SPCH 70- Effective Organizational Communication

6. Turn in a 2-3 page reflection essay within one week of facilitation.

§       What are you most proud of?

§       What did you contribute to the group/facilitation.

§       What did each team member contribute to the group/facilitation?

§       How well did the team work together?

§       What would you say was the biggest challenge in preparing for the facilitation? Was your team able to overcome this challenge?

§       What would you do differently?

§       How will you use what you have learned from this experience

Pg. 256 - 263 (Conflict Settings and causes); Pg.  
266 - 274 (Managing Conflict)
(note: no reading from the case reader)

Describe a time when you experienced a conflict in the work place (or at school if you do not work) either with a  
boss/coworker/customer etc.  How did you manage or try to manage  
the situation and what was the result of your interaction?

Due Wednesday May 16

Let me know if you are interested in facilitating discussion for any of the following events. (10 pts extra credit)

1. May 8th,1230 - 1:30pm; AB540 awareness - special Community Conversation
as part of the day long program
2. May 17th, 1130-1:00pm; Community Conversation aligned with Elsa
Davidson's Visiting speaker series talk on Youth aspiration in Silicon
Valley education system.
3. June 04, 1130 - 1:00pm; Community Conversation aligned with Manuel
Callahan's Visiting speaker series talk on the Zapatista movement.
4. June 12, 5:30-7:30pm; "An evening with artists creating change" a panel
with Kei Fischer, Cozetta Gray Guinn, McTate and Linden (artist)

Case Facilitation Teams

Influence of Social Media/Fired Over Facebook

Relevant parts of Ch. 2 Andrews and Baird and Fired Over Facebook p.52-61 in case reader.

Crisis Communication/Titanic

Do All Companies Have To Be Evil?

Ethical Issues in Exxon…

Ch. 1 Andrews and Baird and Ethical Issues In Exxon p.12-14 in case reader.

Command Leadership

KCCB’s Missing Masterpiece

Sexuality/Sexual Harassment case study

Here are the kinds of questions we will be writing about for homework relating to each case.

•  In your opinion, what is the most significant ethical violation in the Exxon Valdez case? Why? (make connections to prior text readings)

• What conflict management styles were used by the captain, gate agent, police officers and airline management/duty manager in the Command Leadership Paradigm Case? 
  What were the escalation points and how could the conflict have been diffused to create win-win outcomes? (Make connections to Ch. 7)

• Considering the five stages of a crisis, at what stage(s) could
  crisis communications have changed the outcome(s) for White Star Flag
  (parent company of the Titanic)? Explain?
  (This assignment does not require connections to Andrew's and Baird.)
  

• What key communication breakdown(s) occurred with KCCB's Missing Masterpiece?
  Come up with possible processes, both formal and informal, to ensure this kind of breakdown does not occur again.
  (Make direct connections to Ch. 2 Andrew's and Baird.)
• In the sexual harassment cases, how were some of the complaints hidden or suppressed in the organizations? Why? And what could be changed to expose, mediate, and/or prevent sexual harassment?

Due Wednesday 4/18

Please purchase the case reader. Either purchase it at the print shop for 
cash  only (they do have change), or purchase a voucher at the bookstore
 to redeem at the print shop.

Casebook: Read case method through p. 5 / 

Wednesday Agenda
Discuss case study method and assignment
Assign facilitation teams
Brainstorm ideas for career day event
Meet with speech majors (if time permits)

See you in class.
donna


Welcome to spring quarter!! The first week we will get you
started with course and student introductions and a sample facilitation. 

Please read through the greensheet handed out in class. Purchase text from the bookstore and reader from the print shop.

Required: Communication for Business and the Professions by Patricia Hayes Andrews and John E. Baird, Jr. 8th ed.

