Time Management

Points of how to manage your time more efficiently

1. Keep a log of your daily activities: to understand where you have spend your time or wasting it.
2. Procrastination: Adapt a "Do it now" attitude, focus on tasks that are important, not what is urgent.
3. Delegate: Learn to delegate all of non-essential tasks. But be clear on what exactly you want and assign to the right person when delegating the tasks.
   
4. Avoid meetings: if it does not concern you, stay on the subject and start the meeting on time (with or without all members)
5. Dealing with Interruptions: Don't be slave to phone, answer them at your own leisure. Organize your daily time to have one or two hours of interrupted time daily.
6. Batching your tasks: Batch similar jobs together and do them all at same time to do them more efficiently and effectively.
7. Neatness: KEEP YOUR OFFICE CLEAN. Have the work you need to do the only thing on the table to keep focused. Also, most of top managers or executives would not want to hire someone who can not keep his office clean.
   
8. Chunks of time: Most of critical tasks need a "Chunk" of time (60 - 90 minutes) to perform, learn how to manage your time so you won't be interrupted.
9. Transition time: Make use of time you spend on transportation. Read an article, listen to educational medias to enhance your knowledge for better career.
10. Punctuality: ALWAYS be on time. Being punctual is usually assoicated with positive image for a business person in people's eyes.
11. Work Simplification: Understand how to increase your productivity, learn how to prioritize your tasks. Focus on doing what you do best or what is most important. Learn how to work as a team.
    
12. Say NO: Learn to say NO.
13. Improve your Life: Learning how to manage your time better is to provide more time for you to spend with close ones. They are the most important people in your life.
    

PowerPoint Summaries

Leadership & Communications

Chapter 5: Using Graphics and PowerPoint for a Leadership Edge
Chapter 6: Developing Emotional Intelligence and Cultural Literacy to Strengthen Leadership Communication

Essential of Negotiations

Chapter 7: Finding and Using Negotiation Power
Chapter 8: Ethic in Negotiation
Chapter 9: Relationships in Negotiation

Negotiation chapter 9 "Key Elements in Managing Negotiations within Relationships"

Reputation, Trust, and Justice are three elements that become more critical and pronounced when they occur within a relationship negotiation.

Definition of Reputation
A reputation is a “perceptual identity, reflective of the combination of salient personal characteristics and accomplishments, demonstrated behavior and intended images preserved over time, as observed directly and/or as reported from secondary sources” .

Importance of Reputations
•Reputation are perceptual and highly subjective in nature.
•An individual can have a number of different, even conflicting, reputations.
•Reputation is influenced by an individual’s personal characteristics and accomplishments.
•Reputations develop over time.
•Negative reputations are difficult to “repair”.

Trust
“An individual’s belief in and willingness to act on the words, actions and decision of another.”
•Recent research on trust and negotiation.
•Trust repair.

Justice
Justice can take several forms:
•Distributive justice is about the distribution of outcomes.
•Procedural justice is about the process of determining outcomes.
•Interactional justice is about how parties treat each other in one to one relationships.
•Systemic justice is about how organizations appear to treat groups of individuals and the norms that develop for how they should be treated.

Repairing a Relationship
•What might be causing any present misunderstanding?
•What might be causing a lack of trust?
•What might be causing one or both of us to feel coerced ?
•What might be causing one or both of us to feel disrespected?
•What might be causing one or both of us to get upset?

Negotiation chapter 9 "Negotiations in Communal Relationships"

· Are more cooperative and empathetic.
· Craft better quality agreements.
· Perform better on both decision making and motor tasks.
· Focus their attention on the other party’s outcomes as well as their own.
· Focus more attention on the norms that develop about the way that they work together.
· Are more likely to share information with the other and less likely to use coercive tactics.
· Are more likely to use indirect communication about conflict issues and develop a unique conflict structure.
· May be more likely to use compromise or problem solving as strategies for resolving conflicts.


Guidelines for balancing inquiry and advocacy include the following:

When advocating your own view,
1) Make your reasoning explicit.
2) Encourage others to explore your view.
3) Encourage others to provide different views.
4) Actively inquire into others’ views that differ from your own.

