Comm210_week08

7/29/2019 Comm210_week08

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•

have a vested

interest

in

a business

• Consider how firms kee track of their own success

• Describe why measurement is important for

companies to

achieve

their

goals

• Critical thinking skills: Techniques of persuasion.

Practice techniques in your own writing. Review

causal claims

(from

last

week)

7/29/2019 Comm210_week08


’

• “ ”

• Four perspectives

for

a balanced

scorecard

– Customer ers ective

• What matters most to customers?

– Internal business

perspective

• How can we produce to meet customer expectations?

– Innovation & learning perspective

•

– Financial perspective

• How can we ensure profitability for shareholders?

7/29/2019 Comm210_week08


K aplan & Norton’s balanced scorecard

Financial“bottom line”

VISIONMeasures of

Customer-

relatedSTRATEGY measures

Measures of operational

effectiveness

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MUHC Balanced scorecard: 2007

Committed, motivated employees, Strong financial and economic

Indicators:

Em lo ee retention rate = 90.5%

Indicators:

# of dischar ed cases = 25 282

Employee climate rating = 3.31

Attendance = 95.2%

Average length of stay = 8.4 days

Positive patient satisfaction and An innovative academic

quality outcomes organization

Indicators:

Patient satisfaction rating = 3.1

Indicators:

# of publications = 1,444

Waiting list

for

radiation

= 90

New C.Difficile infection cases = 15Staff

training

rate

= 2.1%

7/29/2019 Comm210_week08


Balanced scorecard: oncor a n vers y

Financial“bottom line”

measures

Measures of Customer-

related

STRATEGYmeasures

Measures of operational

effectiveness

7/29/2019 Comm210_week08


Union

Square

(ch

4,

pg

70‐

73)• Define “enlightened hospitality” and give 3

delivering enlightened

hospitality

•

demonstrate effective internal business processes

• Su est two

wa s

that

this

could

affect

the

financial

aspect of the Balanced Scorecard. How would you

measure the effect?

7/29/2019 Comm210_week08


Zingermann’s

(ch

3,

pg

60‐

66)

• How does Zingermann’s reflect the distinct culture of

nn r or

• What does Zingermann’s do to reinforce their

u

•

What

advantages

have

they

taken

from

the

learning aspect of the Balanced Scorecard?

7/29/2019 Comm210_week08


Clif

Bar

(ch

4,

pg

74‐

75)

• What is Clif Bar’s approach to advertising?

•How

do

they

discover

what

their

customers

want? Why do they do this?

• What aspect(s) of the Balanced Scorecard

activities?

7/29/2019 Comm210_week08


Citistorage

(ch

4,

pg

75‐

78)

• How can a records‐storage company establish a

persona connect on w t ts customers

• Who are the “decision‐makers” who

u g v

•

Who

are

the

internal

customers

of

Citistorage?

customers?

7/29/2019 Comm210_week08


ECCO

(ch

4,

pg

80‐

85)

• What are the difficulties in establishing “Customer

nt macy or an eng neer ng company e

• Describe how ECCO has developed these business

w u

•

What

has

this

contributed

to

the

financial

aspect

of

7/29/2019 Comm210_week08


Techni ues of

ersuasion

– Anticipate objections based on

• negative evidence

• alternative causes

• conflicting assumptions

– Counter‐argue objections

– Limit claims

you

cannot

rebut

• Acknowledging limitations makes your writing MORE

persuasive

– Rhetoric – Use of lan ua e & form

• Detail (evidence

and

assumptions)

• Tone (scholarly vs. narrative)

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Techniques of Persuasion

• Do you find Burlingham’s Small Giants to

be

a

convincing

book?

Why

or

why

not?

Analyze why it is (or is not) persuasive for

you.

• Which other

readings

this

term

do

you

find to be most persuasive?

•

persuasiveness of your team project

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At this point we diverge from your

regularly scheduled

coursework….

7/29/2019 Comm210_week08


Conversational

ArchetypeS

Negotiation To come to an agreement LOBBYING

Discussion To make a decision Sparring

Brainstorming To generate a new idea SIFTING

Dialogue To create new understanding EXPLORING

7/29/2019 Comm210_week08


“ ” ‐ " " + "

beat")

Discussion: “To strike asunder, break up”

(discussus)

Dialogue: “To speak across” (dia‐ "across" + legein

" "

From the on‐line etymology Dictionary ( www.etymonline.com )

7/29/2019 Comm210_week08


An intro to dialogue

…

Baking a Cake Building a Spaceship Raising a Child Guidance

Needed Instructions Rules

&

blueprints Principles

Ex. Support their learning

Role of Participants Followers Experts Learners

Predictability of

High Medium Low

utcomes

Decision‐

Making

Little, if any

required

Linear & logical Emergent and intuitive

Ex. come to a decision

regar ng cur ew ase on

current context

Level of Agreement High Medium Low

Need to Question

Status Quo

No need Little need High need

7/29/2019 Comm210_week08


,

selling, and telling.

the unknown.

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In T ical Conversations… In Dialogue…

We justify and defend our We question our

. from patterned responses &

habitual reactions

that

lie

intentionally explore

paradigms that

contradict

com orta y wit in our current paradigms. Our thoughts are frozen, rather

our current e e s n or er to push our thinking to a

new level. We relax our grip

than alive

and

moving

through us. on

certainty

and

think

together in the moment.

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In T ical Conversations… In Dialo ue…

We think alone. We view We think in relationship. our thinking as separate

from those around us and

The focus is on the

collective wisdom of the

and ego to the thoughts

we express. individual intelligence. Author Bill Isaacs

escr es

a ogue as

a conversation with a centre

and no sides.”

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We look to ain We look to build a shared

agreement on one

meaning. It

is

assumed

understanding by

exploring multiple

that there is a right

answer‐ we just have to

meanings and

perspectives. There is no

.

.

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We see the distinctions We see the connections

between ideas‐ right or

wrong, black

or

white

‐

between ideas, leading to

a fuller,

more

holistic

view

leading to a narrow,

fragmented view of

of reality.

.

7/29/2019 Comm210_week08


“In all recorded history there has not been one economist

who has had to worry about where the next meal would come

from.” ‐Peter Drucker (big‐time management guru)

7/29/2019 Comm210_week08


•Temporarily release your desire for outcomes.

•

Listen

intently

and

inquire

deeply,

with

a

willingness

to

be

influenced.

•Acknowledge and explore underlying assumptions.

•Temporarily suspend your judgment.

•

Think in

the

moment.

•Welcome silence.

•Make an effort to respond to the group as a whole, instead of to the

individuals that

make

up

the

group.

•Speak when you are moved to speak.

• une n o o ers w en spea ng.

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• “ ”

you would

be

specially

suited

for

this

job?

• ea ngs or nex wee

–Herzberg

on

motivation

– Burlingham, chapters 5‐6

Documents

Comm210_week08