57026 Strategic Communication and Negotiation

Faculty of Humanities and Social Sciences: Public Communication
Credit points: 8 cp
Result Type: Grade, no marks

Handbook description

This subject analyses and critiques communication campaigns and develops expertise in using strategic planning and applying it to communication management. This involves applying understandings of environmental scanning, stakeholder analysis and issues management. There is an emphasis on understanding consultative processes and learning effective approaches to community consultation. Students develop an understanding of and expertise in negotiation strategies. They study techniques of negotiation and conflict to enhance the development of expertise in managing different expectations and results. Students learn a practical approach to negotiating agreement and apply it to their communication and public relations work.

Subject objectives/outcomes

At the completion of this subject, students are expected to be able to:

Demonstrate ability to use strategic planning in communication management
Use issues management as a proactive approach to preparing communication strategies
Explain effective processes for community consultation
Identify relevant techniques for negotiating with publics
Demonstrate expertise in using negotiation.

Contribution to graduate profile

A good understanding of the nature of communication and communication management through a broad range of theories and paradigms
A sensitivity to ethical and legal issues related to communication
A capacity to critically reflect on the role and responsibilities of communicators
An understanding of contexts of communication
Competency in understanding, identifying and communicating with publics to build and maintain relationships
A capacity to critically reflect on their learning and professional communication practice
The capacity to manage technical, political, moral and aesthetic communication issues
The ability to implement communication strategies and evaluate their effectiveness
The ability to apply communication theories to the analysis of case studies and professional practice
The ability to analyse issues and engage in principled negotiation and consultation
The ability to provide strategic advice to senior management and to manage issues and crises
The capacity for lifelong learning
The ability to understand and practice leadership in communication management

Teaching and learning strategies

There will be some presentations to students and the subject includes an online component and negotiation skills workshops, providing the opportunity for students to experience simulated workplace situations and develop strategies to deal with problems. The subject may be offered in condensed mode.

Content

Principles of strategic planning applied to communication management
Issues management
Crisis planning and crisis management
Understanding consultative processes and alternative dispute resolution techniques
Effective approaches to community consultation
Understanding negotiation principles
Techniques of negotiation
Practical approaches to negotiating agreement
Application of negotiation to communication management.

Assessment

Assignment 1: Issues Management Report

Objectives	a, b
Due	Saturday 9 September
Value	40%
Limit	2000 words plus appendices
Task	Students will identify an issue/issues affecting an organisation and discuss the short and long term implications of the issue for the organisation's strategic planning and relevant stakeholders. The discussion should draw upon current literature from the field and incorporate micro and macro dimensions of the issue. The report should recommend communication strategies to effectively manage the organisation's response to the issue. These need not be located in a formal plan but should include a description of the target public/s, goals and objectives, key messages and tactics. A sample format can be found on UTSOnline in the course documents folder. This assignment can relate to the student's current employment or can be for another organisation. The scope of the issue/s to be addressed should be negotiated with the tutor, as there will be considerable variations between organisations.
Assessment criteria	Demonstrated: Ability to identify scope and magnitude of issues; Provision of an appropriate communication strategy; Relation of the communication strategy to the organisation's strategic plan Awareness of organisational factors relating to the issue; Reference to appropriate literature; Quality of structuring of the material in the report; Written expression of a high professional standard.

Assignment 2: Case Study Project

Objectives	d, e
Due	Week 14 (in class)
Value	Report 30%; Poster Session Presentation 10%
Limit	2000-3000 words plus appendices
Task	Students are to choose an issue/dispute currently in the public arena which will involve (or should involve) some negotiation between parties in its resolution or management. The issue can be local or international, involve groups or individuals, and be in any sector of the community. A negotiation briefing note for at least one stakeholder should be prepared, based on the 7 element model or another of your choice. The case study should include an analysis of the situation and requires each individual/group to identify: Dispute background and situation analysis; The parties to the dispute; The positions currently (or contemporaneously) adopted by the key stakeholders – this will involve things such as threats, demands etc.; How each of the parties sees things now (what is their currently perceived choice); What would the negotiation strategy preparation memo look like for the key players; A rationale to support the recommended negotiation strategy; Other issues raised by the particular dispute e.g. public interest, power. This assignment may be undertaken individually or in groups. In group situations the word limit should be negotiated with the tutor. Each participant should prepare a negotiation briefing note for one of the parties in the negotiation. A list of topics presented in previous semesters has been placed on UTSOnline to provide some indication of the range of possibilities.
Assessment criteria	Demonstrated ability to: Select an appropriate dispute or negotiation in the public domain; Provide a clear presentation of the major components of the dispute; Identify parties and analyse their position in relation to the dispute; Devise a negotiation strategy for one or more parties to the dispute; Prepare a poster to provide a clear and creative representation of the major components of the dispute; Create an interesting and informative presentation for class interaction; Incorporate appropriate references to pertinent literature to support contention or suggestions made in your report and your presentation; Provide written expression of a high professional standard. You will be required to present your report in a poster session and informal discussion in Week 14.

