5/25/2006

5/22/2006

Intercultural Negotiation Example -- Haoran Tang (Nicolas)

A real example of business communication and negotiation
As we know communication and negotiation between businesses are very important to us. The skills of business communication and business negotiation are quite useful and helpful to us when we are doing a business with others, especially when we need to start a brand new international business or just think about how to establish an international business relationship. We need to be concerned about the foreign policies and the foreign investment environment. In addition, the most important point is how you take a look at the foreign culture. The culture influences the business directly as well as the material determines the quality. Looking around us, we see many instances of one displaying effects of their culture in their daily activities.

There is a good example that can explain why the business communication and negotiation is quite useful and important to our business that occurs in Nov 1988. This example is about two company’s negotiation, one is the American company called Buckeye Company and the other one is Chinese company. At that time, Chinese government just carried out the open door policy recently. Most of the foreigners were the first time to come to China. You can image that how a new born baby does knows about his brand new world. Obviously, they did not know anything about Chinese business situation even through the Chinese culture. The quite different culture is the main reason that why the Buckeye Glass team fails in china. In western countries, their business are more simple, efficient, and directly. But in china at that moment, the economics are controlled by government, the business is quite complex and Chinese people are looking up relationship and power. The awareness and understanding of each other’s culture become the most effective way to avoid misunderstanding and to achieve agreement.

According to these two kinds different culture between china and western country, I conclude some point below:

The importance of "guanxi"

Regardless of business experiences in ones home country, in China it is the right "guanxi" that makes all the difference in ensuring that business will be successful. (Definition - Le Figaro September 1997: "Guanxi: literally "locked system" or "relations". Personal and friendly relations, without it nothing is possible in China. Indispensable, either for the administration, customers or suppliers. They take time to build and require constant attention. They allow navigating the labyrinths of an extraordinary complex administration") By getting the right "guanxi", the organization minimizes the risks, frustrations, and disappointments when doing business in China. Often it is acquiring the right "guanxi" with the relevant authorities that will determine the competitive standing of an organization in the long run in China. And moreover, the inevitable risks, barriers, and set-ups you’ll encounter in China will be minimized when you have the right “guanxi” network working for you. That is why the correct "guanxi" is so vital to any successful business strategy in China.
Although developing and nurturing the "guanxi" in China is very demanding on time and resources, the time and money necessary to establish a strong network is well worth the investment. What your business could get in return from the favors for your partners are often more much more valuable, especially in the long run, and when you’re in need. Even domestic businesses in China establish wide networks with their suppliers, retailers, banks, and local government officials. It is very common for individuals of an organization to visit the residence of their acquaintances from other organizations, bringing gifts (such as wine, cigarettes, etc.). While this practice may seem intrusive, as you spend more time learning the Chinese culture, it will become easier to understand and take part in this practice that is so central to successful Chinese commercial activity. To start, pay close attention to your immediate Chinese network, and try to establish good "guanxi" with them. They can indirectly link you to new acquaintances and information resources, thus helping you to develop other right "guanxi" you need.

Build relationships (Intermediary agent)

Westerners normally build transactions and, if they are successful, a relationship will ensue. However, the Chinese believe that prospective business partners should build a relationship and, if successful, commercial transactions will follow. This difference underlies many misunderstandings arising from business negotiations. Virtually all successful transactions in China result from careful cultivation of the Chinese partner by the foreign one, until a relationship of trust evolves. In additional, the Westerners need to find some professional and smart people to be the intermediary agent, which represents the western’s company. These people used to know how to build relationship between Chinese and they know how to build the “guanxi” between the Chinese. This advantage can bring a huge potential benefit to their trade.

Respect face

Face is an essential component of the Chinese national psyche. Having face means having a high status in the eyes of one's peers, and is a mark of personal dignity. The Chinese are acutely sensitive to gaining and maintaining face in all aspects of social and business life. Face is a prized commodity which can be given, lost, taken away or earned. Causing someone to lose face could ruin business prospects or even invite recrimination. The easiest way to cause someone to lose face is to insult an individual in front of others. Some of Chinese people always think a lot of face. They consider face-save was important in negotiation sometimes. Actually, this habit becomes a huge disadvantage of negotiating right now.

Know the tricks of the trade

Chinese negotiators are shrewd and use a wide variety of bargaining tactics. The following are just a few of the more common strategems:
- Controlling the meeting place and schedule
The Chinese know that foreigners who have traveled all the way to China will be reluctant to travel home empty-handed. Putting pressure on foreigners just before their scheduled return can often bring useful benefits to the Chinese side.

- Threatening to do business elsewhere

Foreign negotiators may be pressured into making concessions when the Chinese side threatens to approach rival firms if their demands are not met.
- Using friendship to extract concessions
Once both sides have met, the Chinese side may remind the foreigners that true friends would reach an agreement of maximum mutual benefit. Make sure that the benefit is genuinely mutual and not just one-way.

- Showing anger

Despite the Confucian aversion to displays of anger, the Chinese side may put on a display of calculated anger to put pressure on the foreign party, who may be afraid of losing the contract.
- Attrition
Chinese negotiators are patient and can stretch out discussions in order to wear their interlocutors down. Excessive hospitality the evening before discussions can be another variation on this theme.

Conclusion:

Despite the negotiation between these two companies failed at that time. We can learn something in this case. In this case, we can find out the culture barrier is impossible to avoid, but the awareness of each other’s cultures would helpful in International Business. The westerns can know Chinese culture quite well according to contact with Chinese business man. In additional, the westerns need know how to build relationship between Chinese and set up an intermediary agent that represents their company. Beside, the westerns have to know that how to respect face and what the tricks involved in the trade. On the other hand, the Chinese need learn more from the western include the habit, manner and humor. The more knowing to each other can bring the better benefit to each other.

Effective Communication -- Pauline

Communication is the transfer and understanding ideas, thought and feelings. When we communicate we speak, listen, and observe. The ability to effectively communicate one of the most important sets of skills a person needs. By learning the skills we can improve our relationships with others around us and work more effectively. A good working definition for effective communication is to share meaning and understanding between the person sending the message and the person receiving the message. The key element is “understanding.” Understanding the communication process and identified the barriers can help us to effective communication especially when we communicated in a team in the organization. Communication can be thought that both the sender and the receiver are part of process. The sender chooses and encodes the message, choosing the channel to receiver. The receiver decoding the message and providing feedback to the sender. The communication problems that affected the communication effective can occur from encoding and decoding, the message, channel selection and feedback.

