MCOM

Rocco Petrone

head of Rockwell's space transportation division; viewed the ice as a launch constraint and told Rockwell's managers at the Cape that Rockwell could not support a launch; Rockwell's managers at the Cape voice their concerns in a manner that led Houston-based mission manager Arnold Aldrich to go ahead with the launch

George Hardy

manager of the Solid Rocket Booster project; received reports from engineers at the Marshall Space Flight Center that suggested Thiokol's field joint design was unacceptable; field joints were how the Space Transportation System was joined together; put pressure on Thiokol management to approve launch, "I am appalled. I am appalled by your recommendation."

BP

originally formed in 1909 with Burmah Oil Co. owning majority of shares; Anglo-Persian became Anglo-Iranian Oil Company in 1935 and BP in 1954; at the time of Macondo disaster was the 4th largest oil co. in the world.

Rockwell International

shuttle's prime contractor; viewed the large amount of ice on the launch pad as a constraint to launching; Rockwell engineers feared that during launch, ice might be shaken loose and strike the shuttle's thermal protection tiles, possibly caused by the aspiration induced by the jet of exhaust gas from the SRBs

Kahneman - Surety of Fools: Illusion of Validity

When we know as a general rule that our predictions are little better than random guesses, but we continue to feel and act as if each particular prediction was valid.

Image

a reflection of an organization's identity; it is the organization as seen from the viewpoint of its constituencies; depending on which constituency is involved, an organization can have many different images

Identity

actual manifestation of the company's reality as conveyed through the organization's name, logo, motto, products, services, building, stationery, uniforms, and all other tangible pieces of evidence created by the organization and communicated to a variety of constituencies

Financial Advertising

advertising to attract investment; financial-relations corporate advertising enhances companies images in the financial community; helps establish and maintain strong investor relations; this type of advertising can stimulate interest in a company's stock among potential investors as well as buy-side and sell-side analysts; given the hundreds of companies that analysts cover, a good corporate advertising campaign can stimulate their interest to take a closer look at a particular one; analysts believe strength of management (a strong, coherent CEO) is important so many Financial Ads feature CEOs; financial advertising may increase the price of a company's stock by making sure a company's shares are not undervalued; some companies view building their brand with investors as more important than doing so with customers

Issue Advocacy

advertising to influence opinion; used by companies to respond to external threats from either the government or special interest groups; issue advertising typically deals with controversial subjects; it is a way for companies to respond to those who challenge the status quo; since companies are typically more conservative than their adversaries, their arguments often fall short of the mark. It is extremely difficult for a large corporation to take on a tough issue in the marketplace without offending someone. When companies try to please everyone, the power of the message is diluted. Organizations should proceed into issue advertising with extreme caution and a full understanding of its inherent risks.

Corporate advertising

advertising to reinforce identity or enhance image; many companies use corporate advertising to strengthen their identities following structural changes; if an organization's identity is very different from how it is perceived externally, it can use corporate advertising to close that gap; corporate advertising can be an efficient mechanism for changing impressions about organizations if changes have really taken place; effective image advertising also allows companies to differentiate themselves from rivals; as marketing/advertising and PR functions become increasingly integrated in many organizations, PR becomes a key partner in corporate advertising strategies

Image Advertising

advertising to reinforce identity or enhance image; many companies use corporate advertising to strengthen their identities following structural changes; if an organization's identity is very different from how it is perceived externally, it can use corporate advertising to close that gap; corporate advertising can be an efficient mechanism for changing impressions about organizations if changes have really taken place; effective image advertising also allows companies to differentiate themselves from rivals; as marketing/advertising and PR functions become increasingly integrated in many organizations, PR becomes a key partner in corporate advertising strategies

Bob Dudley

author of Corporate Communication; Professor of Corporate Communication at Tuck School of Business at Dartmouth

Ms. Rowe

both parents died in Texas City Refinery explosion; received a form letter from the company apologizing for the death of her father; Settled on her own so she didn't have to keep quiet

Andersen Consulting

changed its name to Accenture on January 1, 2001 after it separated from its founding parent, Arthur Andersen which had been involved in the Enron scandal

James Baker

conducted an internal investigation; both Baker's investigation and the US Govt. agreed on the problems at BP

Martin Anderson

contractor in charge of pipeline inspection in Alaska; signed a non-disclosure agreement; Anderson discovered that some inspectors were not qualified

Morton Thiokol

contractor responsible for the construction and maintenance of the shuttle's Solid Rocket Boosters; designed the O-rings that ended up failing and causing the problem

Mike Davies

director of global communications for PricewaterhouseCoopers; "Communications is paramount when you are trying to bring together two organizations, or when you are trying to communicate worldwide. Communications has to be very high up on the agenda.

Mohammed Mossadegh

elected Prime Minister of Iran in 1951; nationalized Iran's oil industry in 1951; ousted by a joint MI6-CIA coup in 1953

Roger Boisjoly

engineer from Morton Thiokol who voiced concern about the effect of temperature on the resilience of the rubber O-rings; wrote a memo in July 1985 to his superiors expressing his concern; voiced his concern on the conference call with NASA; resigned from Morton-Thiokol after

Wyman Wheeler

engineer who was convinced something wasn't right

Michael Glenn

executive vice president, market development and corporate communications for FedEx; explained that by embracing its one-word association, "FedEx and its name have changed their environment from morally neutral to morally charged"

Steve Bertone

the oil rig's chief engineer; told a subsea engineer to use the emergency disconnect switch (EDS) to activate the blowout preventer.