Assignment 3: Participation in online discussion forum

Objectives	a, b, c
Due	To be logged over a designated two month period
Value	20%
Limit	1000-1200 words (in several contributions)
Task	Students will post three discussion entries during the allocated time period for the online discussion. The questions will relate directly to lecture materials and the readings indicated in the timetable. A copy of the reading list table of contents, is available in the course documents folder on UTS Online. The reader will be available for purchase at the start of the semester. Each response should be 300 to 350 words in length and contribute to a discussion of the application of theory to an understanding of the current environment for professional practice. You can contribute more than once to each question and as these are intended as a discussion the first person. Your response to the questions must be theoretically informed and should be integrated with and extend the discussion taking place. Normal academic referencing conventions are to be observed, using the Harvard style. While submissions should be supported by references to current literature and practice, they should also be framed as part of a continuing dialogue rather than as discreet mini essays.
Assessment criteria	Demonstrated ability to: Provide a focused contribution to the group discussion supported by internet research; Demonstrate understanding of key issues from pertinent literature; Analysis and synthesise material; Develop valid arguments supported by evidence; Contribute to an online discussion in a manner which demonstrates engagement with group discourse, clarity of expression, adherence to word limit, absence of typographical errors; Submit contributions to an appropriate professional standard; consistent referencing, clear and consistent expression, spelling and punctuation, adherence to word limit.

Your final assignment must be handed in with a self-addressed envelope so it can be returned to you after marking. It is your responsibility to include an envelope large enough for your assignment and with the right postage stamps.

Minimum requirements

Students are expected to read the subject outline to ensure they are familiar with the subject requirements. Since class discussion and participation in activities form an integral part of this subject, you are expected to attend, arrive punctually and actively participate in classes. If you experience difficulties meeting this requirement, please contact your lecturer. Students who have a reason for extended absence (e.g., illness) may be required to complete additional work to ensure they achieve the subject objectives.

Attendance is particularly important in this subject because it is based on a collaborative approach which involves essential workshopping and interchange of ideas. Students who attend fewer than ten classes are advised that their final work will not be assessed and that they are likely to fail the subject.

Indicative references

There is no set text for this subject however a book of readings has been produced. Additional references:

Books/Journals
Albright, K. S. 2004, Environmental Scanning: Radar for Success, The Information Management Journal, May/June.

Beder,S. 1999, Public participation or public relations, Technology and public participation, University of Wollongong, pp. 169 –192.

Burnett, J. J. 1998, 'A strategic approach to managing crises', Public Relations Review, vol. 24, no. 4, pp. 475-488.

Carpenter, S.L. and Kennedy, W.J.D. 2001 Managing Public Disputes. San Francisco, CA:Jossey-Bass.

Charleton, R. 2000, Dispute resolution guidebook, LBC Information Services, Sydney, pp. 3-17.

Condliffe, P. (1991) Chapter 7. 'Groups, Organisations and Conflict'. Conflict in Management: A Practical Guide. TAFE Publications.

Constantino, C. A. & Sickles Merchant, C. 1996, 'How organizations and individuals respond to conflict', in Designing conflict management systems, Jossey-Bass Publishers, San Francisco, pp. 5-18.

Constantino, C.A. and Merchant, C. S. (1996) Designing Conflict Management Systems. Jossey-Bass.

Crump, L. Glendon, A. I. 2003. Towards a paradigm of multiparty negotiation, International Negotiation, vol. 8, pp. 197 – 234.

Culbertson, H. et al (1993) Social, political, and economic contexts in public relations : theory and cases. Hillsdale, N.J: L. Erlbaum.

Fearn-Banks, K. (1996) Crisis Communication: A casebook approach. Hillsdale, NJ: L. Erlbaum.

Fisher, R. Kopelman, E & Kupfer Schneider, A. (1994). Beyond Machiavelli: Tools for Coping with Conflict. Mass: Harvard University Press.

Fisher, R., Ury, W, & Patton, B. (1991) Getting to Yes. (2nd Ed.) Century Business.

Forrest, C. J & Hix Mays, R. (1997) The practical guide to environmental community relations. New York: Wiley.