There are four factors can affect the success of message encoding by sender and decoding by receivers: skill, attitude, knowledge and social-cultural system. Our writing, reading, listening and reasoning skills can affected the success in communicating between the sender and receiver. Clearly, the amount of the knowledge the sender and receiver hold about the subject will affect the clarity of the message that is transferred. Our interactions with others are affected by our attitudes, values, and beliefs. Thus the attitude of the sender and receiver toward each other will affect how message is transmitted. Finally, the position in the social-culture system will affects the ability to successfully engage in communication. Message s sent and received by people in equal position are sometimes different than people in different position. Thus, selecting right symbol to effective the communication depends on your audience and environment.

The message is the communication in writing, in speech or by signals. The message is affected by the group of symbols that we used to transfer meaning and the content of the message. The poor choice of symbols and confusion in the content of the message can cause problems in the communication.

The channel is the medium through which the message travels. We must determine which channel is normal and which is informal when it is selected by the source. Formal channel are established by the organization and transmit message to job-related activities of members. However, the personal and social messages follow the informal channels in the organization. The channel can distort a communication if a poor one is selected of if ht noise level is high.

The feedback loop is the receivers put the message back into the system as a check against misunderstanding. The feedback allows the communicator to adjust his message to be more effective. Without feedback, there would be no way of knowing if meaning had been shared or if understanding had taken place.

There are numbers of factors have been identified as barrier of communication effective. They are filtering, selective perception, defensiveness and language.

. Filtering is the sender manipulation of information so that it will be seen more favorably by the receiver. When a filtering message is passed up from the receiver to the sender. The sender must condense synthesize the information so that the receivers do not become overloaded with the information. However, much important information may be conduct by the personal interests and perceptions. The more vertical levels in the organization the more information are filtered.

Receivers in the communication process selectively see and hear based on their needs, motivations, experience, background, and other personal characteristics. Receivers also project their interests and expectations into communication when they decode the message.

When people feel that they’re being threatened, they become defensive- tend to react in ways that reduce their abilities to achieve mutual understanding. Thus, when people interpret the message as the threatening, they often respond in engaging in behaviors such as attracting others, being overly judgmental that hinder effective communication.

The meaning of the words sometimes means different to different people. The choice of words or language in which a sender encodes a message will influence the quality of communication. Because language is a symbolic representation of a phenomenon, room for interpretation and distortion of the meaning exists. Note that the same words will be interpreted different by each different person. Meaning has to be given to words and many factors affect how an individual will attribute meaning to particular words. It is important to note that no two people will attribute the exact same meaning to the same words.

Cultural Differences: Effective communication requires deciphering the basic values, motives, aspirations, and assumptions that operate across geographical lines. Given some dramatic differences across cultures in approaches to such areas as time, space, and privacy, the opportunities for mis-communication while we are in cross-cultural situations are plentiful.

Teamwork usually follows 4 basic procedures: forming, storming, norming and performing. A group of people with different background and different concepts gather together, getting acquainted with each other and begin with defining roles, goals, and governing procedures for each person. Conflicts may arise during the teamwork and communication is needed to reach the agreement and move towards the common goals. “The success of teamwork depends on building relationship and developing ways of working together.” (www.logheights.co.uk) As described in Business Communication, 3^rd Edition, “someone even observed that as an acronym TEAM means Together, Everyone Achieves More”. This definition illustrates the essentiality and importance of communication within teamwork.

According to Business Communication, 3^rd Edition, “a successful team normally has the following characteristics in communication”:

Small-sized but diverse group makes a more effective group and performs better than bigger and homogeneous group;
A common purpose within a group is the beginning of successful teamwork;
Agreement on developing procedures contributes a best team;
Ability to confront conflict without avoiding helps the teamwork moving on smoothly;
Use of effective and good communication techniques is the key process of teamwork;
Ability to collaborate with other team members makes it easier to achieve the goal;
Shared leadership and encouraging democratic approaches boost and energize the teamwork.

Among all these characteristics, break the barriers to team communication, willingness to share information and recognize other members’ value and strength are three effective methods to promote the communication within teamwork.

Identify the barriers to team communication and break down the barriers among different sectors—Different background and culture sometimes will cause misunderstanding among team members and even make it difficult to start the teamwork. Under this circumstance, “Put yourself in others’ shoes” is the best solution. Consider and respect the way other members prefer, not your own way; adjust what you say and how you say it to fit others’ patterns. In this way, different groups could accept and respect these different ways of thinking and working. Because the receiver thought he or she heard the message, it does not insure that the message was correctly received. Often, it is important to check that the message was properly received in order to verify its accuracy and to confirm to the speaker that you in fact received and understood the message.
Willingness to talk and sharing information within the team members to bridge the communication gap—Conflicts and disputes are inevitable while the teamwork is going on. The best solution is to confront the conflicts without avoiding and have open discussion within the team. Trust that the information will not be used in a negative way, lack of politics or belief that information is power that would inhibit sharing information Listen objectively without bias and share views with all members. Once the conflict is resolved, great productivity is initialized.
Recognize other members’ value and strength—“Everyone has his/her own style of working and thinking…environmental equity concept should be considered.” (Quoted from Franklin Becker & Fritz Steele, “Workplace by Design”, P. 73.). Realize the functional diversity and the contribution of individual factors as well. Combine all members’ unique strengths and utilize the power of diversity for successful teamwork.

The process of communication within teamwork can be concluded as take into consideration of others’ communication pattern, express our own style and make the agreement through discussion and understanding, then put into action.

In conclusion, Communication is a two-way process that involves getting your message across and understanding what others have to say. Communication involves active listening, speaking and observing. Now that you have learned the communication process, you can begin to evaluate your communication skills. Begin to watch yourself in action. Each time you communicate observe what you do, how it went, what went well, and what could have been better. The ability to effectively communicate is a critical skill. The more you become an effective communicator the more likely you are to achieve what you want. Remember, you can improve your communication skills by observing people who communicate effectively, learning new skills, and practicing those skills. Acquiring effective communication skills will help you be a better student, parent, family member, worker, and citizen.

