcvlew msdccmad dummy suppmsscd content that mlmrcnnliy mm Lt: ovcmll looming cxwrznrc.Ccngagc Lummg rcservn Lt: my“... mum lddlunnnlcmrcm many Lime 15mm...“ rights msmcuﬂnsmqulrc‘ll generally poor listeners. Studies indicate that we when there is a difference in what we expect and what retain only 107: or‘ so of what we hear. Therefore, if really is happening. For example, consider how your per- you want people to have the opportunity to process particularly if the message is long or complex. their it is generally best delivered using a written channel ceptiorr affects your ability to accurately or completely interpret an optical illusion. Perception of reality is also limited by previous experiences and our attitudes toward the sender of the mes» rather than an oral one. sage. We support ideas that are in line with our own and and remember the information you have to deliver, ' Hood for a pormanont record. Businesspeople are often involved in situations where they rmrst keel) records of what occurred during vau'ious work activities throughout the day or week. These situations include the need to record what occurred at a department meeting, an employee’s work history. the findings of air audit of a client’s ﬁnancial records, and an employee‘s travel expenses. Most legal documents. including contracts, use the written channel of cournumication for this reason: the need to maintain a record. Email messages and other electronic forums such as websites. social networking sites. and blogs, if stored and backetl up properly, can also serve as a record. - Control ovortlu message. Vi’ritten channels of com- rnunjcatjon also are often the best choice when yotr wish to maintain greater control of the message that you send. why? If information is presented orally and interpersonally, you have a greater chance of persons who disagree with you speaking out and potentially der ding or“ confusing the message. That is why rrrany negative messages, such as informing a job applicant that he or‘ slrc- was not selected. are sent rising a written channel of communication. Figure 3.2 provides a summary of the proper use of differing media within an organizational context. decide whether to focus on the positive or the negative aspects of a situation. We may simply refuse to hear a message that doesn‘t fit into our view of the world. Much ofthe confusion in communication is caused byr' differences in the sender’s and receiver’s percep~ tions. For example. a manager’s brief email requesting a status report on a task in‘ v come across as curt to the employees. Perceptions ry between individuals with similar backgrormds, and even more so when people from different cultures, generations, and genders communi “ate. Overcorn ing perceptual barriers is difficult but essen tial if you are to craft messages that meet the needs and concerns of your audience. To help you envision the audience, first focus on relevant information you know about the receiver. The more famili' on are with the receiver, the easier this task will be, When communicating with an indi idual, you immediately recall a clear picture of the receiver: his or her physical appearance, background (education, occupation. religion, and culture), values, opinions, preferences, and so on. Most importantlv your knowledge of the receiver's reaction in similar, previous experiences will aid you in anticipating how this receiver“ is likely to react in the current situation. Consider the following audience characteristics: - Ago. A message answering an elernentmy-school student's request for information from your company would not be worded the same as a message answer- STEP 3: ENVISIUN THE AUDIENCE Perception is the part of the communication process that involves how we look at others and the world around us. Perception is a three-phase process of' selecting, orgarriz— in g. and interpreting information, objects, people. events, or situations. It's a natural tendency to perceive situations ing a similar request from an adult. ° Economic level. A solicitation for a business dona» tiorr fo ' a charity project written to a small business owner would likel_\' differ from one written to a representative of a major corporation. - Educational/occupational background. The techni rl jargon and acronyms used in a financial proposal sent to bank loan officers may be inappropriate in a proposal sent to a group ol' private investors. from our own limited viewpoint. W4 use the context of the situation and our five senses to absorb and interpret the information bombarding us in unique ways. - Needs and zoncorns of the audience. Just as successful Individual differences in perception