Forrest, C. J. (1987) Promoting issues & ideas: A guide to public relations for nonprofit organisations by New York: Public Interest Public Relations Foundation Centre.

Grunig, J. E. (1992). Excellence in Public Relations and Communication Management. New Jersey: Lawrence Erlbaum Associates Inc. (Chapter 6).

Hallahan, K. 2001, The dynamics of issues activation and response: an issues processes model, Journal of Public Relations Research, Vol. 13no. 1, pp. 27-59.

Heath, R. L. 1997 Strategic issues management: organisations and public policy challenges, Sage, California, pp. 1-37.

Heath, R. L. 1998, 'New Communication technologies: an issues management point of view', Public Relations Review, vol 24, no. 3, pp. 273-288.

Heath, R.L. & Vasquez, G. M. (eds.) 2001. Handbook of public relations. London:Sage.

Holtz,S. 1999, 'Activism on the Internet' in Public relations on the net, AMA Publications, New York. Pp. 176-197.

Kramer, R.M. & Mesick, D. M. (eds) 1995, Negotiation as a Social Process. Thousand Oaks, CA: Sage.

Leichty, G. 1997, 'The limits of collaboration', Public Relations Review, vol. 23, no. 1, pp. 47-55.

Manager, V. 2004, Integrating issues management at Nike. SCM vol. 8, iss. 6, p. 4.

McComas, K. A. 2003, Trivial pursuits: participant views of public meetings, Journal of Public Relations Research, Vol. 15, I 2, pp. 91 – 115.

McDonald, L., Hartel, C. E. 2001, Consumer-preferred company responses following a crisis: the importance of taking responsibility, Asia Pacific Public Relations Journal, vol. 3, no. 1 pp 1- 19.

Murphy, P. 1996, Chaos theory as a model for managing issues and crises, Public Relations Review, vol. 22, n.2 pp. 95 –113.

Onyx, J. 'Power in the Community Sector'. (1995). Community Quarterly No. 36 pp 15-22.

Plowman, K. D., Briggs, W. G. & Huang, Y. 2001, 'Public relations and conflict resolution', in Handbook of public relations, Ed. Heath, R., Sage Publications, Thousand Oaks, pp. 301-3310.

Polzer, J., Mannix, E. A., & Neale, M. A. 1995, Multiparty negotiation in its social context, in Negotiation as a social process, Kramer, R. M. & Messick, D. M. (eds.) Sage, Thousand Oaks, pp 122- 142.

Rahim, M.A. 2001, Managing Conflict in Organisations, 3rd edition. Westport, CT: Quorum books.

Steyn, B., Puth, G. 2000, 'Environmental scanning' in Corporate Communication Strategy, Heinemann Publishers, Sandown.

Susskind, L. & Field, P (1996) Dealing with an angry public : the mutual gains approach to resolving disputes. New York: Free Press. (Chapter 3)

Susskind, L. & Field, P. 1996, Dealing with an angry public: the mutual gains to resolving disputes. The Free Press, New York.

Susskind, L., McKearnan, S. and Thomas-Larmer, J. (eds.) 1999, The Consensus Building Handbook: A Comprehensive Guide to Reaching Agreement. Thousand Oaks, CA: Sage.

Taylor, M., Vasquez, G. M., & Dorley, J. 2003. Merck and AIDS activists: engagement as a framework for extending issues management, Public Relations Review, vol. 29, pp. 257-270.

Thompson, Peter (1998).

Ulrich, P. & Sarasin, C. (Eds) Facing public interest : the ethical challenge to business policy and corporate communications. Dordrecht, Boston: Kluwer Academic Publishers.

Ury, W. (1991) Getting past No: Negotiating with Difficult People. Century Business.

Ury, W., Brett, J & Goldberg, S. (1993) Getting Disputes Resolved: Designing systems to Cut the Costs of Conflict. California: Jossey-Bass Inc.

White, J. & M. L. (1995) Strategic communications management : making public relations work. London: Addison-Wesley.

White, M. (1997) Let's be Reasonable: A Guide to Resolving Disputes. Choice Books.

Journals

International Negotiation

The ADR Bulletin (esp. Volume 1 no. 5 Sept/Oct 1998).

Public Relations Research

Websites

http://conflict.colorado.edu/ Conflict Research Consortium University of Colorado

http://www.ausdispute.unisa.edu.au/ The Australian Dispute Resolution web site

http://www.iacm-conflict.org/ The International Association for Conflict Management

http://www.igc.org/ Institute for Global Communications