Work Cited

www.stuartatkins.com/communication.asp
www.logheights.com
www.change-management-toolbook.com/teamwork.htm
Mary Ellen,“Communication in Teams: Listening, Nonverbal Communication, Collaboration, and Meeting Skills”. Business Communication, Third Edition

Negotiation Chapters 3-6 Summaries (Pauline)

Chapter 3 Strategy and Tactics of Distributive Bargaining

Summary: In this chapter, the main thing we learned is alternatives of the negotiation, which give the negotiator power to walk away from the negotiation. Know how to deal with alternative and without alternative, and fundamental strategies. The tactics task of negotiator is to access outcome values and cost of the termination for the other party which can be directly and indirectly, modify the other party’s perceptions and manipulate the actual costs of delay or termination, position taken during negotiation.

Chapter 4 Strategy And Tactics of Integrative Negotiation

Summary: In this chapter, we discussed what make Integrative Negotiation different? What is the Integrative Negotiation Process, also discussed key steps in the integrative negotiation process, and we also understand the problem fully identify interests and needs, generate alternative solutions evaluation and selection of alternatives, factors that facilitate successful integrative negotiation.

Chapter 5: Use Graphics and Powerpoint for a leadership Edge

Summary: In this chapter, we have learned that use the tools, which are Graphics and PowerPoint to be an effective leader. All the skills about how, what, when and where do we use the graphics and Powerpoint.

Chapter 6, Develop Emotional Intelligence and Culture Literacy

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 culture differences will assist a leader in communicating across culture.

Summary NC8: Global Negotiation Kexin Zhang (Kevin)

Global Negotiation Kexin Zhang (kevin)

In this chapter we have discovered the strength and weakness of American negotiation per Tommy Koh, Samfrits Le Poole and McDonald. We also discuss the intercultural negotiation where negotiators from different countries were equally effective when they negotiate with other people from their own country versus cross-cultural negotiation where negotiators from different countries sometimes obtained different outcomes when negotiating with people from another country. Difference that makes cross boarder negotiation difference, two factors are environmental context and immediate context

We also learned how to explain global negotiation outcomes where simple arguments cannot explain conflicting global negotiation outcomes instead it is very important to understand the multiple influences of several factors on the negotiation process and update this understanding as circumstances change. In the end we discussed how cultural differences can influence negotiations. Culturally responsive negotiation strategies depends on the level of familiarity.

Chapter 9 Managing Difficult Negotiations Xu Lei

In this chapter we have studied different approaches for difficult negotiations. Some joint approaches are reducing tension and synchronizing de-escalation, improving the accuracy of communication, controlling Issues, establishing, common ground and enhancing the desirability of options to the other party.
We have also studied how to build an integrative framework by building trust, Training the parties in integrative negotiation, searching for semantic resolutions and generating creative alternatives. Tactics of responding to the other side’s hard distributive include, ignoring them, calling them on it, responding in kind (tit for tat) and offering to change to more productive methods. We also learned ways to respond when the other side has more power

Negotiation Chapter Summaries -- Emily

N-1

The first chapter gives us an overview about the nature of negotiations. Negotiations resolve problems and disputes between two or more than two parties, and create something new that neither party could do on his or her own as well. In this chapter, the characteristics of the negotiation situation and understanding the interdependent relationship among negotiator in a negotiation process are presented. The interdependent relationship among parties creates values and conflicts. We learned the sources of value creation and conflict management.

Negotiating across borders is far complex than doing it domestically. Despite the fact that negotiators perform at the same level and achieve the some outcomes regardless nationality, they tend to use different tactics when negotiate with people from different countries/cultures. Phatak and Habib give 6 environmental factors and 5 context factors that, they believe, make cross-border negotiations different from domestic negotiations.

To explain why differences exist when negotiate with an international counterparts, Hofstede’s work on culture gives us very good explanation. On top of that, Weiss and Strip suggest how culture can influence global negotiations. The chapter concludes with how to manage cultural differences when negotiate with international negotiators. The point is that correct negotiating strategies come from familiarity with other cultures. However, it does not mean successful negotiation will be guaranteed

N-2 Summary

In this chapter, we learned the key factors that a negotiator needs to know to successfully plan for a negotiation. Negotiators differ in the goals they select. Goals can be specific (to achieve a particular outcome) and be more general (to pursue a broader of interests). The goals shape the frames. In a negotiation, there are several major strategies to be adopted. In addition, negotiators differ in how they “frame” the problem, issue, or conflict. Frames may be perspectives on outcomes and the related rewards or penalties that go with those outcomes, or they may be ways to define “the problem” in a negotiation. Furthermore, negotiation tends to evolve over time according to certain predictable sequence. Again, goals, strategies, frames, and predictable states set the background for an effective planning process.

N-3

In this chapter we learned the basic structure of competitive or distributive bargaining situations and some of the strategies and tactics used in distributive bargaining. Distributive bargaining begins with setting an own opening, target, and resistant point. The most important point is the resistant point. Then, we learned that distributive bargaining is basically a conflict situation, wherein parties seek their own advantage—in part through concealing information, attempting to mislead, or using manipulative actions. Yet negotiation is the attempt to resolve a conflict without force, without fighting. In addition, to be successful, both parties to the negotiation must feel at the end that the outcome was the best that they could achieve and that it is worth accepting and supporting. Thus, effective distributive bargaining is a process that requires careful planning, strong execution, and constant monitoring of the other party’s reactions.

N-4

We learned, in this chapter, the strategy and tactics of integrative negotiation. The fundamental structure of integrative negotiation is one within which the parties are able to define goals that allow both sides to achieve their objectives. Integrative negotiation is the process of defining these goals and engaging in a set of procedures that permit both sides to maximize their objectives. In addition, the four key steps in the integrative negotiation process are identifying and defining the problem, identifying interests and needs, generating alternative solutions, and evaluating and selecting alternatives. We then learned various factors that facilities successful integrative negotiation.

N-5

In this chapter, we have learned a multifaceted look at the role of perception and communication in negotiation. We examined how negotiators make sense of negotiation and the role that communication processes plays in negotiation process and outcomes.

In the section discussed in perception and negotiation, we learned that how framing influence perceptions in negotiation, and how reframing and issue development both negotiator perceptions during negotiations. Next, we discussed what is communicated during negotiation. Rather than simply being an exchange of preferences about solutions, negotiation can cover a wide-ranging number of topics in an environment where each party is trying to influence the other. In the final three sections of the chapter we considered how to improve communication in negotiation, mood and emotion in negotiations, and special communication considerations at the close of negotiation.