account for the to understand the receiver's frame of reference as a varied and sometimes conflicting reports giy'err by eyewitnesses to the same accident. Our senses can be tricked basis for organizing the message and developing the sales personnel begin bv identifying the needs of the prospective buyer, arr e ,ctive manager attempts content. CHAPTER 3: Planning and Decisron Making Cmyngm znxr rcnpgc inning All mgr“ Rumor! Mny mil mimic-r wound. rtduplrnlcd. m whirl: mu rm Due in ream“ "girls. mm mm mm conical may he wmmr horn Dru-Book unamcrmmm Editorial review has nkemd rhar any (meswd content on m mutually alien (to: overall learning crpcrl‘m’c ("engage Learning mm m: "In it. mm addummt mnrem a an, lime rlsuhwqmm nghh wsincinm m...“ r. 47 USE OF EUMM NIEATIUN MEDIA Medium Best Uses Memo 0 Simple, routine me ges Medium Best Uses Telephone 0 ' Confirming policies 0 Distributing to a large, internal 0 audience ' Providing information when a response isnt required Letter ' ' ' Voice mail Providing a written recor(l Email Connmmimﬁng condolences 01' thanks 0 Sending brief impersonal. or ax Video conferencing 0 ' ' passivelv Oral presentation 0 introducing a persuasive rnc rge or following up on one when goodwill and credibility are especially important 0 Delivering bad news to a large audience when goodwill and Fuco-to-i'ace - Communicating confidential as a website ' ' Promoting or firing an employee 0 Commurrir tirrg personal warmth or care ' Reading nonverbal communication cues 48 Real-time tweets can make pcopla who are offvsite. feel involved in site-based events ' Court for generating a following Facelmok and other social networks ' Quick. easy, and cheap ' Attracts vounger audiences 0 Easy i“](l cheap todo 0 Good w; ‘of directing readers' attentions to other forms of cormnurrication, such as a website 0 Goorl for gathering information aborrt individuals ‘ Coorl way to build a general proﬁle 0 Allowing people to interact rather than receiving in formation passivelv Linkedln ' Eas_v and cheap to (lo and other professional networks 0 Good way of directing the reader's attention to other forms of commitnication. such as a website ' Coorl for athering information about individuals ° Good for providing additional benelits to prospects through perch-peer nehvnrldng and pnstmg information Negotiating Training - Great for short bursts of information credibility are especiallv important 0 Making a personal connection with a large audience ' Economical and efﬁcierrt ' Good for‘ directing attention to other forms of communication. such about a company and its products or “eh page ' ’ Twitter 0 Sending a visual display of information 0 Communicating gerrc i inlorrrrai'iorr senices Sharing information with large audiences in an economical fashion Inspiring and motivating others Derrronstratirrg products or training Allowingy people to interact rather than receiving information Confirming ‘ Sending a simple message routine mes ages ' Can reach muss audiences fast ' Cost et'tecti\'e and simple to use 0 A consisterrt and controlled message 0 Reaches the recipient directly O Providing a hard copv ERSV to “18115111“? impact ' lrrlorrrrirrg when feedback isn't needed 0 ' Writing a complaint ' Discussing bad news ' Confirming 0 Great for creating a personal connection Communicating with an external audience ' Conveying formality Prmiding quick ieetll)trcl( or response ' Sending conﬁdential information career“ opportunities Team ' Can make cornmtrmc tion personal ' Opportunity for discussion, meetings and relevant to the team involved feedback. questioning, and ideas ' Can help build understanding and invoh'ernent PARTTWO: Communication Analysis Copyright znzn may turning All Rrgtls Rescued Mny mi hccriprcd “rm-r rtrluphnlcri. in Windsor m grim. Dir: u- ammr "girls. sum: rim-i my conical may he snpprcswrt [mm ihccﬂmk unﬂord‘hapkrlsl mimmr muew in: rhemtd Ihal an) imp-ma camera the; not malendly arm the overall Icamurg erpermnrt,(‘cngngc Learning reach/u It: right in Kmart additional rantem ii any unit: rlsuhwamm nghu mincmm minim u with whom you share a strong business relationship built on mutual trust. The rapport created by prerious dealings with the recipient aids understanding in Stin'ulus Stimulus a cru‘rent situation. Stimulus Expectatlons. BCCllllSC accountants. la\\'_\ﬂ'cr‘s. and - other professionals are expected to meet high starrdards. a message from one of therrr containing errors in grammar or“ spelling would likely “arise a receiver to question the credibility of the source. You may find that enrisioning an audience you know well is often such an automatic action that you may not even recognize