Jaster - Tips for Effective Visuals

1) Agenda slide 2) Large and legible letters 3) Key words/phrases 4) Simple, easy to see numerical data 5) Simple graphics 6) Color and effect 7) Check for errors of fact or mispellings 8) Budget 2 mins for each slide

Augustine - Crisis Management: Stages

1) Avoiding the Crisis 2) Preparing to Manage Crisis 3) Recognizing the Crisis 4) Containing the Crisis 5) Resolving the Crisis 6) Profiting form the Crisis

Ch. 7 - Nonverbal Speaking Skills - Delivery

1) Body language: 5 elements Posture: poised, relaxed, professional Body movement: purposeful, not random Hand/arm gestures: natural, not stationary Facial expressions: eye contact, avoid scanning 2) Vocal traits: 5 elements Intonation (inflection,etc): energy, enthusiasm Volume: loudly, vary to add interest, no fade Rate: slower, but not overly slow Fillers ("umm"): pauses, not fillers Enunciation: clear and crisp 3) Space and objects Seating: straight - formal, horeshoe - interact Height: high - formal Objects: objects b/t - formal Dress 4) Practice and arrangements Practice techniques: Avoid reading or memorizing Rehearse out loud and on feet Memorize three key parts: open, close, major Concentrate on intro Practice with visuals Improve delivery Simulate situation Time yourself Arrangement reminders: arrive early to set-up 5) Physical Relaxation: pg. 148 6) Mental Relaxation: pg. 150 7) Last-minute Relaxation: pg. 152

Jaster - Nature of Human (Terminal) Values

1) Comfy life 2) Exciting life 3) Sense of accomplishment 4) World at peace 5) World of beauty 6) Equality 7) Family security 8) Freedom 9) Happiness 10) Inner harmony 11) Mature love 12) National security 13) Pleasure 14) Salvation 15) Self-respect 16) Social recognition 17) True friendship 18) Wisdom

Ch. 1 - 5 Variables of Strategic Communication

1) Communicator (Writer or Speaker) 2) Audience 3) Message 4) Channel Choice 5) Culture

Agenti - Identity Management - Steps

1) Conduct an Identity Audit 2) Set Identity Objectives 3) Develop Designs and Names 4) Develop Prototypes 5) Launch and Communicate 6) Implement the Program

Jaster - Team Presentation Tips

1) Decide who speaks first to introduce team, topic, and agenda. Strongest speaker. 2) Decide on objective, organization, major facts and issues, conclusion. Strongest speaker. 3) 2 people know each part for backup 4) Everyone must review instructions and materials. Be sure someone can respond to Qs about data, conclusions, options selected, and options discarded. Hidden slides 5) 2 people must know how to work equipment. Print out several copies of slides for handouts. Be prepared. 6) Practice handoffs and transitions 7) Sit in first row right or left. Do not stand behind podium or speaker. If standing to side, shoulder to shoulder, face speaker. No fidgeting or note reading. 8) Standard business attire 9) Miscellaneous: be loud, good visuals, etc.

Ch. 6 - Visual Speaking Aids - 4 Techniques

1) Designing the presentation as a whole 2) Designing your Slide Master 3) Designing each individual slide 4) Practicing with visual aids

Ch. 1 - Channel Choice Strategy - Questions to Ask

1) Does audience have preference? 2) How much participation do you want? 3) Do you want nonverbal communication? 4) Do you want to control timing of message? 5) Do you want permanent record? 6) How much detail do you want to communicate?

Jaster - Techniques for Avoiding "Group Think"

1) Foster open climate of discussion 2) Avoid insulating group from outside criticism 3) Assign everyone role of critical evaluator 4) Avoid being too directive/exerting undue influence on group

Jaster - Defense Litigation Strategies

1) Hire best lawyers, write off expense 2) Limit discovery 3) Eliminate claims before class certification 4) Remove case to sympatheic court 5) File spurious lawsuits to slow 6) File blizzard of motions to slow 7) Change standards of evidence 8) Execute secret deals to limit loss 9) Reduce admission of biological and social evidence and witnesses 10) Use corporate-sponsored science to refute 11) Attack and discredit scientists 12) Use biased accounting strategies 13) Fund campaign against punitive damages 14) Retry case through appeals 15) Organize public relations campaign 16) Advance rights of corporate "persons"

Jaster - Characteristics of "Group Think"

1) Illusion of invulnerability 2) Belief in inherent morality of group 3) Rationalization 4) Negative stereotyping of outsiders 5) Self-censorship 6) Direct pressure to conform 7) Presence of mindguards 8) Illusion of unanimity

Jaster - Group Presentation Outline

1) Introduce Yourself 2) Announce Purpose Statement 3) Introduce Other Speakers 4) Announce Agenda 5) Discuss Problem/Background 6) Discuss Major Facts 7) Provide Conclusions 8) Provide Recommendations and Implications 9) Close with Concluding Summary or Request for Action

Jaster - Types of Crises

1) Natural Disaster (Katrina) 2) Mgmt/Employee Misconduct (Enron) 3) Product Tampering (Tylenol) 4) Mega Damage (BP Spill) 5) Rumor (Cell phone cancer) 6) Technical breakdown/accident (comp crash) 7) Technical breakdown/ not entirely accidental (Intel design flaws) 8) Challenge (Wal-mart critics) 9) Human error (Driving fatality) 10) Workplace violence (Columbine) 11) Malevolence (terrorism)

Kahneman - Surety of Fools: Central Themes

1) People who face a difficult question often answer an easier one instead, without realizing. -"What you see is all there is" 2) Prone to think the world is more regular and predictable than it really is. Exaggerated expectation of consistency. 3) A bias toward coherence of a story favors overconfidence. 4) When compelling impression of a particular even clashes with general knowledge, the impression commonly prevails.