When inquiring into others’ views,
1) State your assumption clearly and acknowledge that they are assumptions.
2) Share the “data” on which your assumptions are based.
3) Don’t ask questions if you are not genuinely interested in the others’ responses.

When you arrive at an impasse,
1) Ask what logic or data might change the others’ views.
2) Ask if there is any way you might jointly design a technique that might provide more information.

When you or others are hesitant to express views or experiment with alternative ideas,
1) Encourage them (or yourself) to think out loud about what might be making it difficult.
2) If mutually desirable, jointly brainstorm ideas about overcoming ant barriers.

Negotiation chapter 9 "Dimensions of Relationships"

A relationship is “the meaning assigned by two or more individuals to their connectedness or coexistence.”
First, most of the elements can be either unidirectional or symmetrical.
Second, the presence of these qualities is likely to affect how the parties negotiate, and, conversely, a negotiation is likely to have impact on these factors.
Finally, each relationship will differ on the configuration of these qualities, which will then affect how the parties approach negotiation.

Graphic Rules: Color Wheel, Primary/Secondary Colors

A color wheel is a wheel used to show the relations of colors. The standard color wheel for light has colors of magenta, yellow, and cyan located at positions that can form an equilateral triangle when connected by straight lines, and another for red, green, and blue. Connecting all 6 of these points forms a hexagon.

Noted that Blue, Yellow, and Red are labeled as the primary while Purple, Green and Orange is labeled as secondary. In presentation graphics, it is the best practice to limit yourself with use of only primary and secondary colors to achieve best contrasting effects. Also, choosing complementary colors (colors that are directly across each other in color wheel) to receive best contrast.

For further information on using color, please consult the following links:
Color Theory
Complementary Color

Chapter 8 - Ethics in Negotiation

What Are Ethics and Why Do They Apply to Negotiations?

•Ethics are broadly applied social standards for what is right or wrong in a particular situation, or a process for setting those standards.

Major Ethical Questions

1)What are ethics and why do they apply to negotiation?
2)What are questions of ethical conduct are likely to arise in negotiation?
3)What motivates unethical behavior, and what are the consequences?
4)How can negotiators deal with the other party’s use of deception?

Four Standards for Evaluating Strategies and Tactics in Business and Negotiation



-Choose a course of action on the basis of results I expect to achieve
-Choose a course of action on the basis of my duty to uphold appropriate rules and principles
-Choose a course of action on the basis of the norms, values, and strategy of my organization orcommunity
-Choose a course of action on the basis of my personal convictions
Four Approaches to Ethical Reasoning
•End-result ethics
•Duty ethics
•Social contract
•Personalistic ethics
Applying Ethical Reasoning to Negotiation

-If you believed in end-result ethics, then you might do whatever was necessary to get the best possible outcome
-If you believed in duty ethics, you might perceive an obligation never to engage in subterfuge, and might therefore reject a tactic that involves an outright lie
-If you believed in social contract ethics, you would base your tactical choices on your view of appropriate conduct for behavior in your community; if others would use deception in a situation like this, you lie
-If you believed in personalistic ethics, you would consult your conscience and decide whether your need for cash for your upcoming trip justfied using deceptive or dishonest tactics

Analytical Process for the Resolution of Moral Problems
Understand all moral standards ->>>Define Complete moral problem ->>>


Determine the economic outcomes ,Consider the legal requirements and Evaluate the ethical duties ->>> Propose convincing moral solution


Recognize all moral impacts:
-Benefits to some
-Harms to others
-Rights exercised
-Rights denied

Identifying Ethically Ambiguous Tactics and Attitudes toward Their Use

•What Ethically Ambiguous Tactics Are There?
•Is It All Right to Use Ethically Ambiguous Tactics?