that you are doing it. On the other hand, envi» sioning those you do not know well requires additional Organization effort. In these cases. simply assume an empathetic attitude toward the receiver to assist you in identifying his or her frame of" reference (knowledge. feelings, and emoA tions). In other words, project mentally how you believe Interpretation yorr would feel or‘ react in a similar situation and use that infonnation to counuunicatc understarnling back to the person. Taking the time and effort to obtain a strong mental picture ofyour audience through firsthand krrorr'ledgc or 1. Establishes the rapport and cred ility needed to build long-lasting personal and business relationships. Your audience will appreciate your attempt to connect and understand their feelings. A likel' ' outcome is mutual tmst. which can greatly improve communi» cation and peoples feelings about you. your ideas. and themselves (as shown in the discussion of the Johari Window in Chapter 2). to Alex Sturoseluev/Sh utterstn clumm your empathetic attitude btfore yorr write will enhance your message in the folloning ways: - Cultun. The iast cultural differences between people (e.g., language, expressions. customs, values. and religion) increase the complexity of the comm unica» tion process as was discussed in Chapter ]. Arr email containing typical American expressions (e.g., “The estimate is in the ballpark," and “Our new sales direc- tor really knows all the ropes") would likely‘ confuse a manager from a different culture. Differences in values influence comrmrnication styles and nressagt~ patterns. For“ example. Japanese readers value the beauty antl ﬂow ofwords and prefer an indirect writing approach, unlike Americans who prefer clzu'ity and conciseness.‘ - Rapport. A sensitive message prepared for a longtime client nray differ significantly from a message pre» pared for" a newly acquired client. Emails discussing expectations for“ completing arr assignment in' i be briefer and nrore direct when sent to an employee Permits you to address the audience’s needs and concerns. Such knowledge allows you to select relevant content and to communicate in a suitable style. a Simpliﬁes the task of organizing your message. a. From your knowledge ol'yourself and from your experiences with others, yotr can reasonably predict the receivers reactions to various types of messages. To illustrate, ask yourselfthese questions: 0 \Vould l react favorably to a message saying my request is being granted or“ that anew client is genuinely pleased with a job I'd just completed? ° \Vould I experience a feeling of disappointment when I leam that my request has been refused or that my promised pay raise is being postponed? ° \\’ould I need compelling arguments to convince rue to purchase a new product or“ support a new company policy? CHAPTER 3. Planning and Decision Making ("um'nghl znai Fcngagc [Kiltnlhg 1\II mm Rcswycd Miiy mi mimic-r “mi. or duplrrrled. m Wh‘l: m m yum. Due ln elmlmnx "grin. so": rim-l my conical my ire apprcmi hum llrc rBmk nnﬂxrtsfiruplnlist Editoml mot-w rm themed um my twpruwd mnrcnr am ml mutually uflcrl mi oven." Icammg crpcrx‘m’e ("engage Lcmnng mwnm m “y“ m remove addllnlnn.‘ runiem a i.“ tum: rlsubwqmnt nghh minamm require a 49 CULTURAL DIMENSIONS IDENTIFIED BY THE GLDBE STUDIE U ncertaintv Avoidance Tlie exteiit to which a cultural group relies on established social norms, rituz s. \ and procedures to amid uncertainty Power Distance The degree to which memhers at" a cultural group expect and agree that power should lie shared unequally. Institutional Colleetiw‘sm The dcgmc to which a cultural group encourages institutional or societal collective action. It is concerned with whether cultures identify with hroatler societal interests rather than with individual goals. ln~Cr0up Collecliiism The degree to which people express pride. loyalty. and cohesiveness in their groups or families. Gender Egaiitarianisni The degree to which a cultural group minimizes gender role! differences and promotes gentler equality. Assertiveness The degree to which people in a cultiu'e are determined. assertive. confrontational, and aggressive in their social relationships. Future Orientation The extent to which people engage in futuremriented hehau‘nrs such as planning. investing. and delaying gratification. l’eri’onname Orientation TIie extent to which a cultural group encourages and rewru‘ds its members for" imprm ed Performance and excellence. Humane Orientation The degree to which a culture encourages and rewards people for“ being fair. altruistic. generous. and caring to others. , F; Q‘s Source: R. J. House, R