Jaster - Course Roadmap - 3 Types of Communcation

1) Personal/Interpersonal Communication 2) Managerial Communication 3) Corporate Communication

Jaster - Contents of an Executive Summary

1) Purpose of Report 2) Company's Problem 3) Major Facts 4) Conclusions 5) Recommendations 6) Implications

Ch. 2 - General Composing Techniques - Process

1) Research 2) Organize 3) Focus 4) Draft 5) Edit

Jaster - Problem-Solution Format

1) Statement of Purpose 2) Definition of Problem (Facts) 3) Causes of Problem (Facts/Inferences) 4) Conlcusions (Judgment) 5) Recommendations - Feasible courses of action - Best course of action OPTIONAL: 6) Implications 7) Future Steps 8) Concluding summary or request for action

Ch. 6 - Visual Speaking Aids - Techniques - Designing the presentation as a whole

1) Translate structure into draft slides: Closing/Agenda: stand-a-lone sense, title, visible Backup: support each point on agenda Opening (optional): title, grabber 2) Tie slides together with connectors - options: Consistency: same phrasing or numbering Repeated agenda: agenda slide b/t transition

Strategy - 4 S

1. Audience: Who are they (STJ/NTJ)? What do they already know? What do they want to know? What do they need to know? What's the mix (technical, non-technical, executive, etc.) 2. Objectives: What are the company's objectives? What are your objectives?

Argenti - Reputation: Measuring and Managing

A company must examine the perceptions of all its constituences. Measurement programs require constituency research: - start with employees: company has trouble when it does practice the values it promotes - customer perceptions must also align with the compan'y identity, vision, and values

Agenti - Identity Management - 1) Conduct an Identity Audit

A company needs to assess the current reality by uncovering relationships and inconsistencies with an identity audit. The audit is the basis for potential identity changes. Goal: Get a deep understanding of the organization and matching internal realities with perceptions of key constituents.

Agenti - Importance: Identity and Image

A company's identity and image are important (and possibly only) differentiators between other, especially similar, companies and products.

Agenti - Shaping Identity: Consistency

A company's vision must be consistent across all its identity elements.

Argenti - The first and most critical part of the corporate communication function.

A corporation's identity and image

Jaster - Course Roadmap - Personal/Interpersonal Communication

Aristotle to Argenti: "Survival Run" (video) Leadership and Followership Myers-Briggs Type Indicator Individual Briefings Case Analyses Article Assessment

Jaster - Course Roadmap - Managerial Communication

Aristotle to Argenti: 4-S Approach Management Reports, Briefings, Presentations Executive Summaries Groupthink and Decision-Making Process: Challenger Disaster Exxon Valdez Disaster BP/Deepwater Disaster Costa Concordia Disaster

Image v. Identity

At a given point in time, image differs from identity because it is a product of both internal and external constituencies, whereas identity is constructed by internal constituencies (the company itself)

Agenti - Identity Management - 5) Launch and Communicate

Build anticipation by inviting reporters without leaking information. At the press conference, the design should be displayed in a variety of contexts, and executives should carefully explain the strategy behind the program.

Mary Munter

Author of Guide to Managerial Communication

Lewis Carroll

Author of Jabberwock "Fruminous Bandersnatch"

Ch. 4 - Micro Writing Issues - Editing for Brevity

Avoid wordiness: Omit unnecessary and deadwood expressions Beware of linking verbs ("becomes", "seems") Beware of impersonal openings ("It was") Beware of prepositions: pg. 75 Avoid overlong sentences: No set rule, but length should not make it confusing. Beware of tendencies: Too many main ideas A hard-to-find main idea Rewriting: Break into multiple sentences Internal enumeration Bullet points Use variety of lengths and rhythym

Bill Hedges

BP Alaska's Manager of corrosion and inspection department; said that all the pipes are ok

Don Shugack

BP employee; was supposed to inspect a well in Alaska; it had a leak and blew up; settled for an undisclosed fee and agreed not to talk to the media

John Guide

BP well team leader, decided to postpones the inspection of the cemtn job until production drilling started

Carl Henric Svanberg

BP's Chairman of the Board; told President Obama that BP cares about "America's small people"

Doug Suttles

BP's Chief Operating Officer; in early June (months before the leak was sealed), remarked that the oil flow "will be down to a relative trickle" within a few days. A week later, oil was still flowing from the leak at a rate of 10,000 to 35,000 barrels per day; also said "I would eat fish from these waters"

John Manzoni

BP's chief executive of refining; Parus had meetings with him and tried to get management to understand the dangers and get some funding and materials to fix the refinery.

Ch. 1 - Communicator Strategy - Credibility - Common Ground Factor

Based on: Common ground Stress Initial: Acknowledge and tie message to similarities Increase Acquired: Acknowledge and tie message to similarities

Ch. 1 - Communicator Strategy - Credibility - Image Factor

Based on: Desire to be like you Stress Initial: Emphasize attractive attributes Increase Acquired: Associate with high-image people Based on: Authenticity, sincerity Stress Initial: Be open and connect Increase Acquired: Be open and connect

Ch. 1 - Communicator Strategy - Credibility - Rank Factor

Based on: Hierarchal Power Stress Initial: Emphasize rank Increase Acquired: Associate with high-ranking person

Ch. 1 - Communicator Strategy - Credibility - Expertise Factor

Based on: Knowledge, Competence Stress Initial: Share expertise, explain how you gained it Increase Acquired: Cite authoritative sources

Ch. 1 - Communicator Strategy - Credibility - Goodwill Factor

Based on: Personal relationship ("track record") Stress Initial: Refer to "track record" Increase Acquired: Emphasize audience benefits (WIIFM) Based on: Trustworthiness Stress Initial: Offering balanced evaluation Increase Acquired: Offering balanced evaluation

Ch. 7 - Nonverbal Speaking Skills - Listening

Business people spend 45-63% of time listening 1) Attending skills: physical attention Posture: open, responsive, lean forward Eye contact: steady to eye, gaze around face Distance: depends on culture; US 18 in. - 4 ft. Eliminate barriers: remove distractions 2) Encouraging skills: allowing person to speak Open-ended questions Door openers Attentive silence and encouragers 3) Following skills Paraphrase content Paraphrase feelings Note-taking or recording

Tony Hayward

CEO of BP at the time of the disaster; PhD from University of Edinburgh; started working at BP in 1982; replaced John Browne as CEO in May of 2007; tried to remake the organizational culture of BP to be more safety conscious

Sir John Browne

CEO of BP who turned the company around in the 1990s; led the Green Marketing Campaign, including changing the logo.