Please purchase the case reader in the print shop:
Organizational Communication: The Case Method
Speech 70 Spring 2012 Prepared by Donna Stasio and Mike Stasio

Stasio
Spe 70 Effective Organizational Communication 
Reading Assignments and Questions
    
Due Monday April 16    Text        Ch. 3    p.85-88 Deal and Kennedy
        p.96        The Japanese Philosophy
        p.98        The Teamwork Philosophy
        p.99         The Self-Management Philosophy
        p.100-105    Emerging Philosophies
             
      Learning Organization Philosophy (posted just below the questions for this week)
     
      Servant Leadership Philosophy
      http://www.greenleaf.org/whatissl/

    Case 1 Inside Microsoft
    Inside Microsoft

Answer the following 2 questions. Answers will be evaluated based on 
(1)quality of answer,  (2)completeness, and (3)clarity and coherence of 
writing.  Consider what you can do to make your writing original instead
 of copying word for word from the text.  When relevant, use examples 
from your own personal experience to support your responses. Answers for
 each questions should be approximately 1 page, typed, double-spaced. 
(10 points possible for each question)

1. Describe Deal and Kennedy's key attributes of organizational cultures. 
text p. 85-88 or http://www.mindtools.com/pages/article/newSTR_86.htm


2. Which organizational philosophy do you prefer and/or which, in your 
opinion, is most likely to produce a successful organization? Why? Give 
an example of an organization that embodies this philosophy. 


THE LEARNING ORGANIZATION 
  
Review - Rohan Nagwekar  
 
 
INTRODUCTION 
 
In his book The Fifth Discipline, Peter Senge defined a learning organization as “... a place 
where people continually expand their capacity to create results they truly desire, where 
new and expansive patterns of thinking are nurtured, where collective aspiration is set free 
and where people are continually learning how to learn”. Senge described the core of a 
learning organization’s work as based upon five learning disciplines that represented 
lifelong programs of both personal and organizational learning and practice. 
  
These include: 
Personal Mastery — individuals learn to expand their own personal capacity to create 
results that they most desire. Employees also create an organizational environment that 
encourages all fellow employees to develop themselves toward the goals and purposes that 
they desire. 
 
Mental Models — this involves each individual reflecting upon, continually clarifying, and 
improving his or her internal pictures of the world, and seeing how they shape personal 
actions and decisions. 
 
Shared Vision — this involves individuals building a sense of commitment within particular 
workgroups, developing shared images of common and desirable futures, and the principles 
and guiding practices to support the journey to such futures. 
 
Team Learning — this involves relevant thinking skills that enable groups of people to 
develop intelligence and an ability that is greater than the sum of individual members' 
talents. 
 
Systems Thinking — this involves a way of thinking about, and a language for describing 
and understanding forces and interrelationships that shape the behavior of systems. This 
discipline helps managers and employees alike to see how to change systems more 
effectively, and to act more in tune with the larger processes of the natural and economic 
world.  

David Garvin defines a leaning organization as "an organization skilled at creating, 
acquiring, and transferring knowledge, and at modifying its behavior to reflect new 
knowledge and insights."  
The important component of this definition is the requirement that change occur in the way 
work gets done. This test rules out a number of obvious candidates such as colleges. We in 
colleges have been successful in creating knowledge (research) and transferring knowledge 
(teaching) but have not been successful in applying that knowledge to our own activities.  
The process of building a learning organization unleashes individual creativity, and fosters 
collective learning, which is crucial for encouraging, and developing innovation and rapid 
responsiveness to global competition (Millett 1998). In short, a learning organization is 
continually getting ‘smarter’ because learning is planned, systematic and in alignment with 
the organization's strategic goals. 
 
In order to get smarter, the organization needs to capture its organizational knowledge. 
Prahalad and Hamel (1990) have described the process of how organizations learn, and 
identify the outcomes of the process as the development of core competencies, which are ‘... 
the collective learning in the organization’. This occurs at all levels and functions within the 
organization. On the surface, developing core competencies has an intuitive appeal, but it is 
an extremely difficult process to maintain and manage, particularly as the organization 
changes and adapts to its environment. 
 