N-6

In this chapter, we discussed the nature of leverage in negotiation. By leverage, we mean the process of gaining or using various sources of power in order to obtain and use temporary advantage over the other negotiating party. We began by exploring sources of power: information and expertise, control over resources, and the location within an organizational structure. We then turned to examine a very large number of influence tools that one could use in negotiation. These tools were considered in two broad categories influence that occurs through the central route to persuasion, and influence that occurred through the peripheral route to persuasion. In the last major section of the chapter, we considered how the receiver—the target of influence—either can shape and direct what the sender is communicating, or can intellectually resist the persuasive effects of the message. Effective negotiators are skilled out only at crafting persuasive messages, but also at playing the role of skilled “consumers” of the messages that others direct their way.

This chapter tells us under what conditions, negotiators decide to use deceptive an unethical tactics. To understand how negotiators actually make decisions about when and where to use specific tactics, this chapter illustrates reasons behind it under decision-making framework. The chapter also tells us how negotiators respond to anther party who has been using deceptive or unethical tactics.

Negotiators using unethical tactics are pushed by the desire to gain more negotiating power, in which one party can have advantages over the other in terms of collecting other party’s information or plan. So it leads to the questions of whether using deceptive tactics will help achieving objective; whether it will affect quality of relationship with the other party in the long run; whether negotiators care about reputation if they’ve decided to use unethical tactics.

CDP --Communications Development Plan -- Emily

Communications Development Plan -- CDP

Executive summary

The CDP is designed to provide students an opportunity to focus on their specific areas of needed communication improvement and to allow them to create a clear roadmap for reaching defined personal communication improvement goals. It is the key to students attaining measurable improvement in their leadership communication ability.
Objectives

Plan objectives:
• Identify targeted improvement areas in oral or written communication
• Establish specific approaches to achieving goals in each
• Document a specific improvement approach
• Demonstrate a commitment to spending time on specific communication skill needs.

CDP Contents

1. Current assessment – Strengths and weaknesses in leadership communication

a. Go back to the self-assessment forms provided in LC.

According to LC table, Areas and Skills need to improve include:

organizing your written communication
using language correctly
writing concisely
using an appropriate tone

b. Include improvement needs in written, oral, interpersonal,

and/or team communications (if very strong in areas, students may elect to focus only on those needing work, although most students usually choose to work on oral and written at a minimum).

1）． Speed reading- outline the main points in a timely manner. It is really a practical practice to have a general idea what an article/paper is about in a time. During daily work, you may encounter a lot of work related report papers/articles, e-mails, and other forms of written materials. To improve the reading speed is crucial to maintain effective an efficient work pace.

2）. Talk without loosing the main points. It is very important in our daily communication with people that we don’t loose what we should focus without loosing them. It quite often that people tend to loose what they are supposed to say when they talk for some time with another party, or once he/she being interrupted.

3）. Express yourself clear orally/ on paper by using least words. The use of concise expression when talk in a meeting or write notice to colleagues is one of the needful skills a manger requires. How to make work done by using the least time/words is the major contribution to time consumption.

4）. Grasp what the speaker is saying and memorize them. Listening skills is so crucial that it is the foundations of communications. Most of the failed/unsuccessful communications are caused by not knowing or not remembering what the speaker is saying. This will lead to late responses or, sometime, misinterpreting. It is really not appropriate in business communications to ask the speakers to keep repeat himself/herself.

c. Use the feedback obtained in CDP meetings on usage assessment, letter writing, and oral presentations.

2. Communication improvement goals – What students would like to achieve

Be very specific and make the goals measurable. For instance, just saying, “improve in oral presentations” is too broad. Instead, students should say, “Remove 95% of the ‘uhs’ from my presentation,” “always include sub-topics in introduction and conclusion,” “open up my gestures more so that I look natural and comfortable,” etc.

1). Reduce 15% reading time on any kinds of articles, e-mails, and work-related writings. Current reading speed can be measured and be used as the base to compare with improved speed. The comparison is made on the condition that no differences in regards to understanding the contents. In another word, if the testee understands 90% of the content of an article with 100 minutes, she/he needs try to obtain the same amount of information within 85 minutes.

Step 1. Read the same article multiple times to increase reading speed. Because we are getting familiar with the context, it will be easier to reduce the reading speed by 15%.

Step 2. Read articles on similar topics. Since there is some similarity between the readings, readers can easily digest and absorb the contents, thus reducing reading time.

Step 3. Read different articles on various topics. To get a relative measurement, readings compared should be similar in length and difficulty.

2). Whenever talk to someone, keep in mind what is the main topic the conversation is about. Make sure that the conversation begins with the topic and ends with the same topic. If multiple subjects need to be discussed, make sure every subject has a closure before move to the next subject.

Step 1. Record conversations randomly, and find out if, under any circumstances, the conversation can not end with the initial topic.

Step 2. Control the topic of a conversation by setting up the topic at the very beginning of a conversation. If necessary, let the people you are about to talk with know the topic/subject of the conversation.

3). Try to use as many accurate words as possible, avoid repeating " I mean" because of inaccurate/unclear words used the first time. Reduce the number of repeating sentences in a conversation by 80%.

Step 1. Memorize 5 words everyday that will be generally used in business conversations. Recite key phrases such as “Dead on arrival”, “Return on Investment”, “ETA” and etc; leave no room for mistakes whenever use these phrases.

Step 2. Think twice before saying anything. Try to find out the appropriate word/phrases to use.

4). Memorize up to 90% of what the speaker says during a two way conversation. Get familiar with different accents and try to distinguish some of the key words and different usages of some phrases. Avoid asking speaker to repeat himself/herself by 40%.

Step 1. Write down as much as possible what was heard on various media. For example, memorize what the news is all about for any radio station and try to write it.

Step 2. Take notes on meetings, lectures or any other occasions. Recall as much as possible the context of the meeting by going through the notes.

Establish levels from easier to reach to stretch goals.

3. Actions to achieve goals – Clear and specific activities to reach each goal

Check Merriam-Webster website everyday to get familiar with “word of the day”.

Read Highline News on major websites, such as CNN, CBC every day.

Watch News on TV regularly as well as listen to news on radio. Try to cover as many topics as possible.

Grasp every opportunity to practice spoken English. Practice is the best way to improve spoken English skills.

Imitate others is also very helpful for improving spoken English. Imitating native speaker can somehow correct accents as well as make correct pronunciations on English words.

Write letters to friends, family, and colleagues using proper English. This will help build confidence when write formal business letters.