Argenti - Corporate Advertising Purposes - Recruit and Retain Employees

Can be helpful to employees, because it explains in simple terms what the large, complex organizaiton is about. Can increase recruiting by creating excitement among potential and current employees.

Ch. 1 - Message Strategy - Strategies - Choose design cascade

Cascade your ideas to show flow of organization

Ch. 1 - Message Strategy - Strategies - Overcome retention dip in the middle

Chunking: Package info into 5 to 7 major chunks, then subdivide main chunks into 5 to 7 sub-chunks. Repitition: Repeat main points throughout Flagging: Draw attention to certain points ("if you remember one thing" Unexpected: Grab attention with unexpected Visuals: Reinforce main point with visuals

Jaster - Conclusions/Recommendations

Conclusions/recommendations should develop logically and should never surprise the audience. A well-developed presentation builds toward the conclusion/recommendation, so that stating it is just a formality.

Ed Markey

Congressman from Massachusett's 7th District; criticized BP for not giving public access to its 24-hour camera feed of the oil spill

Argenti - Image Concepts

Constituencies have certain perceptions (images) about organizations before they interact with it, because it might be in a certain industry or related to another company. After interaction, perceptions may be different than before. The goal is for it to be better. Credibility through consistent identity management is more profound than one-shot advertising. Companies should seek to understand images not only from customers perspective, but also other key constituencies, such as investors, employees and community Employees are especially key since they interact with customers so often.

Ch. 1 - Communicator Strategy - Style - Consult/Join

Consult/Join: When you want to learn from the audience. Consult: Get feedback, but still in control (confer) Join: Brainstorm, work on same level as audience (collaborate) In these situations: You do not have sufficient info You want to understand other opinions, ideas You want to involve the audience and gain buy-in

INTP Preferred Work Environments

Contain independent thinkers focused on solving complex problems Allow privacy with plenty of time and space to think Foster independence and originality of thought Provide flexible policies and procedures Are quiet with as few meetings as possible Have unstructured and nonbureaucratic ways Reward self-determination

Argenti - Corporate Advertising Purposes - Increase Sales

Correlation is more unclear, because corporate advertising affects sales in long-term, not short-term

Ch. 1 - Culture Strategy -Considerations

Cultural differences as characteristics Cultural treatment of: time, fate, communcation style, credibility, gender, body language, eye contact, space and objects, greetings and hospitality Best strategies for: audience selection, persuasion, message structure, channel choice Consider: - Analyze, but don't stereotype - Communications style - Decisions styles - Message structure

Ch. 7 - Nonverbal Speaking Skills - 2 Forms

Delivery: includes body language along with vocal traits, use of space and objects around you Listening: interaction with audience

INTP Contributions

Design logical and complex systems Demonstrate expertise in tackling intricate problems Add short- and long-range intellectual style Apply logic, analysis, and critical thinking to issues Concentrate on core issues

Ch. 3 - Macro Writing Issues

Document design for High Skim Value Signposts to show connection Effective paragraphs or sections

Ch. 4 - Micro Writing Issues

Editing for Brevity Choosing a Style

Ch. 1 - Audience Strategy - Persuasion?

Emphasize audience benefits: What's In It For Me Tangible (i.e. bottom-line profits); Career or task; Ego (self-worth); Personality (thinkers - data, skeptics - credibility); Group (benchmarking or bandwagoning); Consistency Leverage credibility (rank, goodwill, imate) Leverage structure: Opening/Closing Problem/Solution One-sided vs. two-sided Pro/con and con/pro Inoculation Ascending or descending order "Foot in the door" "Door in face"

Augustine - Crisis Management: Essence

Essence of crisis managment is finding, cultivating, and harvesting potential success Essence of mismanagemnt is the propensity to take a bad situation and make it worse

Extraversion and Intraversion

Extraversion: Tend to focus on the outer world of people and things Introversion: Tend to focus on the inner world of ideas and impressions

Agenti - Shaping Identity: Brand Management

Brand management: critical to corporate identity Names - society prizes brands as ID tags - name change to reflect realities or changes - does not single-handedly fix perception problems - must be part of broader identity program - must communicate with key constituents - motives can be misconstrued - miscommunication can deteriorate identity Logos - possibly more important than names - visual, easily perceived - logo specialists should be involved

Ch. 6 - Visual Speaking Aids - Techniques - Practicing with visual aids

General prep techniques: Choose equipment and familiarize yourself Introduce each visual (T-MOD) Transition: backward/forward transition Message title: discuss Orient: introduce main idea and meanings Discuss Cue the audience Point effectively: animation or point specifically Don't let visuals distract Maintain eye contact with audience

Ch. 1 - Communicator Strategy - Objectives

General: Broad overall goal (generate new clients) Action: Specific and measurable desired outcome (sign 10 new clients in 3 months) Communication: Desired response from audience (will take a prospective client to dinner)

Ch. 4 - Micro Writing Issues - Choosing a style - Passivity

Generally, do not use passive voice. Active voice is shorter and clearer who the actor is When to use passive: de-emphasize action, avoid responsiblity, conscious reason Convert passive to active: Turn sentence around Change verbs Rethink sentence Use imperative

Ch. 4 - Micro Writing Issues - Choosing a style

Goal: Appropriate tone Formality, Passivity, Jargon Style should be based on communication strategy: Relationship with audience (rank/power) Communication context (setting) Nature of message (direct/indirect, HSV, good/bad news, sensitive/public)

Ch. 3 - Macro Writing Issues - Document design for High Skim Value

Goal: Increase readability, organize effectively Use headings and subheadings: Stand-alone sense: make sense on their own Limited wording: 6 words max Not random words: no emphatic typography if not necessary Parallel form: grammatically (-ing and -ing) and conceptually (Option1; Option 2) Use white spaces (easier to read, emphasize main points): Shorter paragraph blocks Lists for emphasis: 2 to 7 items, parallel Indentation is easier to read Numbers only when ranking or need to refer by number Show organization Separate paragraphs Unjustified margins Typography: Emphasis: Usually, headers only Show relative importance: placement, size, appearance For readability: Serif, sentence-case