•Deception by Omission versus Commission


•The Decision to Use Ethically Ambiguous Tactics:
“A Model”
Why Use Deceptive Tactics? Motives and Consequences
•The power motive
•Other motives to behave unethically
•The consequences of unethical conduct
• Explanations and justifications
The Power Motive

The purpose of using ethically
Ambiguous negotiating tactics is
to increase the negotiator’s power
in the bargaining environment
Whoever has better information,
or uses it more persuasively,
stands to “win” the negotiation

Other Motives to Behave Unethically
Negotiators may rationalize the use of
marginally ethical tactics versus taking
personal responsibility
•“He is going to cheat so I might as well cheat first”
The Consequences of Unethical Conduct
A negotiator who employs an unethical tactic
Will experience positive or negative
consequences. The consequences are based
on:
•Whether the tactic is effective
•How the other person, constituencies, and audiences evaluate the tactic
•How the negotiator evaluates the tactic
Explanations and Justifications
The primary purpose of explanations
and justifications is:
•To rationalize, explain, or excuse the behavior
•To verbalize some good, legitimate reason why this tactic was necessary
Rationalizations for Unethical Conduct
•The tactic was unavoidable
•The tactic was harmless
•The tactic will help to avoid negative consequences
•The tactic will produce good consequences, or the tactic is altruistically motivated
•“They had it coming,” or “They deserve it,” or “I’m just getting my due”
•The tactic is fair or appropriate to the situation



How Can Negotiators Deal With the Other Party’s Use of Deception?
•Ask Probing Questions
•Recognize the Tactic
–Ignore the tactic
–Ask questions
–“Call” the tactic
–Respond in kind
–Discuss what you see and offer to help the other party change to more honest behaviors
Summary
Negotiators who are considering the use
of deceptive tactics ask themselves he
following questions:
1. Will they really enhance my power ad help me to achieve my objectives?
2. how will the use of these tactics affect the quality of my relationship with the other party in the future?
3. How will the use of these tactics affect my reputation as a negotiator?

Mind Map Links for Chapters by Team 3

Leadership Chapter 5: Using Graphics and PowerPoint for a Leadership Edge

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

Negotiation Chapter 7: Finding and Using Negotiation Power

Negotiation Chapter 8: Ethic in Negotiation

Negotiation Chapter 9: Relationships in Negotiation

Ch8-Ethics in Negotiation

What Are Ethics and Why Do They Apply to Negotiations?

•Ethics are broadly applied social standards for what is right or wrong in a particular situation, or a process for setting those standards.

Major Ethical Questions

1)What are ethics and why do they apply to negotiation?
2)What are questions of ethical conduct are likely to arise in negotiation?
3)What motivates unethical behavior, and what are the consequences?
4)How can negotiators deal with the other party’s use of deception?

Four Standards for Evaluating Strategies and Tactics in Business and Negotiation

-Choose a course of action on the basis of results I expect to achieve
-Choose a course of action on the basis of my duty to uphold appropriate rules and principles
-Choose a course of action on the basis of the norms, values, and strategy of my organization orcommunity
-Choose a course of action on the basis of my personal convictions

Four Approaches to Ethical Reasoning

•End-result ethics
•Duty ethics
•Social contract
•Personalistic ethics

Applying Ethical Reasoning to Negotiation

-If you believed in end-result ethics, then you might do whatever was necessary to get the best possible outcome
-If you believed in duty ethics, you might perceive an obligation never to engage in subterfuge, and might therefore reject a tactic that involves an outright lie
-If you believed in social contract ethics, you would base your tactical choices on your view of appropriate conduct for behavior in your community; if others would use deception in a situation like this, you lie
-If you believed in personalistic ethics, you would consult your conscience and decide whether your need for cash for your upcoming trip justfied using deceptive or dishonest tactics

Analytical Process for the Resolution of Moral Problems

Understand all moral standards ->>>Define Complete moral problem ->>>

Determine the economic outcomes ,Consider the legal requirements and Evaluate the ethical duties ->>> Propose convincing moral solution

Recognize all moral impacts:
-Benefits to some
-Harms to others
-Rights exercised
-Rights denied

Identifying Ethically Ambiguous Tactics and Attitudes toward Their Use

•What Ethically Ambiguous Tactics Are There?
•Is It All Right to Use Ethically Ambiguous Tactics?