4. Timetable – Deadlines for reaching goals

1). To achieve the first steps of listed objectives in 1 month. The deadline is set up on the condition that constant and systematic actions are taken towards the objectives.

2). Use another 2 months to achieve the second steps of above goals. The overall improvement objectives should be achieved by the end of the semester.

3). Take another 3-4 moths to achieve the 3^rd steps, if there are any, of the listed objectives. No specific deadline is set up for this step, because it will go beyond the time coverage of a semester.

a. Set deadlines reasonably spread throughout the semester that will ensure reaching overall improvement objectives by the end of the semester.

b. Be realistic in what can be accomplished by each deadline.

5. Measurement – Methods to determine progress, even on less tangible objectives, such as improving confidence in presenting.

1)． Speed reading:

1.1) Measure the time used to read the same article and compare the improvements.

1.2) Measure the time used to read different articles on similar subjects.

1.3) Measure the time used to ready different articles on different topics with the same length.

2). Talk without loosing the main points:

2.1) Record conversations from beginning to end. Replay conversation and check for topic change.

2.2) Take notes whenever topic was lost during a conversation/presentation. Find out the causes of losing topics.

3). Express you clear orally/ on paper by using least words.

3.1) Find out essays written before and see if there are any corrections can be made to make it shorter without loosing concepts.

3.2) Show your essays to someone who you believe are better than you. Let him/her show you how it can be improve in terms of wording.

4). Grasp what the speaker is saying and memorize them.

4.1) Record any conversation/presentation. Replay it and compare to what you’ve written on paper.

4.2) Repeat what you heard and record it. Compare it with the original presentation and find out what was lost, what needs to improve.

6. CDP Partner’s Name and Role

Participant: Emily (Ji Shi)— person on whom the plan is applying on; person who makes plan as well as actively measure the progress.

Work Partner: Albert Cao --- person who monitors the applications of the plan; person who helps to measure and maintain paces of the process.

Summaries of Business Formats -- Emily

Evidence of knowledge of report structure, letter format, memo format, email

REPORT STRUCTURE

Reports, in an information age, are essential to business writing and written communications in general.

What makes business reports different from general academic reports is a real-world, practical, problem-centered orientation. The emphasis is placed on brevity, clarity, and functionality.

Reports are varied, each with some typical structural elements.

PROPOSAL REPORT

Includes the following: specification of the problem, the purpose, and the approach you will take in resolving an issue.

PROGRESS REPORT

Brings a project up to date, often includes the following headings highlighted from the body of the report: status, problems, changes, schedules, and costs.

PERIODIC REPORT

Is written on a recurring basis, and deals with an on-going situation. Computer printouts are sometimes used.

MEMO OR LETTER REPORT

Is a less formal report on a limited issue that uses the memo headings and subject declaration to present a specific issue.

The categories included in a report depend on the subject or situation. All reports need to be complete and accurate with informational headings to explain the subject and enable a reader to make a decision. In detailed, technical reports, for example, among the headings you should probably include are headings similar to the following:

Theory or background
Method(s) used
Results of research
Conclusions
Recommended action
Suggested follow-up

In reports where strictly controlled specific research is not required, the organization may resemble that of a memo, and may include the following headings: I Background, II Current situation, III Solution (if applicable) IV Recommendation.

Some informative reports, such as status reports, do not require a recommendation section. Quarterly or annual reports provide a sequential review of a specific time period, and although they may not include a recommendation, they may analyze the meaning of events in the time period covered and suggest future developments. As in any type of communication, format depends on purpose and on the needs of the audience.

Use of headings in long reports is essential. The headings act as an internal outline, showing the reader the importance of each section. Consistency of headings will guide the reader through the categories of your report. Depending upon the level of formality, reports, typically, include some or all of the following eleven parts:

Title
Abstract
Letter of Authorization
Letter of Transmittal
Table of Contents
Introduction
Body
Conclusion
Recommendations
References
Appendices

LETTER FORMAT

1. Heading

Letterhead and/or sender's information, including name, street address, city, state, zip

2. Date line

Date of composition

3. Inside address

Receiver's name, title, street address, city, state zip

4. Salutation

Dear Title Name

5. Body

Information paragraphs

6. Complimentary closing

For example: Best regards

7. Signature

Signed name

8. Typed name

Complete first, middle, last name. Often more formal than the signed name

9. Title

May be on the previous line, if short

10. Additional information

Composer and/or stenographer's initials, copy distribution list, postscripts, other items as relevant)

Here is an example of the parts in a typically formatted business letter:

[1 -- LETTERHEAD]

XYZ COMMCO INC
111 Any Street name --San Francisco, CA 94118 --(415) 221-1212

[6 lines of space ]

[2 -- DATELINE]
May 22, 2005

[2 lines of space]

[3 -- INSIDE ADDRESS]
Mr. John Smith
ABC Company
123 Anything Avenue
San Francisco, CA 94115

[2 lines of space]

[4 -- SALUTATION]
Dear Mr. Smith:

[2 lines of space]

[5 -- BODY OF LETTER]
Blah blah blah. With the blocked letter style each paragraph begins on the left margin.
Some more important information continues in the first paragraph for two to four sentences.

[2 lines of space between paragraphs]

Blah blah blah. Between paragraphs there is additional line space indicating a new paragraph. As before, this paragraph begins at the left margin, as do the date of composition, receiver’s address, complimentary close, sender’s name, title, and additional information.

[2 lines of space]

[6 -- COMPLIMENTARY CLOSE)
Sincerely yours,

[5 lines of space for signature area]
[7 -- SENDER'S SIGNATURE]

[8 -- SENDER'S NAME TYPED]
Terry D. Sender
[9 -- SENDER'S TITLE TYPED]
Project Manager

[2 lines of space]

[10 -- ADDITIONAL INFORMATION]*
TDS:YS
CC: Another receiver

*The additional information may be excluded if not relevant.

Full-Block Format

The identifying feature of a full-block letter style is the left justification of all ten structural parts of the letter: The items listed below are linked to their place in the letter illustrating the full-block format which follows,.

You may review the parts by going from list to the illustrated letter, using the numbers as the identification link. You may review the names by working from the letter to their identification in the list. The name in itself is not that important, but they help as a reminder to be aware of their consistent placement in letter composition.