Ch. 3 - Macro Writing Issues - Signposts to show connection

Goal: Show logical progression of ideas Throughout the message: Bank-and-forth references: pause to remind reader where you've been and where you're going Section previews: phrases that preview next sections In the introduction: Establish common context: what exists Explain purpose: why write Make structure explicit: how organize In the closing: Effective closings - three possibilities: Feedback mechanism ("I will call you...") Action step ("If you wish to...") Goodwill ending ("I look forward to...") Ineffective: No new ideas, apologies, abrupt

Ch. 3 - Macro Writing Issues - Effective paragraphs or sections

Goal: organize paragraphs or sections Paragraph generalization and support: Begin with generalization (the roof): Standard prose: topic sentence High skim value: Heading or subheading Development and support (the columns): Generalization should be supported with rest of paragraph Paragraph signposts: Headings or transitional words between sentences and sections

Lipson - Clear, Complete, Concise Analytic Writing

Goals for analytic writing: 1) Reader shoudl recognize conclusion/recommendation 2) Reader should be able to judge quality of underlying analysis 3) Document should be effective tool for reader Seven deadly sins: 1) Extravagance - too many words 2) Gluttony - too much info 3) Sloth - making reader do your job 4) Confusion - lack of clarity/purpose 5) Anger - vague/emotional language 6) Pride - style over function 7) Arrogance - disregarding instruction

Aristotle

Greek philosopher; student of Plato; taught Alexander the Great; wrote Art of Rhetoric - the first major treatise on public speaking

Ch. 2 - General Composing Techniques - Organize

Group similar ideas: bucket similar ideas, label each bucket, check each bucket, put buckets in order Compose organizational blueprint in variety of forms: Linear outline, idea chart, circular diagram

Jaster - Course Roadmap - Corporate Communication

Groupthink and Decision-Making Process: Corporate Image & Identity Corporate Advocacy Media Relations Crisis Communication

Ch. 1 - Message Strategy - Strategies

Harness power of beginning and endings: memory curve Overcome retention dip in the middle Organize your message Choose design cascade

Jaster - Conclusions/Recommendations: Conclusions

Intermediate step between facts and recommendations that assess facts and situation. Thus, should offer no new info. Function: Directly answer questions raised by the problem Arrangement: 1-2-3 order (most to least important) in a list Style: Make clear, positive statements. Be direct.

Jaster - What Executives Read

Intro or Exec Summary - 100% Intro - 60% Body - 25% Conclusions - 50% Recommendations - 50% Appendix - 20%

What does INTP stand for?

Introverted Thinking with Intuition

Challenger Date

Jan. 28, 1986 Launch: 11:38 Breakup: 11:39

Argenti - Corporate Advertising Purposes - Build Reputation

Largest impact, because it can create goodwill and enhance reputation by letting constituents in on what the organization is all about.

INTP Leadership Style

Lead through conceptual analysis of problems and goals Apply logical systems thinking Want to lead other independent types while seeking autonomy for themselves Relate to people based on expertise rather than position Seek to interact at an intellectual rather than emotional level

Ch. 2 - General Composing Techniques - Draft

Let creativity flow by drafting from the subconscious (don't be a perfectionist) Techniques: Compose in any order Avoid editing Print hard copy Schedule time gap

Ch. 5 - Verbal Speaking Structure - Other Speaking Situations

Manuscript: Use spoken-style Impromptu: 1) Anticipate 2) Relate to experience 3) Keep remarks short 4) Start with preview Webconferences: 1) Plan (different locations, different tech) 2) Enhance body language (mostly head) 3) Enhance voice (speak naturally, be brief) Dealing with media:\ Preparation: 1) Cultivate helpful media relationships 2) Analyze reporter and viewer audiences 3) Anticipate questions and plan responses Responding: 1) Listen carefully 2) Bridge questions with sound bytes 3) Bring points to life On-camera: 1) Prep for distractions 2) Decide where to focus 3) Dress appropriately Team presentations: 1) Organize as a whole: set agenda together 2) Content transition b/t speakers: backward/forward look 3) Consistent visual aids: same form, template 4) Rehearse as group 5) Choreograph logistics: plan format

Texas City Refinery

March 23, 2005 a major explosion in BP's facility caused 15 worker deaths and 170 worker injuries

Lawrence Mulloy

Marshall Spce Flight Center manager for the Solid Rocket Booster project since 1982; put pressure on Thiokol management to approve launch, "My God, Thiokol, when do you want me to launch - next April?"

INTP Potential Pitfalls

May be too abstract and therefore unrealistic about necessary follow-through May overintellectualize and become too theoretical in their explanations May pay too much attention to minor inconsistencies at the expense of teamwork and harmony May turn their critical analytical thinking on people and act impersonally

INTP Suggestions For Development

May need to focus on practical details and develop concrete steps for implementation May need to state things more simply May need to yield on minor points in order to gain the cooperation of others May need to get to know more about others and express appreciation of them

Ch. 1 - Message Strategy - Strategies - Harness power of beginning and endings

Memory curve: People remember what's first and last, not the middle Generally, use direct (main point first) over indirect (main point last) when possible (over 90% of the time) Improves comprehension and focuses on bottom line Use indirect approach with caution: highly sensitive message, hostile audience, cultural norms

Admiral Thad Allen

National Incident Commander for BP oil spill recovery efforts

Augustine - Crisis Management: 3) Recognizing the Crisis

Often most challenging: - Problem is misclassified - Public perception is ignored (often the actual crisis) - Unheeded warnings Embrace principle that interests of customer always come first. Consider outside investigators

Argenti - Corporate Advertising: Image

Often used after structural changes to reinforce and strengthen new vision, organization, and strategy Used to close gaps between image and identity

Prudhoe Bay

Oil Spill on March 2, 2006 from a pipeline owned by BP in western Prudhoe Bay, Alaska

Agenti - Identity Management - 4) Develop Prototypes

Once design is finalized, consultants develop prototypes and models. A diversity of people should be involved so that any one manager does not get cold feet and back out.