J. Hanges, M. Javidan, F! W. Dorfman, V. and Gupta (Eds) (2004). Culture, leadership, and organizations: The GLOBE study of62 societiesThousand Oaks, CA: Sage Publications. Now. reread the questions as though yeti were the message recipient Because you know your answers, you cam predict others" answers with some degree of accuracy. Consider the use (or lack) oi‘ empathy in the follow- environments supportive oi‘ talented, diverse workers. ing workplace examples: Such predictions ai'e possible because of commonality in human behavior. Alienating valuable customers and talented employees Example 1: A US manager's instructions to a new employee from an Asian culture: Trying to manufacture a product with a zero failure rate would he a train wreck. We have to strike the right balance between customer safety and cost efﬁciency. We cannot be held hostage by threats of class action lawsuits. Do you understand? Example 2: An excerpt from a message sent to M. Bobby Christiansen, who happens to be female: Ms. Christiansen The wireless iPod kit that you expressed an interest in is now available at your local car dealer. This innowtive Bluetooth technology can be demonstrated at your convenience. Please call your local sales representative to schedule an appoinhnent. SO Your commitment to identifying the needs and concerns ofyour audience before you communicate is invalu» able in today's \V()l‘l\'plil('t‘. Organizations must focus on proxiding quality customer service and developing work as a result of poor“ audio-me analysis is not an option in today's competitive environment 0 The use of expressions particular to the US environment can confuse and intimidate. ' This open-ended question at the end disregards the importance of saving face to a person of Asian culture. Cultural influences may prevent an employee from asking questions that might indicate a lack of understanding. Misspelling the receiver’s name and misinterpreting gender shows disrespect for the receiver. ' Omission of contact information reduces the writer’s credibility and shows a lack of genuine concern for the sender’s needs. Overlooking mechanical errors implies incompetence or carelessness. PARTTWO: Communication Analysis ("imyngtll znai mime [Inning All mm Rtmycd May ml MAW-tied wound. intupiirm. iii vii-incur iii yum. Dilc u- rlcclmnr nghls. «mic nimi [only conical may be summer hum Ilic cBmk unaiiriciiipuiu Ediinmi rent-w Im deemed mam uwrmm mart-iii dam mt nulcnall) arm It! nvcmll Icammg e‘pcrmm’c ("engage Learning NM lit nail i.. remove mldlllnmal {unlem a air, time turmeric-ii rights restrictions nqinm a Q STEP 4: ADAPT THE MESSAGE TO THE Aumrrcr's NEEDS AND CONCERNS see a problem from the others point of view. A letter, memo, email. or phone call reflecting a "you attitude" sends a direct signal of sincere concern for the receiver's needs zuid interest The use of the word you (appropriately used) con- veys to receivers a feeling that messages are specifi» After you have envisioned your audience, you are ready to adapt your message to fit the specific needs of your audience. Adaptations include focusing 011 the audiences cally for them. However, if the lir‘steperson pronoun I is used frequently. especially as the subject. the sender may impress others as being self-centered—ahvays talk- point of View; communicating ethically and responsiblv; ing about ono's self. Compare the following examples of building and protecting goodwill; using simple. contem- sender-centered and receiverLceuteied statements: porary language; writing concisely; and projecting a posi- tive, tactful tone. 3-4a Focus on the Audience's Point of View Ideas are more interesting and appealing if they are expressed from the audience's viewpoint. Developing a “you attitude" rather than a “me attitude" involves thinking in terms of the other“ persons interests and trjiug to HOW TO (ULTIVATE A “YOU ATTITUDE” To cultivate a "you attitude," concentrate on the following questions: > Does the message address the receiver’s major needs and concerns? > Would the receiver feel this message is receiver centered? Is the receiver kept clearly in the picture? > Will the receiver perceive the ideas to be fair, logical, and ethical? ) Are ideas expressed clearly and concisely (to avoid lost time, money, and possible embarrassment caused when messages are misunderstood)? P Does the message promote positive business relationships, even when the message is negative? For example, are please, thank you, and other courtesies used when appropriate? P Are ideas stated tactfully and positively and in a manner that preserves the receiver’s self-worth and cultivates future business? P Is the message sent