•Deception by Omission versus Commission

•The Decision to Use Ethically Ambiguous Tactics:

“A Model”

Why Use Deceptive Tactics? Motives and Consequences

•The power motive
•Other motives to behave unethically
•The consequences of unethical conduct
• Explanations and justifications

The Power Motive

The purpose of using ethically
Ambiguous negotiating tactics is
to increase the negotiator’s power
in the bargaining environment
Whoever has better information,
or uses it more persuasively,
stands to “win” the negotiation

Other Motives to Behave Unethically

Negotiators may rationalize the use of
marginally ethical tactics versus taking
personal responsibility
•“He is going to cheat so I might as well cheat first”

The Consequences of Unethical Conduct

A negotiator who employs an unethical tactic
Will experience positive or negative
consequences. The consequences are based
on:
•Whether the tactic is effective
•How the other person, constituencies, and audiences evaluate the tactic
•How the negotiator evaluates the tactic

Explanations and Justifications

The primary purpose of explanations
and justifications is:
•To rationalize, explain, or excuse the behavior
•To verbalize some good, legitimate reason why this tactic was necessary

Rationalizations for Unethical Conduct

•The tactic was unavoidable
•The tactic was harmless
•The tactic will help to avoid negative consequences
•The tactic will produce good consequences, or the tactic is altruistically motivated
•“They had it coming,” or “They deserve it,” or “I’m just getting my due”
•The tactic is fair or appropriate to the situation

How Can Negotiators Deal With the Other Party’s Use of Deception?

•Ask Probing Questions
•Recognize the Tactic
–Ignore the tactic
–Ask questions
–“Call” the tactic
–Respond in kind
–Discuss what you see and offer to help the other party change to more honest behaviors

Summary

Negotiators who are considering the use
of deceptive tactics ask themselves he
following questions:
1. Will they really enhance my power ad help me to achieve my objectives?
2. how will the use of these tactics affect the quality of my relationship with the other party in the future?
3. How will the use of these tactics affect my reputation as a negotiator?

Chapter 7 - Finding & Using Negotiation Power”

Why is Power Important to Negotiators?
Most negotiators believe that power is important in negotiation because it gives one negotiator an advantage over the other party. Negotiators who have this advantage usually want to use it to secure a greater share of the outcomes or achieve their preferred solution.

Reasons for Negotiator to Seek Power:
- The negotiator believes he or she currently has less power than the other party.
- The negotiator believes he or she needs more power than the other party to increase the probability of securing a desired outcome.

Power Defined:
- There are really two perspectives on power, “power over”, or power used to dominate and control the other and “power with”, or power used to work together with the other.

1. Negotiators focus on interests and priorities as a way to work toward a mutually satisfying agreement that creates value.
2. Negotiators focus on right when they seek to resolve a dispute by drawing upon decision rules or standards grounded in principles of law, fairness, or perhaps an existing contract.
3. Negotiators focus on power when they use threats or other means to try to coerce the other party into making concessions.

Some important implications for the use of power in negotiation:
- Starting a negotiation by conveying your own power to coerce the other party could bring a quick settlement if your threat is credible.
- Power tactics (and rights tactics) may be most useful when the other party refuses to negotiate or when negotiations have broken down and need to be restarted.
- The success of power tactics (and rights tactics) depends to a great extent on how they are implemented.

Source of Power:
Classic view of Source of power:
- Expert Power
- Reward Power
- Coercive Power
- Legitimate power
- Referent Power

Contemporary view for sources of power:
- Informational sources of power
- Personal sources of power
- Power based on position in an organization
- Relationship-based sources of power
- Contextual sources of power

Informational Sources of Power:
Information Power:
“Information Power is derived from the negotiator's ability to assemble and organize facts and data to support his or her position, argument, or desired outcomes”
Expertise Power
“Through the perceived expertise in a field, the person receives respect, deference and credibility”

Power Based on Personality and Individual Differences :
Cognitive Orientation:
- The Unitary
- The Radical
- The Pluralist
Motivational Orientation:
- “Energizing Elements” of personality
- Ex. “The authoritarian personality”
Disposition and Skills
Competitive Disposition and Skills
– Associated with “Power Over” definition
Cooperative Disposition and skills
– Associated with “Power With” definition
Moral Orientation:
- People are different in their moral views about power and how it should be used
- A strong positive relationship regard the use of power ethically and willingness to share power with low power parties