Argenti - Definition: Reputation

Reputation is the perceptions (image) of all a company's constituencies built up over time. - Differs from image: built over time - Differs from identity: product of external and internal consistuencies Foundation for solid reputation: aligned identity and image

Argenti - Reputation: Importance

Reputation: - calls attention to attractive features - helps companies weather crises - encourages public confidence, especially in a period where business confidence is low

Augustine - Crisis Management: 4) Containing the Crisis

Requires triage: tough decisions made fast. - Some reasonable, decisive action is almost always better than no action at all. - Problem: Don't know enough info or have too much info Conflicting Advice: Legal vs. Public Perception - Err on side of overdisclosure Must speak to public: 1) State clearly you don't know all facts. State facts you do know. 2) Evaluate in human terms the real issues and real messages 4 Lessions: 1) Create group to work full-time to contain crisis while rest of operations go on 2) One spokesperson: Dispatch CEO - Two mesages: we care, we are accountable 3) Constituencies should be given all info 4) Place devil's advocate in crisis team Key to have principles to fall back on.

Morgan - Become an Authentic Speaker

Research indicates people exhibit nonverbal cues before conscious awareness, so must be truly authentic and sincere by harnessing basic impulses of four specific aims: 1) Openness. Intend to be open with audience. Relaxed and candid. 2) Connection. Intend to connect with the audence. Engage and capture attention. 3) Passion. Intend to be passionate about topic. Focus on emotional connection. 4) Listening. Intend to "listen" to the audience. Adapt to their needs and engage.

Agenti - Identity Management - 3) Develop Designs and Names

Search for alternatives and establish an actual design. This step requires consultants because of the complexity and risk of infringement; however, there must be balance between the manager and his consultants.

Agenti - Identity Management - 2) Set Identity Objectives

Set clear goals that emphasize constituency response rather than company action. The goals should be set by senior management and must explain how each constituency should react to specific identity proposals.

Jaster - Conclusions/Recommendations: End Concluding

Should accomplish several objectives: 1) Summarize main points 2) Reaffirm conclusions/recommendations 3) Reassert/reaffirm role as authority/expert on subject being presented Use transition to conclusion

Ch. 6 - Visual Speaking Aids - Techniques - Designing your Slide Master

Slide Master: master color and font template Why? Powerpoints aren't very business-like Colors: Avoid "fruit salad" effect, check on screen Background: Solid Text: Contrast w/ background Accent: Sticks out, use sparingly for emphasis Readable font: Size: Stand in back to check Headlines: 28-32 font Text: 18-24 font Labels: 14 font For text: Sentence-case Font styles: Use sparingly Animation: Focus audience attention

Jaster - Oral Presentations - Jaster's 20 Tips

Slides: 1) Use agenda slide 2) Be heard 3) Use conversational style 4) Stand 5) Move, but no pacing 6) Maintain eye contact 7) Use notes sparingly 8) No lengthy passages 9) Hands/arms for emphasis, but no waving 10) Repeat key words/phrases 11) Visible visuals 12) Avoid repititious fillers (umm) 13) Keep asides to minimum 14) Avoid 1 person dialogues 15) Careful with humor 16) Avoid technical jargon 17) Check audience for inattention/confusion 18) Encourage questions, but answer briefly 19) Be enthusiastic 20) Be aware of time

Agenti - Definition: Identity

The manifestation of the company's reality as conveyed through its name, logo, motto, products, services, buildings, and all other tangible evidence created by the organization and communicated to a variety of constituencies.

Argenti - Definition: Corporate Advertising

The paid use of media that seeks to benefit he image of the corporation as a whole rather than its products or services alone. Three broad categories: 1) Image advertising 2) Financial advertising 3) Issue advocacy

INTP Order of Preferences

Thinking Intuition Sensing Feeling

Ch. 4 - Micro Writing Issues - Choosing a style - Formality

Too formal: Avoid unless necessary to avoid blame and deemphasize the action) Sounds: self-important, beats around bush Uses: passive, long words, overlong sentences Businesslike: Uses: Short words/phrases, some contractions, personal pronouns when appropriate Too informal: disorganized, rambling, slangy, over casual

Kahneman - Surety of Fools: Tests

True intuitive expertise is learned from prolonged experience with good feeback on mistakes. Ask two questions: 1) Is the environment in which the judgment is made sufficiently regular to enable predictions from available evidence? Diagnosticians, not stock pickers 2) Do the professionals have an adequeate opportunity to learn from the cues and regularities? Anesthesiologists, not radiologist. Should not take assertive and confident people at their own evaluation unless you have independent reason to believe that they know what they are talking about.

Ch. 4 - Micro Writing Issues - Choosing a style - Jargon

Try not to use, or at least explain, professional or lingual jargon Tendency to use professional jargon is called "pathological professionalism": rejoice in difficulty of trade

Ch. 2 - General Composing Techniques - Edit

Use a HARD COPY and move from large issues to small issues Steps: 1) Edit for communication strategy 2) Edit for macro issues - structure, clarity, effectiveness 3) Edit for micro issues - sentences and words 4) Edit for correctness - grammar, punctuation

Ch. 6 - Visual Speaking Aids - Techniques - Designing each individual slide

Use message titles: short phrases, not topics Reasons: improve comprehension, make stand- a-lone sense, help with transitions Show "how much" with graphical charts: Include only relevant data Eliminate chartjunk (use labels, not legends) Show "how" with concept diagrams to: Illustrate relationships (interaction, structure, etc) Highlight sequences (linear, time, etc) Design text slides to show "why" or "how" Keep text simple: no text strings Stand-a-lone sense Telegram language: brevity Don't misuse bullets: 6x2 rule, Max: 6 per slide, 2 lines each Space between bullets Parallelism: grammatical, conceptual Editing each slide: Avoid overload Cite sources Check for errors

Argenti - Corporate Advertising: Financial

Used to enhance image within the financial community and investors Can actually increase stock price by exemplifying coherent vision and strong management. Usually does this by ensuring that shares are not undervalued.