promptly and through the preferred channel to indicate courtesy? D Does the message reﬂect the high standards of a business professional: accurate and appealing document design, quality printing, and absence of misspellings and grammatical errors? I wanted to congratulate you on your recent promotion. We are changing our operating hours and dates. Congratulations on your promotion to sales manager! You will find the new hours and days of operation below. Compliments (words of deserved praise) are another effective way of increasing an audiences receptiveness to ideas that follow. Give sincere (ompliments judiciously as they can do riiore harm than good if paid at the wrong time. in the wrong setting, in the presence of the wrong people, or for the wrong reasons Likewise, avoid ﬂattery (words of undeserved praise) Although the recipient may accept your flattery as a sincere compliment, it is more likely that the recipient will interpret your undeserved praise as am attempt to gain favor or special attention. Suspicion of your motive makes effective communication less likely, 3-4b Communicate Ethically and Responsibly The familiar directive “With power coriies responsibil» ity" applies to your rise ofcommunication skills. Because business cornmuuication often affects the lives of many, you must accept responsibility for using it to uphold your own personal values and your company’s standards of ethical conduct Before speaking or writing, use the following guidelines to help you comuninicate ethically and responsibly. . Is the information stated as truthfully, honestly, and fairly as posslble? Gootl communicators recognize that ensuring a free flow of essential information is in the interest of the public and the organization. Living Essentials. the distributor ol'5-I'Iour Energy, a high-selling energy drink, was asked by the National Advertising Division, an advertising watchdog group. CHAPTER 3: Planning and Decislon Making clay-tum rum FCngAgc imam; All my“ Bxmrcd Mny ml hccriprcd vcunll‘d rtduplmlcd. m ‘Aln‘lcurm ymn.l')uc1u elcrllomc nghls. mm: mm rmly conlcnl may he supptcswrl Imm llrc cBonk undIr-M'huplcrlst Editonul rm m an merino mm m!) umpretwtl content don not materially mm rm overall Icammg erpcrmnct, ("engage Leamurg rewrvu m; ﬂy“ In mm additional rut-rem a any mm: a subscqm‘nl "gnu Instruct-mt require in 51 to drop its “no crash“ claimr A clinical trial run by the conrparry five years earlier showed that the product resulted in a “moderately severe crash" in nearly 25”/'z of usersf’ Similarly, McDonald's and one of its Skill in communicating persuasively will be important throughout your profession. The techniques yorr will r'eacl about in this text, such as those related to writing a winning résume’ and application message, will be helpful as you begirr your career; however, these tech- franchise omrers ageed to pay $700,000 to members of the Muslim community to settle allegations that a Detroitvarea restaurant falsely advertised its your audience, food as being prepared according to Islarrric dietary ° An tho Idoas oxprossod clearly and undorstandahly? If law," As these exarrrples indicate, dishonesty can cost organizations money, as well as incur damage to their reputation. niques should not be used if your motive is to exploit a message is to be seen as honest, you must be rea— sonably confident that the receiver can understand it. Ethical communicators select words that convey the exact meaning intended and that are within the At the personal level, honor, honesty, and credibility can help build strong, longvlasting relationships that contrib» ute to the long-term success of your company. Sending complete, accru'ate, and timely information, regardless of whether it supports your interests, will help you build credibility. ~ Does the mossa go embellish or exaggerate the facts? Legal guidelines related to advertising provide clear guidance for“ avoidingfraud. the misrepresenta— tion of products or services; however, overzealous sales representatives or‘ imaginative writers can use - Is your vlowpoint supported with objoctlvo facts? Are facts accurately docurrrented to allow the reader to judge the credibility of the source and to give credit where credit is due? Can opinions be clearly distinguished from facts? Have you honestly evaluated airy real or perceived conflict of interest that could pre~ vent yorr from preparing arr unbiased message? - Are ideas stated with tact and consideration that proserve the receiver’s sell-worth? The metaphor “An language skillfully to create less than accurate per“- arrow, once it is shot, cannot be recalled" describes ceptions in the minds of receivers. As