Power Based on Position in an Organization:
Legitimate Power:
- Derived from occupying a particular job, office, or position in an organizational hierarchy
How legitimate power acquired?
1. By Birth
2. Through Election of Designated Office
3. Through Appointment or Promotion within an organization
4. Be in Positions Where People Would Show Respect
Common Social Norms of "Legitimacy“:
1. The legitimate power of reciprocity
–"I did you a favor, I expect you to do the same“
2. The legitimate power of equity
–"I went out of my way for you; this is the least you could do for me“
3. The legitimate power of responsibility or dependence
–"I understand that others really needed help on this and could not do it themselves"
Power received from ability to "give" or "withhold" limited resources within organization
Type of Resources:
1. Money
2. Equipment
3. Supplies
4. Critical Services
5. Human Capital
6. International Support
7. Time

Power Base on Relationship:
Goal interdependence:
-How the parties view their goals and how much achievement of their goal depends on the behavior the other party
Referent Power:
Referent power is derived from the respect or admiration one commands becasue of attributes like personality, integrity, interpersonal style, and the like.
Networks:
The person occupying a certain position may not have a formal title or office; his or her leverage comes from the ability to control and manage what "flows" through that position.
Three Types of Networks Shape Power:
Tie Strength:
This is an indication of the strength or quality of relationships with others.
Tie Content:
Content is the resources that passes along the tie with the other person.
Network Structure:
Network structure refers to the overall set of relationships within a social system
1. Centrality
2. Criticality and Relevance
3. Flexibility
4. Visibility
5. Coalitions

Other Powers that Effect the Negotiation:]
Contextual Sources of Power:
-While power can be located within individuals and their relationships, power is also based in the context, situaiton, or enviromnent in which negotiations take place.
BATNAs:
- The availability of a BATNA offers a negotiator power because she now has a choice between accepting the other party's proposal or the alternative deal.
Agents, constituencies, and external audiences :
- When there are multiple parties, the public media, and/or audiences present to observe, critique, and evaluate the negotiations. When all of these parties are present in a negotiation, they can become actively involved to formally or informally pressure others as part of the negotiation process .

Contribution of Team

Blog Master/Graphic Works:
Joe Kuo

Presentations/Powerpoints:

• Leadership Chapter 5
• William Kuo, Mandy Yang, Joe Kuo
• Leadership Chapter 6
• Alan Chao, Tony Chen, Joey Lu
• Negotiation Chapter 7
• Tony Chen, Mandy Yang, Joe Kuo
• Negotiation Chapter 8
• Joey Lu, Alan Chao, William Kuo
• Negotiation Chapter 9
• William Kuo, Alan Chao, Tony Chen, Joey Lu
  

MindMaps

• Leadership Chapter 5
• William Kuo
• Leadership Chapter 6
• William Kuo
  
• Negotiation Chapter 7
• Joe Kuo
  
• Negotiation Chapter 8
• William Kuo
  
• Negotiation Chapter 9
• Joey Lu

Blog Chapter Summary Uploads

• Leadership Chapter 5
• Joe Kuo
  
• Leadership Chapter 6
• Allan Chao
  
• Negotiation Chapter 7
• Tony Chen
  
• Negotiation Chapter 8
• Mandy Yang
  
• Negotiation Chapter 9
• Joey Lu

Mind Map Blog Uploads

• Joe Kuo

Video comments

• Joe Kuo

Negotiation chapter 9 "The Adequacy of Established Theory and Research for Understanding Negotiation within Relationships"

Although we have tried to keep formal discussion of negotiation research in the background, a brief digression is important for the research here.

There are three serious problems with this strong laboratory research tradition:

·The first is that most of our conclusions about effective negotiations have been drawn from
studies using a limited set of fairly simple bargaining games and classroom simulations.

·Second, theory based on laboratory research has been extensively used for prescriptive
purposes; thus, rather than just describe what people actually do in negotiations, many books
have used that theory to guide negotiators about what they should do and how they should
negotiate.

·Third-and most problematic-there is a major difference in context between the research
laboratory and actual negotiations.

