communication for managers in mit

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MIT OpenCourseWare http://ocw.mit.edu 15.280 Communication for Managers Fall 2008 For information about citing these materials or our Terms of Use, visit: http://ocw.mit.edu/terms.

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Page 1: Communication for Managers in MIT

MIT OpenCourseWare http://ocw.mit.edu 15.280 Communication for ManagersFall 2008

For information about citing these materials or our Terms of Use, visit: http://ocw.mit.edu/terms.

Page 2: Communication for Managers in MIT

Communication for Managers

Course Review

Page 3: Communication for Managers in MIT

The Distributed Leadership Model

Visioning

Sensemaking Relating

Inventing

Page 4: Communication for Managers in MIT

When creating an effective communication strategy, how do we analyze the situation?

Page 5: Communication for Managers in MIT

Communication Strategy and Structure

Strategy:Analyze

the Situation

Purpose

Audience

Credibility

Cultural Context

Page 6: Communication for Managers in MIT

Once the analysis is complete, what factors are important for deciding on a strategy?

Page 7: Communication for Managers in MIT

Communication Strategy and Structure

Managerial style

Structure

Content

Channel

StrategyChecklist

Page 8: Communication for Managers in MIT

We frequently consider four different managerial styles.

What are they?

Page 9: Communication for Managers in MIT

Communication Strategy and Structure

Consult

Low

High

Writer/SpeakerControl

HighLowAudience

Involvement

Managerial Styles

Tell

Sell

Join

Page 10: Communication for Managers in MIT

There are two primary approaches to structure.

What are they and when might we use them?

Page 11: Communication for Managers in MIT

Structure: Direct or Indirect

Communication Strategy and Structure

Direct Indirect

Informative Main points followed by subsidiary points

Subsidiary points preceding main point

Persuasive Recommendation backed by arguments

Arguments leading to recommendation

Page 12: Communication for Managers in MIT

Cialdini introduces us to six principles of persuasion.

Can you identify them?

Page 13: Communication for Managers in MIT

The Art and Science of Persuasion

Liking: People like those who like them

Reciprocity: People repay in kind

Social Proof: People follow the lead of similar others

Consistency: People align with their clear commitments

Authority: People defer to experts

Scarcity: People want more of what they can have less of

Cialdini’sPrinciples

Page 14: Communication for Managers in MIT

What is the Minto Pyramid and how is it useful?

Page 15: Communication for Managers in MIT

How?

Why?

Recommending Change

Change

Strategy 1 Strategy 2 Strategy 3

Argument1

Argument3

Evidence Evidence

Minto Pyramid: Organizing Your Ideas

Page 16: Communication for Managers in MIT

What constitutes effectively designed visual aids?

Page 17: Communication for Managers in MIT

Creating Visual Aids

Checklistfor

Visuals

Consistent

Titled Appropriately

Purposeful in Use of Color and Special Effects

Clear and Uncluttered

Page 18: Communication for Managers in MIT

What are some of the factors that contribute to effective document design?

Page 19: Communication for Managers in MIT

Macrowriting Considerations

Use Document

Design to Highlight

Message

Subheads: Shows structure

Lists: Highlights important and conceptually parallel information

White Space: Highlights material and creates transitions through Indenting, Columns, Lines

In-Text Highlighting: Non-structural highlighting of key words, phrases

Tables and Graphs: Simplifies dense evidence critical for main flow of document

Page 20: Communication for Managers in MIT

Effective persuasive cover letters do a few key things.

What are they?

Page 21: Communication for Managers in MIT

Writing Persuasive Cover Letters

Give concrete evidence of your understanding of, fit with, and preparation for the position

Give the reader a sense of you as a person; and ideally, your fit with the organization

Demonstrate excitement about the position

Avoid distracting errors and typos (particularly regarding contact/company information)

Persuasive Cover Letters

Page 22: Communication for Managers in MIT

As we consider cultures around the world, what are some of the values and perceptions that differentiate them?

Page 23: Communication for Managers in MIT

Dimensions of Culture

Cultures Can Differ on Values and Perceptions

ValuesIndividualism and collectivismHigh context and low contextCriteria for/definitions of successNature of changeImportance of hierarchies

PerceptionsPerceptions of

– Space– Time– Gender roles

Nature of– Authority– Humor

Page 24: Communication for Managers in MIT

How can you develop your ability to listen actively?

Page 25: Communication for Managers in MIT

Hit the “pause button”

ListeningYour Way To Clarity

Allow others time to finish sentences and pause

Remain in the present

Know you will have time to think about your response

Remain neutral, non-judgmental

Hold advice and opinion

Page 26: Communication for Managers in MIT

Sensemaking Relating

Visioning

The Distributed Leadership Model

Making sense of the context

Designing new ways of working together

Creating a compelling picture of the future

Developing key relationships

Inventing