Argenti - Corporate Advertising: Issue

Used to respond to external threats, such as gov't and interest groups, who want to change the status quo. Difficult. Management must have courage to argue forcefully for its ideas and not afraid to alienate certain constituencies.

INTP Problem-Solving Approach

Want to use their internal logic to structure problems and solutions (T) while searching for possible options (N)

Substance - 4 S

What information, data, facts, etc. must be included to accomplish objectives? What information must be held back or held for Q&A? (relevance, nice to know, etc.) What information is critical to success?

Augustine - Crisis Management: 5) Resolving the Crisis

Speed is the essence. Keep moving.

Identity Management in Action

Step 1: Conduct an Identity Audit; Step 2: Set Identity Objectives; Step 3: Develop Designs and Names; Step 4: Develop Prototypes; Step 5: Launch and Communicate; Step 6: Implement the Program

Jaster's 4 S's (Keys)

Strategy Structure Substance Style

Argenti - Reputation: Philanthropy and Social Responsibility

Survey (Americans): - 83%: responsiblity to support causes - 92%: more positive image of company that supports causes - 87%: more likely to switch based on good cause Pitfall: Can be seen as self-serving, especially in the case of "strategic giving" that is related to the company's business Requirements: 1) Should be consistent with vision and be perceived as credible 2) Company should choose channels to communicate giving based on constituent's concerns, needs, etc.

Ch. 2 - General Composing Techniques - Research

Synthetic: Synthesize information from various sources (synthesize sources) Internet, Email, Read, Interview Analytic: Probe your own mind in an organized fashion (draw conclusions) Focus, Questioning Intuitive: Let mind express itself freely, postpone analysis and organization (creative thought) Brainstorm, Free write, Mind Map

Ch. 2 - General Composing Techniques - Focus

Take a step back and see the essence of the message, focusing on audience and objective Techniques to simulate: Imagine the reader skimming Nutshell ideas Teach ideas Formulate thesis Simulate elevator pitch Busy boss summary

Ch. 1 - Message Strategy - Strategies - Organize your message

Tell (Instruct/Inform): Key points: order select number of points in sequence that connects Key questions: group content based on questions covered Steps in a process: chronological Alternative: Outline and compare alternatives Sell (Persuade): List recommendations (direct approach) List benefits (direct approach) Problem/solutions (indirect approach)

Ch. 5 - Verbal Speaking Structure - Types

Tell/Sell (Inform/Instruct; Persuasive) Question & Answers Consult/Join (Confer; Collaborate) Other Situations (Team)

Ch. 1 - Communicator Strategy - Style - Tell/Sell

Tell: When you want audience to learn from you (instruct or inform) Sell: When you want your audience to change their thinking or behavior (persuading or advocating) In these situation: You have sufficient info You don't need to hear other opinions, ideas You want to control the message

William Knox D'Arcy

- British miner who secured a concession from Grand Vizier of Persia to search for petroleum throughout most of the Persian Empire in 1901; in 1905, joined with Burmah Oil Company in a Concessionary Oil Syndicate; Oil was discovered in May 1908; Anglo-Persian Oil Company was formed in April 1909;

McDonnel Douglas

American aerospace manufacturer and defense contractor; created a report in September 1971 that discussed possible problems with Space Shuttle, including burnthrough by hot gases of the rocket's casing adjacent to liquid hydrogen/oxygen tank or orbiter which is what happened to Challenger

Ch. 1 - Audience Strategy - Who?

Analyze demographics, knowledge and beliefs, and preferences for: - Primary audience: directly receive message - Key influencers (decision-makers, opinion leaders, gate keepers): in control - Secondary audiences: who could potentially see and be influenced by or influence message

beginning date of BP Gulf Oil Spill

April 20, 2010

Ch. 1 - Audience Strategy - Feelings?

Feelings: current situation, emotions about the message Interest: High (Tell/Sell); Low (Consult/Join) Biases: Positive or neutral: reinforce existing attitude Negative: 1) convince of problem, solve; 2) state agreement points; 3) limit request to easiest; 4) anticipate objections Ease of Desired Action: Easy or hard: Emphasize WIIFT Hard: limit request and action to smallest, easiest

Agenti - Identity Management - 6) Implement the Program

Final stage. Can take years for large companies and a minimum of several months for small firms. Best approach to ensure consistency across all uses for a new identity program is to develop identity standards (i.e. standard manual)

Arnold Aldrich

Houston-based mission manager decided to go ahead with the launch; postponed by one hour to give the Ice Team time to perform another inspection

Ch. 1 - Audience Strategy - Expectations?

How much background, info, and style they need? Empathize with novices: limit or define jargon, simplify information Deal with mixed backgrounds: provide background, acknowledge experts Consider format expectations: find out expected timing, visual aids, formality Address second language issues: limit idioms, avoid sarcasm and humor, adjust delivery

Style - 4 S

How must information be presented to establish credibility? What media or mix must be used to satisfy audience's needs and expectations? How must visuals be displayed? Who must present the information? How accessible must the information be? What mix of complexity and simplicity must be used for what audience?

Structure - 4 S

How should material, data, facts, etc. be organized to meet the audience's needs and expectations? How should information be organized to accomplish the company's objectives? How should information be organized to accomplish your own objectives?