Click on the numbered items to go to the corresponding part in the letter below

XYZ COMMCO INC.[1 Return]
111 Any Street -- San Francisco, CA 94118 -- (415) 221-1212

May 22, 2005 [2 Return]

Mr. John Smith [3 Return]
XYZ Company
123 Anything Avenue
San Francisco, CA 94115

Dear Mr. Smith: [4 Return]

Blah blah blah. With the full-block letter style each paragraph begins on the left margin. Some more important information continues in the first paragraph for two to four sentences. [5 Return]

Blah blah blah. Between paragraphs there is additional line space indicating a new paragraph. As before, this paragraph begins at the left margin, as do the date of composition, receiver’s address, complimentary close, sender’s name, title, and additional information. [5 Return]

Sincerely yours, [6 Return]

Terry or Terry D. Sender(signed) [7 Return]

Terry D. Sender [8 Return]

Project Manager [9 Return]

TDS:YS [10 Return]
CC: A. Receiver, B. Receiver

MEMO FORMAT

Memos use the following four items at the top of the page or below the letterhead

Date:
To:
From:
Subject::

The responses to the four items should line up with the use of tabs set for the longest item, the subject.

Date: ------- May 25, 2005

To:----------- Mr. A. Soandso

From:------- Ms. B. Correcto

Subject:---- Memo Format

There should be at least two spaces after the subject colon, so that each item will be aligned and clearly visible and the pattern of spacing will add further structure to the memo. Sometimes added to the items are the abbreviated forms: CC (for copies) and the substitute of Re: for Subject in the items.

To write effective memos you should

Be brief
Use clear headings
Use bulletted or numbered lists rather than text alone with a series of items
Include tables, if relevant
Use short paragraphs rather than long blocks of undifferentiated text

Parts of a Memo

Standard memos are divided into segments to organize the information and to help achieve the writer's purpose.

Heading Segment

The heading segment follows this general format:

TO: (readers' names and job titles)
FROM: (your name and job title)
DATE: (complete and current date)
SUBJECT: (what the memo is about, highlighted in some way)

Troubleshooting hints:

Make sure you address the reader by his or her correct name and job title. You might call the company president "Maxi" on the golf course or in an informal note, but "Rita Maxwell, President" would be more appropriate for a formal memo.
Be specific and concise in your subject line. For example, "Rats" as a subject line could mean anything from a production problem to a personal frustration. Instead use something like, "Curtailing Rat Extremity Parts in our Product."

Opening Segment

The purpose of a memo is usually found in the opening paragraphs and is presented in three parts: the context and problem, the specific assignment or task, and the purpose of the memo.

The context is the event, circumstance, or background of the problem you are solving. You may use a paragraph to establish the background and state the problem or simply the opening of a sentence, such as, "In our effort to reduce rat parts in our product...." Include only what your reader needs, but be sure it is clear.
In the task statement you should describe what you are doing to help solve the problem. If the action was requested, your task may be indicated by a sentence opening like, "You asked that I look at...." If you want to explain your intentions, you might say, "To determine the best method of controlling the percentage of rat extremities, I will...."
Finally, the purpose statement of a memo gives your reason for writing it and forecasts what is in the rest of the memo. This is not the time to be shy. You want to come right out and tell your reader the kind of information that's in store. For example, you might say: "This memo presents a description of the current situation, some proposed alternatives, and my recommendations." If you plan to use headings for your memo segments, you can refer to your major headings in this forecast statement to provide a better guide for your reader.

Troubleshooting hints:

Include only as much information as is needed by the decision-makers in the context, but be convincing that a real problem exists. Do no ramble on with insignificant details.
If you are having trouble putting the task into words, consider whether you have clarified the situation. You may need to do more planning before you're ready to write your memo.
Make sure your purpose-statement forecast divides your subject into the most important topics that the decision-maker needs.

Summary Segment

If your memo is longer than a page, you may want to include a separate summary segment. This segment provides a brief statement of the key recommendations you have reached. These will help your reader understand the key points of the memo immediately. This segment may also include references to methods and sources you have used in your research, but remember to keep it brief.

You can help your reader understand your memo better by using headings for the summary and the discussion segments that follow it. Try to write headings that are short but that clarify the content of the segment. For example, instead of using "Summary" for your heading, try "New Rat-Part Elimination System," which is much more specific. The major headings you choose here are the ones that will appear in your purpose-statement forecast.

Troubleshooting hint:

You may want to wait until after the report is drafted and all conclusions and recommendations have been decided before writing the summary.

Discussion Segments

The discussion segments are the parts in which you get to include all the juicy details that support your ideas. Keep these two things in mind:

Begin with the information that is most important. This may mean that you will start with key findings or recommendations.
Here you want to think of an inverted pyramid. Start with your most general information and move to your specific or supporting facts. (Be sure to use the same format when including details: strongest--->weakest.)

Troubleshooting hints:

For easy reading, put important points or details into lists rather than paragraphs when possible.
Be careful to make lists parallel in grammatical form.

Closing Segment

Now you're almost done. After the reader has absorbed all of your information, you want to close with a courteous ending that states what action you want your reader to take. Make sure you consider how the reader will benefit from the desired actions and how you can make those actions easier. For example, you might say, "I will be glad to discuss this recommendation with you during our Tuesday trip to the spa and follow through on any decisions you make."

Necessary Attachments

Make sure you document your findings or provide detailed information whenever necessary. You can do this by attaching lists, graphs, tables, etc. at the end of your memo. Be sure to refer to your attachments in your memo and add a notation about what is attached below your closing.

E-MAIL

As we are no longer in the age of the tedious and time consuming "snail mail", the age of informal messaging has arrived via the power of the Internet. Don't be fooled; although the nature of e-mailing is quick and informal, there are a set of dos and don'ts to follow when sending electronic mail. Not to worry, here is a simple guide on how to properly send e-mails and a brief introduction to the wonderful world of Netiquette.

Double check
Pressing "Send" can be dangerous if you don't reread the message first. You know how spoken words can't be taken back? Well e-mail can cause the same potential damage.

Reread your e-mail before sending it to ensure that you don't sound sarcastic or rude. You may think you "sound" innocent, but remember the person reading the message can neither hear your voice nor see your friendly facial expressions.

Lighten up
When in doubt, try to lighten up the message by adding a smiley face, which can be made by using the colon, dash, and the right side of a parenthesis. Observe :-)

Another way to lighten up what may sound angry or sarcastic is to write the letters "LOL" (acronym for Laughing Out Loud) or something to indicate that you are joking, such as "Hehehe".