the p1‘e\i0us the irrevocable damage caused by cruel or unkind examples illustrate, businesses have learned the hard words,q Ego-destroying criticism, excessive anger, way that overstating the capabilities of a product or sarcasm, hurtful nicknames, betrayed secrets, service (promising more than can be delivered) is not rumors, and malicious gossip pose serious ethi- good for business in the long run. In 2014, Vihram, cal problerns in the workplace because they can the company belrjnd FiveFingers shoes, settled a $3.75 million class-action lawsuit over false claims ruin reputations, humiliate, and damage a persons self»worthr Serious legal issues arise when negative that its running shoe provided health beneﬁts, Tire statements are false, constituting defamation. VVrit- tlrin»soled, flexible shoes, which cost about $100 a pair, were advertised as mimicking the experience ten defamatory remarks are referred to as libel, arid similar spoken remarks are referred to as slander. of running in bare feet, and thus improving foot If you choose to rrrake negative statements aborrt a health, an unsupported claim the company falsely person, be sure the facts in question are supported, Additionally, you'll hone your‘ abilities to convey neg- advertised.T Although surveys indicate manyjob seekers believe cornparries expect résume’ padding, companies repeatedly report that this perception is not true. Yahoo CEO Scott Tlrorrrpsorr was askecl to step down after“ Yahoo shareholder and hedge frrnd manager Daniel S. Loeb exposed ative information and to handle sensitive situations in a constructive, timely manner rather than ignoring them until they are out of control. For" considerate. fair: and civilized use of words, follow this simple him for misreporting his deg s on his resume. Thompson graduated frorn Storrehill College in Massachusetts rule: Communicate witlr and about others with the same kindness and fairness that you wish others to use when communicating with and about you, with a degree in accounting, but he also claimed he had - Are gra phiss carefully design ed to avoid distorting lasts libcl written defamatory remarks slondor spoken defamatory remarks 52 readers vo “abuhny a degree in computer“ sci- and relationships? Communicating ethically involves ence. It turned out. though, reporting data as clear'ly' and accurately as possible. Misleading graphics result either from the developers' deliberate attempt to confuse the audience or from their lack of expertise in constructing ethical that the college didn't offer that degree until several years after Thompson claimed he earned his.s graphics. PARTTWO: Communication Analysis Cmyngm may ("engage imam; All my“ imam: Mny mil hemmed mini-a. rtduplrnlcd. m vat-dent m “in. Due in claim": "grin. mm mm] mm mm mm} he wmcmr lnmr lhccﬂrxrk undianfhapkrivi Editorial review has mind lhal any (rppmswd enmcm am not mutually allerl ttm overall Ieammg cspermnct,€cngngc Learning mum m: "a. to remove additional runrem a any rm llsubwqmm nghu witnctnns require a STEP 5: URGANIZE THE MESSAGE - Facilitates emphasis and tie-emphasis. Although each sentence makes its contribution to the message, some sentences need to stand out more ﬁvidly in the receiver’s mind than others, An effective out» line ensures that important points will appear in After you have identified the specific ways you must adapt the message to your paiticulz ‘ audience, you are ready to organize your message. In a discussion on com- The preceding benefits derived from outlining are sender munication, the word organise means “the act of dividing a topic into pants and arranging them in an appropriate oriented. Because a message has been w~~ll outlined, receivers benefit, too: sequence.” Before undertaking this process, vou must be ' convinced that the message is the right mes. age—that it is complete, accurate, fair, reasonable, ethical, and logi- cal, If it doesn't meet these standards. it should not be sent. Coocl Ol'gklllllklll()ll and goocl writing 01“ speaking cannot be expected to compensate for a bad decision. emphatic positions. The message is 111079 COHCiSE and accurate. 0 Relationships between ideas are easier to distinguish and remember“. 