When negotiating in the context of an important relationship, relationship issues could dramatically change our approach to negotiation strategy and tactics. As Sheppard and Tuchinsky note:

1.Negotiating within relationships takes place over time.

2.Negotiation is often not a way to discuss an issue, but a way to learn more about the other
party and increase interdependence.

3.Resolution of simple distributive issues has implications for the future.

4.Distributive issues within relationship negotiations can be emotionally hot.

5.Negotiating within relationships may never end.
This may have several consequences:
1)Parties may defer negotiations over tough issues in order to start on the right foot.
2)Attempting to anticipate the future and negotiate everything up front is often impossible.
3)Issues on which parties truly disagree may never go away.

6.In many negotiations, the other person’s behavior is the focal problem.

7.In some negotiations, relationship preservation is the overarching negotiation goal, and parties
may make concessions on substantive issues to preserve or enhance the relationship.

Three important rules for negotiating a relationship:

·Don’t rush prenegotiation.

·Recognize a long-term business deal as a continuing negotiation.

·Consider mediation or conciliation.

Essential of Negotiation Chapter 9 "Relationships in Negotiation"

Up to point in this volume, we have described the negotiation process as though it occurred between two parties who had no prior relationship or knowledge of each other, came together to do a deal, and had no relationship once was done.

Chapter 6 Summary

•Leaders Need to Understand and Develop Emotional Intelligence.
•Understanding Personality Differences Will Enhance the Ability to Manage Others.
•Effective Leadership Communication Requires Strong Interactive Skills.
•Having An Approach to Understanding Cultural Differences Will Assist A Leader In Communicating Across Cultures.

Chapter 6 Realizing the Value of Cultural Literacy

•Realizing the Importance of Cultural Literacy
• Defining Culture


The Layers of Culture

1.A National Level
2.A Regional and/or Ethnic and/or Religious and/or Linguistic Affiliation Level
3.A Gender Level
4.A Generation Level
5.A Social Class Level
6.An Organizational or Corporate Level


Using Cultural Frameworks to Understand Differences

•Context
•Information Flow
•Time
•Language
•Power

Chapter 6 Importance of a Mentor

A mentor needs to be particularly sensitive to the feelings of others and able to establish ways to motivate and guide your protégé
Mentor’s responsibilities

•Provide guidance based on past business experiences
•Create positive counseling relationship and climate of open communication
•Help protégé identify problems and solutions
•Lead protégé through problem-solving processes
•Share stories, including mistakes
•Be honest about business expertise

Chapter 6 Improving Your Listening Skills

Three level of listening :

•Level 1- “Emphatic listening”
•Level 2- “hearing words, but not really listening”
•Level 3- “listening in spurts” Always Maintaining your Listening at level 1


Common Barriers that Effective the Listening

•The subject is boring
•You do not agree with the speak person
•Distracted by other thoughts
•You have preconceptions about the subject or the speaker
•You shift your focus away
•Only hear what you want to hear


The Ways to improve listening Habits

•Stop talking
•Stop thinking ahead to what your are going to say
•Avoid multitasking
•Ask questions if something is unclear
•Focus on the speaker closely
•Listen for ideas, not just for facts
•Listen with an open mind

Chapter 6 Improving Your Nonverbal Skills

As Much as 65 to 93 Percent of the Meaning in Communication is Nonverbal

Categories of Nonverbal Communication

•Appearance
•Paralanguage
•Kinesics
•Occulesics
•Proxemics
•Final expressions
•Olfactics
•Chronomics


The Ways to Improve Nonverbal Communication Skills

•Learn as much as possible about any culture in which you will be interacting

•Do not judge someone’s action out of context or leave the actions unexplored when important to you or the organization

•Develop your understanding or sensitivity to nonverbal cues

•Assess your own use of nonverbal communication

Chapter 6 Increasing your own self-awareness

•What am I feeling right now?
•What do I want? How am I acting?
•What appraisals am I making?
•What do my senses tell me?