Other acronyms
BTW = By the Way
FYI = For Your Information
W/B = Write Back
RE's = Regards

Acronyms should be used in moderation. Be careful not to sound flirtatious either since e-mails that seem innocent can come across as flirting. Using the "wink face" ;-) can easily be taken in the wrong context.

Keep it short and sweet
Some people get bombarded with hundreds of e-mails a day and don't have time to read through every one. Keep your message brief. If you want to let someone know that you received their e-mail, a whole message is not necesary. Simply reply by saying something like "Got your e-mail, thanks".

Use the subject heading
Along the same lines, make your subject heading clear and descriptive; that's what they're there for. "Hello" or "Message from John" does not cut it and will not help the recipient sort out their e-mail by priority. Subject headings such as "Information About Meeting" and "Advice On Problem" are more clear and precise. Start every word of your subject with a capital; it makes the subject stand out more.

Avoid CAPS
It's hard to believe the amount of arguments I have gotten into by coming off mad or sarcastic in an e-mail. Writing whole words out in capital letters comes across as SHOUTING, as does using exclamation points!!! Use these sparingly and in the proper context.

Don't get personal
Assume that what you write may be read by others and can easily be forwarded to others, even accidentally. Be careful where you are writing the e-mail, since some employers have access to your e-mail.

Don't be the joker
Know whom you are forwarding your jokes to. Never send a joke to everyone on your address book, as some jokes will not be appreciated by some recipients and may seem inappropriate to others. Sending a dirty joke or a chain letter to your professor or boss is a no-no (unless of course they request them).

Be selective when forwarding e-mail; receiving tons of forwards per day can get downright annoying when one's inbox is always full, especially if the e-mail is not funny. Change the subject heading from "Fw:" to something more specific like "Forwarded Joke". Remember not to send dirty jokes or forwards to your friends at work; it can get them into a heap of trouble since some businesses screen and filter employee e-mails.

Leadership Chapter Summaries 1-8 (Emily)

L-1

In the chapter of developing leadership communication strategy, we learned leaders need to consider strategy in communication just as they do in other areas of their business. The strategy consists of two parts 1) determining goals and developing a plan to achieve them. Effective communication strategy allows you to avoid the barriers and eliminate the interference that might prevent the messages from reaching the target audiences. Effective leadership communication depends on the mastering the lessons in this chapter. Then, we learned to establish a clear communication purpose, develop a strategic leadership communication plan, analyze audiences, and ensure that message is well organized and logical so that it produces the results.

L-8

Since teams are now so prevalent in all organizations, business leaders need to know how to build and how to manage them to achieve high performance. Thus, in this chapter, we learned to build an effective team by deciding to form team and establish the necessary team work processes by creating the team charter, by using action and work plans, by delivering the results, and by learning from the team experience. Then, we learn to resolve the team conflict and handle team issues.

L-2

This chapter focuses on helping to create leadership documents that accomplish communication purposes. The chapter begins by applying the principles to create documents. In addition, the chapter discusses how to make your documents coherent to your audience. The coherence could be achieved by using a logical structure and effective organization and by making sure the documents conform in content and format to typical business expectation.

L-3 Summary

To achieve a positive ethos through tone and style, we need to use the right words and use them in the right way. To be an efficient communication, one way is to make our writing clear and make it concise. Clear writing is direct, to the point, and free of jargon, pomposity, and wordy constructions. The chapter demonstrates ten guidelines that will help us achieve greater conciseness and a style that is more direct and forceful. Furthermore, a concise and confident style and an appropriate tone contribute to a positive ethos. Studies found that the correct use of language affects ethos. In addition, the language rules that matter and the rules that affect ethos. This section emphasizes rule violations or errors that can cause misleading. Following by that, the power of punctuation introduced to us. Also, editing is an important skill that requires discipline and practice. However, we can make the computer work for us and use it to make our writing more efficient and effective.

L-4 Summary

In this chapter, we learned to plan our presentation, including developing a communication strategy, prepare a presentation to achieve the greater impact and present effectively and with greater confidence. The focus on this chapter is the three P’s approach which is used to presentation development and delivery. In the planning phase of developing presentation, we need to determine the strategy, analyze the audience, select the medium and delivery method and organize and establish the logical structure. After planning, we are ready to start preparing the actual presentation. The presentation consists of developing the introduction, body, and conclusion; creating the graphic; testing the flow and logic; editing and proofreading; and practicing. When it comes time to present, we should concentrate on delivery style, focusing particularly on eye contact, stance, speech, and overall effect. In summary, the best way to project a positive ethos is to believe I what you are saying and to be fully prepared.

L-5

Leaders need to know how and when to use graphics. Graphics improve presentations and documents, particularly if the material is primarily quantitative, structural, pictorial, or so complicated that it can be illustrated more efficiently and more effectively with a visual aid than with words alone. In this chapter, we focus on when and how to use graphics effectively, provide some basic guidelines for designing effective graphics, and deliver some guidance on designing and presenting graphics using PowerPoint, and we also learned using a framework as a road map for a presentation that consist of three P, plan, prepare and present.

L-6

Leaders need strong interpersonal skills and an understanding of and appreciation for cultural diversity. For leadership communication, emotional intelligence and cultural literacy are as important as the strategy, writing, and speaking skills included in the core of the leadership communication. Emotional intelligence and cultural literacy are necessary skills that allow you to interact with and lead others effectively, and the key to interacting with others and managing relationships successfully is communication.

L-7

Leaders need to be able to plan and conduct effective, productive meetings. Doing so requires leadership communication skills and is important in setting the precedent for the rest of organization. In this chapter, we would learn how to avoid seven deadly sins of meetings and learn to plan and conduct productive meetings by determining when a meeting is the best forum for achieving the required result; establishing objectives, outcomes, and agenda; performing essential planning; clarifying roles and establishing ground rules; using common problem-solving techniques; managing meeting problems; and ensuring follow-up occurs.

L-8

Negotiation Chapters 2-5 (Jordan and Lee)

NC2: Strategizing, Framing, and Planning

Strategies

Setting goals--The Objectives That Drive A Negotiation Strategy

Direct effects

-Wishes are not goals
-Our goals are often linked to the other party’s goals
-There are limits to what our goals can be
-Effective goals must be concrete/specific Indirect effects Forging an ongoing relationship

Indirect effects

-Forging an ongoing relationship

+ - Strategy--The Overall Plan to Achieve One's Goals

+ - Strategy, Tactics or Planning?