0 Reactions to the message and its sender are more likely to be positive. If you organize and write simultaneously, the task A receiver's reaction to a message is strongly inﬂuenced seems hopelessly complicated. Writing is much easier if questions about the organization of the message are answered first: What is the purpose of the message? What is the receiver's likely reaction? Should the message begin with the main point? Once these decisions have been made. you can] concentrate on expressing ideas etfectiveht by the sequence in which ideas are presented. A begin- 3-5a Outline to Benefit the Sender and the Audience When a topic is dinded into parts, some parts will be recognized as central ideas and the others as minor ideas (details). The process of identifying these ideas and arranging them in the right sequence is known as outlining. Outlining luforc communicating complex messages provides numerous benefits: - Encourages accuracyand brevity. Outlining reduces the chance of lcming out an esseiititi] idea or includ- ing an unessential idea. - Permits concentration on one phase at a time. Hav- ing focused separately on (a) the ideas that need to be included, (h) the distinction between major and minor ideas, and (c) the sequence of ideas, total con- centration can now he focused on the next challenge: expressing. - Saves time in structuring ideas. “ith questions about which ideas to include and their proper sequence ah'ead)’ answered, little time is lost in mming from one point to the next. - Providesa psychological lift. The feeling of success gained in preparing the outline increases confidence that the next step—writing or speaking—will be successful, too. ning sentence or an ending sentence is in an emphatic position. 3-5b Sequence Ideas to Achieve Desired Goals \’\’l'ien planning your communication, you shoiiid strive for“ aii outline that will seiTe you in much the same way that a blueprint serves a builder or aii itinerary selves a travelen Organizing your‘ message first will ensure that your ideas are presented clearly and logically and all vital components are included In order to facilitate your determination of an appropriate sequence for a business document or presentation, follow the three-step process illustrated in Figure 3.5. This process involves answering the following questions in this order: 1. What is the central idea of the message! Think about the reason you are writing or speaking—the first Ste!) in the communication process What is your purpose? To extend ajob offer, decline an invitation, or' seek support for' aii innovative project? The purpose is the central idea of your message. You might think of it as a message condensed in one brief statement, 2. What is the most likely audience reaction to the mes- sage'.’ Ask, “If I were the one receiving the message I am preparing to send, what would my reaction be?" Because outlining the process of identifying central ideas and you would react with details, and arranging them in pleasure to gnotl news the right sequence; this should be and with displeasure completed prior to writing to bad news. you can CHAPTER 3: Planning and Decision Making ("wynght mm any“ [mums All my“ ancd Mny ml hccuprcd win-ea. "animal. m wholcurm m. m: n- clean“ nghls. sorta: mm: [my comma may it wmmi 1mm the dam nnrl/nnx‘huplcrlsi Edituml renew has mould mama) “Wm“ “mm in, not rmlenally mm um overall leaning “patina ("engage Looming mwrvu mt nyti in mm manna mm a any mm: mum. rights restrict-ms require i. 53 SELECTING AN OUTLINE FOR A SPOKEN UR WRITTEN lVI SAGE DEDUCTIVE APPROACH mam-d Mien:- venetian: Pleased or Interested Sequin“: Main Idea followed by details STE P 1 Determine the central the to In (envoy-d tn the message. ST E P 2 MI“ "I. reaction 0! the reader to the central ldee: INDUCTIVE APPROACH MIN Indium- "mum: Displeased or Not Interested Sequence: Detalls followed by maln Idea reasonably assume a receiver’s reaction would be similar. By considering the anticipated audience reaction, you will build goodwill with the receiver. organization can be especially effective if the main idea conﬁlins the conclusio11 that the audience has drawn from the preceding details—a callse is worthy of sup— Almost every message will ﬁt into one of four“ cat- port, a job applicant should be interviewed, a product/ egolies of anticipated audience reaction, as shown in Figure 3.5 : pleasure, displeasure, interest but later chapters abotlt writing letters, melnos, and email service should be selected, and so on. As you learn in neither pleasure nor displeasure, or no interest messages, and about planning spoken communications, 3. In view of the predicted audience reaction, should the you will comprehend the benefits of using the appropri» ate outline for each receiver reaction: central idea be listed first in the outline or she uld it be listed as one of the last items? When a message begins with the major idea, the sequence of ideas is calletl deductive. When a message withholds the majOl'idea until accompanying details and explanations have been] Presented, the sequence is called Inductive. Consider the