•Using Popular Psychological Profiles to Understand Yourself Better
•Using the MBTI


The MBTI Consists of Four Dichotomies
Extroversion (E) vs. Introversion (I) (How you are energized)
Sensing (S) vs. iNtuition (N) (How you interpret the world)
Thinking (T) vs. Feeling (F) (How you make decisions)
Judging (J) vs. Perceiving (P) (How you approach life and work)

Chapter 6 Developing Emotional Intelligence & Cultural Literacy to Strengthen Leadership Communication

Appreciating the value of emotional intelligence

•Understanding Emotional Intelligence (EI)
–Appreciating personality differences
–Improving interactive skills, such as
•Non-verbal communication
•Listening ability
•Effective delivery of feedback


EI Includes Understanding the Self and Others


•Be aware of, understand, and relate to others
•Deal with strong emotions and control impulses
•Adapt to change and solve problems of a personal or a social nature

(Emotional Intelligence is the ability to identify and manage emotions in ourselves and in others. )


Connecting Emotional Intelligence to Leadership Styles


1 Visionary--Most strongly positive Highly negative
2 Coaching--strongly positive Highly negative
3 Affilitiative -- Positive
4 Democratic -- Positive
5 Pacesetting -- Highly negative
6 Commanding --Highly negative

MindMap Negotation Ch 7

CH5: Making the Most of PowerPoint as a Design and Presentation Tool

“No amount of flashy display can have the genuine impact of a meaningful, logical message delivered effectively.”

Use of Animation

• •Use Animation only to control the delivery of message or help the audience with the message.
• •Do not overuse animation or add it just because you can.
• •Use logic to direct your animation
• •Avoid use of several different animation techniques in one presentation. •Make sure to test your animation before presentation.

CH5: Employ Fundamental Graphic Content and Design Principles

This section focuses specifically on the content and design principles that you should follow whenever creating data or text charts for leadership presentations.

Conveying Messages Clearly & Effectively

• Keep charts simple but meaningful.
• Include only one main message per chart or slide.
• Make sure your chart title captures the "so what?"

Selecting the Most Effective Colors

• Keep them simple and select colors that work well together.
• Ensure the colors are easy to see when placed against each other
• Check text color, in particular, to see that it contrasts with background colors sufficiently to be clearly legible
• Make sure the colors support the image you want to project and the message you want to convey.

Selecting the Most Effective Fonts

• Go for contrast in the background and fonts and in Autoshapes or any objects or text placed next to each other.
• Use a dark background (dark blue or black) for computer-projected presentations.
• Use a white, cream, yellow, or light gold font on these dark backgrounds.
• Use only a sans serif font, such as Arial, in computer- or overhead-projected presentations.
• Make your font at least 20 points for text and 28 points for titles (depending on the size of the room)
• Do not use the following:
• All caps in titles or text
• Initial caps expect in titles
• Underlining
• Red font on blue backgrounds

CH5: Select & Design Effective Data Charts

For data charts to add to your presentation or document, you first need to clarify your message and then you can determine the type and content of the graph that will add to, support, or explain that message best.

Below are practice guideline for creating data charts by Edward Tufte, Yale University statistician and author of several books on graphic design

• Show the data
• Induce the viewer to think about substance rather than methodology, graphic design, the technology of graphic production, or something else.
• Avoid distorting what the data have to say
• Present many numbers in a small space
• Make large data sets coherent
• Encourage the eye to compare the different pieces of data
• Reveal the data at several levels of detail, from a broad overview to the fine structure.
• Serve a reasonably clear purpose: description, exploration, tabulation, or decoration.
• Be closely integrated with the statistical and verbal descriptions of a data set.

CH5: Recognize When to Use Graphics

Graphic should never be gratuitous; they should always be purposeful. They should add to the content of the presentation or the document. For presentations, in particular, graphics should supplement the content and never detract from it. They are not meant to replace the speaker.

Specifically, graphic should serve the following purpose:

• •Reinforce the message
• •Provide a road map to the structure of a presentation
• •Illustrate relationships and concepts visually
• •Support Assertion
• •Emphasize important ideas
• •Maintain and enhance interest

Graphics Rule

"Charts are an important form of language. They're important because, when well conceived and designed, they help us communicate more quickly and more clearly than we would if we left the data in a tabular form" - Gene Zelazny (2001), Say It with Charts

Blog Created!

Blog dedicated for Team 3 of CLN, comments are not welcomed... just kidding : )