Strategy: The overall plan to achieve one’s goals in a negotiation
Tactics: Short-term, adaptive moves designed to enact or pursue broad strategies

Tactics are subordinate to strategy
Tactics are driven by strategy

Planning: The “action” component of the strategy process; i.e. how will I implement the strategy?

+ - Strategic Options--Vehicles for Achieving Goals

Alternative Situational Strategies
Avoidance: The Nonengagement Strategy
Active-Engagement Strategies: Competion, Collaboration, and Accommodation

Planning

1. Defining the Issues
2. Assembling the Issues and Defining the Bargaining Mix

Determine which issues are most important and whichare less important
Determine whether the issues are connected (linked togeter) or separat

3. Defining Your Interest
4. Knowing Your Limits and Alternatives
+ - 5. Setting Targets and Openings

Target Setting Requires Positive Thinking about One's Own Objectives
Target Setting Often Requires Considering How to Package Several Issues and Objectives
Target Setting Requires an Understanding of Trade-offs and Throwaways

6. Assessing My Constituents
+ - 7. Analyzing the Other Party

Current Resources, Interest, and Needs
Targets and Openings
Reputation and Style
Alternative
Authority
Strategy and Tactics

8. What Strategy Do I Want to Pursue
9. How Will I Present the Issues to the Other Party?
10. What Protocol Needs to Be Followed in This Negotiation?

Framing--The process of "Framing" The Problem

o Why Frames Are Critical To Understanding Strategy

§ Because people have different backgrounds, experiences, expectations, and needs, they frame people, events and processes differently

Negotiators who understand framing may understand how to have more control over the negotiation process

Frames may be malleable and, if so, can be shaped or reshaped during negotiation

Frames shift and change as the negotiation evolves

o Types of Frames

1.Substantive--What the conflict is about
2.Outcome--The predispositions the parties have to achieving a specific result
3.Aspiration--Predispositions the parties have towards satisfying a broader set of interests
4.Conflict Management Process--How the parties will go about resolving their dispute
5.Identity--How the parties define “who they are”
6.Characterization--How one party defines the other party
7.Loss-gain--How the parties view the risks of particular outcomes

Another Approach to Frames: Interest, Rights, and Power

Interests: Concerned about needs, desires or wants
Rights: Concerned about who is right
Power: Resolving a negotiation on the basis of power

The Frame of an Issue Changes as the Negotiation Evolvs--The manner in which the thrust, tone and focus of a negotiation change is called reframing

NC3: Strategy and Tactics of Distributive Bargaining

The distributive bargaining situation

The role of alternatives to a negotiated agreement
Settlement point
Bargaining Mix

Fundamental strategies

Discovering the other party's resistance point
Influencing the other party's resistance point

Tactical tasks

Assess outcome values and the cost of termination

Indirect assessment
direct assessment

Manage the other party's impressions

Screening activities
Direct action to alter impressions

Modify the other party's perceptions
Manipulate the actual cost of delay or termination

Disruptive action
Alliance with outsiders
Schedule manipulation

Positions taken during negotiation

Opening offer
Opening stance
Initial concessions
Role of concessions
Pattern of concession making
Final offer

Commitment

Tractical considerations in using commitments
Establishing a commitment

Public pronouncement
Linking with an outside base
Increase the prominence of demands
Reinforce the treat or promise

Preventing the other party from committing prematurely
Finding ways to abandon a committed position

Plan a way out
Let it die silently
Restate the commitment
Minimize the damage

Closing the deal

Privide alternatives
Assume the close
Split the difference
Exploding offers
Sweeteners

Hardball tactics

Dealing with typical hardball tactics
Typical hardball tactics

NC4: Strategy and Tactics of Integrative Negotiation

An overview of the integrative negotiation process

Creating a flow of information
Attempting to understand the other negotiation's real needs and objectives
Emphasizing the commonalities between the parties and mimimizing the differences
Searching for solutions that meet the goals and objectives of both sides

Key steps in the integrative negotiation process

+ - Identify and define the problem

Define the problem in a way that is mutually acceptable to both sides
State the problem with an eye toward practicality and comprehensiveness
State the problem as a goal and identify the obstacles to attaining this goal
Depersonalize the problem
Seperate the problem definiton from the search for solution

Understand the problem fully --Identify interests and needs

Types of interest
Some observation on interest

Generate alternative solutions

Inventing Options: generating alternative solutions by redefining the problem or poblem set

Expand the pie
logroll
use nonspecific compendation
cut the costs for compliance
find a bridge solution

Generating alternative solutions to the problem as Given

brainstorming
norminal groups
surveys

NC5: Perception, Cognition, and Communication

Perception and negotiation

the role of perception
perceptual distortion in negotiation
framing

Cognitive biases in negotiation

Irrational escalation of commitment
Mythical fixed-pie beliefs
Anchoring and adjustmetn
Framing
Availability of information
The winner's curse
Overconfidence
The law of small numbers
Self-serving biases
Endowment effect
Ignoring other's cognitions
Reactive devaluation

Managing misperceptions and cognitive biases in negotiation

Reframing

What is communicated during negotiation?

offers and counteroffers
information about alternatives
information about outcomes
social accounts
communication about process

How people communicate in negotiation

use of language
selection of a communication channel

How to improve communication in negotiation

the use of questions
listening
role reversal

Mood, emotion, and negotiation

negotiations create both positive and negative emotions
positive emotions generally have positvie consequences for negotiation
negative emotions generally have negative consequences for negotions
emotions can be used strategically as negotion tactics

Special communication considerations at the close of negotiations

avoiding fatal mistakes
achieving closure

CLN -Blog BU1 -- Communications in Leadership and Negotiations

5/25/2006

Categories

5/22/2006

Intercultural Negotiation Example -- Haoran Tang (Nicolas)

Effective Communication -- Pauline

Work Cited

Negotiation Chapters 3-6 Summaries (Pauline)

Chapter 3 Strategy and Tactics of Distributive Bargaining

Chapter 5: Use Graphics and Powerpoint for a leadership Edge

Summary NC8: Global Negotiation Kexin Zhang (Kevin)

Chapter 9 Managing Difficult Negotiations Xu Lei

Negotiation Chapter Summaries -- Emily

CDP --Communications Development Plan -- Emily

Summaries of Business Formats -- Emily

Leadership Chapter Summaries 1-8 (Emily)

Negotiation Chapters 2-5 (Jordan and Lee)

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