Agenti - Shaping Identity: Importance

Identity is the only part of reputation management an organization can completely control

Augustine - Crisis Management: 6) Profiting form the Crisis

If previous stages handled flawlessly, company has opportunity to recoup losses and begin to repair dislocations Show trust: demonstrate true concern for customers and committment to ethical standards Expectations are so low that a company can gain high praise by doing something right. LUCK IS NEEDED

Argenti - Goal of Identity Program

Images formed by constituencies of the company accurately reflect an organization's reality. If images differ dramatically from the reality, then strategy is either: 1) ineffective, or 2) the company's self-understanding needs modification.

Ch. 1 - Communicator Strategy - Style

Increase Control of Message --> Join/Consult; Sell/Tell <-- Increase audience participation Stick to control of message. When you have sufficient info, you don't need audience participation.

INTP Preferred Learning Style

Individualized with no set beginning or end, following their own interest in depth Broad, conceptual, and challenging their intellect

Ch. 1 - Communicator Strategy - Credibility - Types

Initial: Audience's perception of you before you begin to communicate Technique: Stress or remind the audience of the grounds for credibility Acquired: Audience's perception of you as a result of what you communicate Technique: Associate with high-credibility person, Acknowledge shared values with audience

Agenti - Shaping Identity: Inspirational Vision

Inspirational vision: central to corporate identity - Narrative: ensures coherence and continuity; hard to imitate; promotes consistency - Most appealing: underdog

Morgan's "intent to be open, to connect with your audience, to be passionate about your topic, and to listen to your audience." What does each "intent" mean? Give a short definition.

Intent means one of the aims or goals, which are basic impulses underlying the speech. Sincerely realizing these feelings, instead of thinking about them.

Argenti - Who Uses Corporate Advertising

Over 50% of largest US industrial and nonindustrial companies - Correlation b/t size - More controversial industries - More heavy industry

Agenti - Definition: Image

Perceptions of an organization's identity from the viewpoint of its constituencies based upon all the messages sent out through names, logos, and expressions of corporate vision.

Augustine - Crisis Management: 2) Preparing to Manage Crisis

Preparation: Making a plan to deal with undesirable outcomes if disaster does strike. - Includes: action plans, communication plans, fire drills, essential relationships - PRACTICE: Second-order effects - Useful preparations: crisis center, contingency plans, selecting members of crisis team, creating redudancies. Potential mgmt overconfidence - 89% say crisis inevitable - 50% do not have plan - 97% confident they respond well

Augustine - Crisis Management: 1) Avoiding the Crisis

Prevention: least costly and simplest way to control potential crisis - Often overlooked because managers believe they are in control of their company's fortunes Mgmt must make clear to employees what they want; however, ** perfect prevention is perfectly unattainable Avoiding leaks (during negotiation): - limit involvement to few trustwrothy people - nondisclosure agreement - create exterior "noise" to drown out facts

Ch. 5 - Verbal Speaking Structure - Questions and Answers

Purpose: Answer questions When: Inform audience when to ask questions Throughout vs. End How: Prepare in advance: anticipate Show understanding: listen Stick to objective: stay on message Involve everyone Don't know or need time: Don't know: Be honest, offer to look it up Need time: Repeat, turn question around, reflect Challenging questions: Confusing: Deflect and move on Controlling: Thank, but stay on point Hostile: Understanding, find common ground

Ch. 5 - Verbal Speaking Structure - Consult/Join

Purpose: Confer or collaborate Preparation: Set objective Set agenda Delegate roles: facilitator, timer, scribe Participation: Opening - plan to: Start on time Explain agenda Agree on ground rules Involve people early During - throughout the meeting: Ask open-ended questions Paraphrase responses Record responses Minimal encouragers ("I see") Be careful with disagreements Don't talk too much Decision-making and follow-up: Decision-making: make clear what method you will use (i.e. one person, majority, consensus) Follow-up: follow up with permanent record (minutes) and action plan.

Ch. 5 - Verbal Speaking Structure - Tell/Sell

Purpose: Inform or Persuade What to Say: Effective opening: Purpose of speech What's In It For Them (WIIFT) Build credibility, if necessary Give preview: Agenda or outline key points State main points clearly: Organized, easy to follow Limit main points: 5 to 7 main points Strong transitions: Long, explicit transitions between sections Backward/forward looking transitions: Be repetitive and remind Keep interest high: Stories, names, energy, questions, engagement End with action steps/call to action

Ch. 1 - Communicator Strategy - Credibility - Factors

Rank Goodwill Expertise Image Common Ground

Summary of INTP

Rational and theoretical, preferring to organize ideas rather than situations or people. They prefer working along with ample autonomy for their own ideas and methods. Seek to develop logical explanations for everything that interests them. Theoretical and abstract, interested more in ideas than social interaction. Quiet, contained, flexible, and adaptable. Have unusual ability to focus in depth to solve problems in their area of interest. Skeptical, sometimes critical, always analytical.

Ch. 2 - Special Composing Techniques

Writer's Block: Change writing task (change section), activity (take a break), or perception (relax commitment to rules) Writing in groups: Create guidelines and agree on tasks and timeline Using e-mail: Be careful about emotions, use words carefully, use high skim value techniques, pause before you send

Ch. 1 - Channel Choice Strategy - Types

Written: High Interactive: SMS and IM Med. Interactive: Email, social network Min. Interactive: Hard copy, web page Oral: High Interactive: Telephone, conference call Min. Interactive: Voicemail Blend: High Interactive: One-on-one, meeting Med. Interactive: Presentation Min. Interactive: Webcast See pg. 27

Jaster - Conclusions/Recommendations: Recommendations

Your opinion or professional judgement of how to solve the problem. Sometimes based on intuition or experience. Function: Attempts to solve the problem raised in the statement of purpose. The first recommendation should directly offer a solution. Any others should be supporting. Arrangement: Depends on conclusion. If conclusions are list, then list recommendations. If conclusions are paragraphs, paragraph recommendations. May blend conclusions and recommendations. Style: Clear, straightforward. Tone: Consider tone and position of controversial recommendations.

Don Parus

new engineer who took charge of the Texas City Refinery