audience in order to determine whether to use the inductive or deductive sequence. If an audience might be antagonized by the main idea in a deductive message, lead up to the main idea by making the message inductive. If a M a message in which the major idea precedes the details “It“! a message in which the major idea follows the details 54 sender wants to encour— age audience involvelrlent (to generate some concern ahotlt where the details are leading), use the induc- tive approach. Inductive When the message will please the audience When the message will displease the audience When the message is When the audience might routine (will not please nor not be interested (will need displease) to be persuaded) For determining the sequence of minor ideas that accompany the major idea, the following bases for idea sequence are common: - Time. When writing a report or email message about a series of events or a process, paragraphs proceed fruin the ﬁrst step through the last step. - Space. If a report is aborlt geographic areas, ideas can proceed frmrl one area to the next until all areas have been discussed. PART TWO: Communication Analysis Cqsyngln zum Ccnnagc km“; All Rigid; line—val May ml be copied. and“. w duplmm. in wink wrin mm. Dun: m mun-la mm». mm third my mum may be suppmud from m (Book and/er mmpmlll. mum: levizw lm Mind man any xmpleued coma! dsu um muurinlly ﬁller! ll! overall lull-nag expcmm. Cargo; Lemma: new“! in: ﬁght in mm admin-ml mull a: any mm ilmhscqlxnl mu nuulcunm requim il. MEETING DIVERS AUDIEN(E NEEDS P Airbnb, a community marketplace for people to list and book accommodations around the world, was founded in 2008 out of San Francisco, California. Since then, Airbnb has grown to more than 1,500,000 listings in 34,000—plus cities worldwide. A large contributor to the company’s explosive global success has been its creative use of social media. } In January 2015, Airbnb launched a social media cam- ArlhitrStuck/Shutterstuck.onm D paign around the hashtag #OneLessStranger.The company referred to the campaign as a ”global, social experiment,” in which Airbnb asked the community to perform random acts of hospitality for strangers. Brian Chesky, Airbnb’s CEO, gifted 1 million dollars in the form of $10 into the accounts of 100,000 people in the Airbnb community. He urged them to put this donation towards committing one act of hospitality for a stranger, document it, and upload it onto social media with the hashtag #0neLessStranger. } Just three weeks after the launch ofthe campaign, more than 3 million people worldwide engaged, created content, or were talking about the campaign. “We empowered our community to bring our brand vision to life with this pay-it-forward approach to inspire participation.”The result is that visitors to Airbnb's web page have been spending on average more than 6 minutes, well above industry averages, on the landing page, engaging with all of the user-generated acts of #OneLessStranger. AFOLUGY LETTER Dear Cadence. On hehult‘ ofINL Office Products I want to extend my sincerest apologies for the negative eqierience that you had with our customer service agenL Tina. l realize that Tina was unhelpﬁtl in solving 4mm isstw. and that when you asked to speak with a manager: she hung up the phone instead oi'transien‘ing your e ll. I understand _\0t|i' frustration at having not heen properly directed to ‘an on-dutr supervisor. and your even greater l‘mstrntion at hating to wait cm holtl again, only [in the coil to drop almost hall'im hour later. At pm. we Pride Ourselves on giving our ll)()(7( mew (luv to ensure that our customers' needs are heing met. I know that we have let vou down. and for that we are vow sorw. “b do our host to train each of our represent“tires on ho“ to properly handle our customers" issues. including how to escalate prohletns that they are unable to assist with. Your concern \\ s‘ not handled Properh: and we are goitig to take steps to ensure that this situation does not repeat itselt‘, (muffin/aim. ”at! page) CHAPTER 3. Planning and Deciswon Making Copyright znzu Fcnngc [Liming All Rip-s kcsavcd Miiv ml in: uvptcdt «amt. tr dunno-rd. ni whvlctvr m yum Duo in autism "gins sum: nimt Firty conic“! may he wrptcxwtl hum lhc rat-it nnﬂtll’ccihlplcrlsl tong m: ngittolemmcaddllnnnlmnlcmmtam timellwbwqmm nghu mmmmmqmmn Edilolulmumh has themalllmlait) wwpmtw writ-nun“ ml nulenally ulll‘rllil momll tearing erptmm ct-ii germ 55 As of this Friday We are going to requj re our“ customer sen'ice representa- tives to ask for a call-hack mnnlxer at the onset ol'each c<m\‘crsation in case the call drops

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