The McKinsey 7-S Framework provides a systems view for describing the major differences 
between a traditional view of an organization and a learning organization. In the McKinsey 
7-S Framework, seven key elements of an organization, namely, the structure, measurement 
system, management style, staff characteristics, distinctive staff skills, strategy/action plan, 
and shared values are identified. The first six elements are organized around the 
organizations shared values. However, Hitt adds an eighth element — synergistic teams — 
that he describes as the ‘missing link’. It is this element that Hitt regards as being at the 
core of the learning organization. Synergistic teams provide the means for the members of 
the organization to learn together, developing collective intelligence that is greater than the 
sum of the intelligence of the individual members. Table below illustrates the characteristics 
of the traditional view of an organization and the characteristics of a learning organization. 
 
  





















Finals Week

Monday I will be available during class to answer any 
questions you have about where you stand with homework assignments.

Final Exam Day  Thursday 11:30-1:30  Portfolio Presentations and Celebrate!!

http://www.research.fhda.edu/cgi-bin/rws3.pl?FORM=prcapre [1]

Week 3 Please complete the PRCA-24 survey.

IMPORTANT COMMUNICATION APPREHENSION SURVEY

One of the goals of the Speech Department at DeAnza is to help our students
gain confidence by reducing their communication apprehension. To give us
both an idea of your level of communication apprehension at the beginning
of the course, please complete The Personal Report of Communication
Apprehension (PRCA-24) by Sunday 10:30 p.m. It is an online survey designed
to help you get a sense of your level of communication apprehension (in a
speech; during group work etc.). The results of this PRCA-24 survey will be
used primarily to help improve instructional activities and student
learning while class is still in progress.

ALL STUDENT INFORMATION INCLUDED IN THIS SURVEY IS CONFIDENTIAL. Completing
this survey counts towards your participation grade in this class.You
should easily be able to complete the survey in 10 minutes or less. Please
go to:

http://www.research.fhda.edu/cgi-bin/rws3.pl?FORM=prcapre [1]

In order to gain the maximum benefit from this survey, please read the
instructions carefully and answer the questions truthfully.

We also strongly recommend Rees Facilitator Excellence Handbook p. 9-16
(Google Rees Facilitator Excellence Handbook, click on content)

3)Respond to the following questions in a one-page essay. (I will collect these Wednesday.)

What is required of me to be an effective facilitator? What are my facilitation strengths? What facilitation skills do I need to work on/develop?

Answers will be evaluated based on (1)quality of answer, 
(2)completeness, and (3)clarity and coherence of writing.  Consider
what you can do to make your writing original instead of copying word
for word from the text.  When relevant, use examples from your own
personal experience to support your responses. Answers for each
questions should be approximately 1 page, typed, double-spaced. (10
points possible)

Have a great weekend.

d.stasio

• Remains on guard against �groupthink�  (when the pressure to reach group consensus is so great that the individual members surrender their own opinions to avoid conflict and view issues solely from the group�s perspective).

• Ensures that all arguments have been heard, and looks for holes in the group�s decision-making process, in case there is something overlooked.

• Keeps his or her mind open to problems, possibilities, and opposing ideas. Often presents opposing ideas in the form of a question.

• Guide the group in establishing vision/what do we want to accomplish.
• Come prepared with event plan.
• Provide opportunities for everyone to speak. A process consultant, when successful, rather than steer the group with expert knowledge� empowers the group to explore and solve their own problems now and in the future.
  
• If an idea comes up that drifts from the topic, post it in the "parking lot" to address at an appropriate time. Be sure to revisit these ideas before ending the event to determine if they need further exploration.
  
• Listen deeply and actively.
• Co-construct richer stories and perspectives.
• Experience trust and respect regardless of viewpoint.
• Record the conversation. You can ask others to record.
  
• Summarize frequently what you are hearing as a way of ensuring that you're capturing the ideas, perspectives, and emotions of the participants. You can ask others to summarize.
  
• Check in frequently/ask for feedback (e.g. "how are we doing"?).
• Before moving on to the next topic make sure the perspectives of all participants have been airdd and explored.
• Before ending the event, summarize what has occurred within your group and ask the group if they would like to add, delete, or change any portion of the summary.

• Discuss ch. 2 review questions/answers.
• Break into teams to brainstorm portfolio and presentation ideas. (It will help if you have your answers to ch. 13 with you.)
  
• Spend about 10 minutes in our case discussion teams/facilitator assign case.
• If time permits we will also talk briefly about resumes.