The Importance of Effective Communication

No matter how brilliant and invaluable your idea, it is worthless unless you can share it with others. For this reason, effective communication is crucial at every level of an organization. However, the ability to communicate effectively does not come easily to many people, and it is a skill that requires practice.

We begin practicing our communication skills even before we learn to walk. A newborn child communicates by crying, but it slowly learns to mimic its parents' speech. Eventually, the child discovers that certain speech patterns elicit different responses; one of the joys of parenting is trying to decipher the meaning behind certain "words." Does "baaaaaw" mean that the baby wants his ball, his bottle, or his blanket? Slowly, through trial and error, the child learns to manipulate sounds to get what it wants, and as the child develops, this active oral practice leads to more nuanced and fluid conversations. In short, the child learns effective communication.

To effectively communicate a complex idea, however, requires skills beyond elementary conversation. There are two golden rules to remember and follow.

The Importance of Effective Communication

Golden Rule #1: Organize thoughts in your mind before sharing them with others.

One idea often prompts a torrent of others. In order to share your ideas, you must first shape them coherently. Organization is important, because it creates a pattern for your listener, allowing him or her to grasp the larger picture intuitively. This allows the listener to focus on the details of your message, without struggling to understand how you went from Point A to Point B.

As a thought experiment, imagine that a colleague has asked you for directions to the airport. Write them down. Your directions will probably look something like:

* Drive west half a mile on Aurora.

* Take a left on Madison.

* At the third light, turn right and follow Dexter for 2-3 miles.

* Get on the interstate, heading south.

* Etc.

Now, with a pair of scissors, cut each line of instructions into a small strip of paper. Jumble the strips up and arrange them in a completely random order, then give them to your colleague. Even with mixed-up directions, s/he should have no trouble reaching the airport, right? After all, your directions are complete and accurate. Not a single step is missing.

The problem, of course, is that your directions are also completely unorganized, rendering them useless. Your colleague will find it impossible to focus on your message itself, because he or she will struggle to follow your message's structure (or lack thereof).

Golden Rule #2: Communication is collaborative, not competitive.

Thrusting your idea on others mars the beauty and integrity of conversation. Communication is in some ways like a dance; each partner plays off the other, basing his or her steps on the other person's, while simultaneously maintaining a certain amount of individuality.

Communication is a two-way process involving an exchange of ideas. If you try to make it one-way, you prevent this exchange and will eventually frustrate the other person. You may also frustrate yourself, if you read the other person's lack of verbosity as disinterest in the conversation, rather than an inability to get a word in.

The hallmark of effective communication is the coherent verbal projection of your ideas, so that your listener receives the message that you intend to send. By observing these two rules, you will reduce miscommunication and misunderstandings.

The Importance of Effective Communication
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Barbara Stennes, CSP, is president and owner of Resources Unlimited, a consulting firm based in Des Moines, Iowa. She is widely recognized as an expert on team building, customer service, creativity, and innovation. To learn how Barbara can help your organization, please visit Resources Unlimited or de Bono Online.

Middle Management's Role in Managing Change

It is tough to be a middle manager. On the one hand, you are pulled by the centripetal force of senior management. This is the force that demands seamless and sometimes unquestioning execution of organizational strategy. It requires you to toe the company line, even when you believe the line is flawed. An outlet for those who have unsuccessfully tried to influence organizational direction is to exit the company. A more common but insidious alternative is to remain and become a mindless conveyor of decisions from the top.

On the other hand, you contend with the centrifugal pressures of frontline supervisors and employees who, in addition to typically wanting higher pay and better benefits, are opinionated about how work is performed and often resist unfamiliar systems, technologies, and processes. In the short term, pressures from this group are generally easier to manage as middle managers can assert their authority and use sanctions, or fear of sanctions, to gain compliance.

The dizzying pace of change in corporate entities further complicates the already difficult existence of the middle manager. Innovation, technology, and globalization are forcing companies to take unprecedented steps to stay afloat. As of June 2006 mergers and acquisitions were on track to top the record .4 trillion set in 2000.1 Business strategies are overhauled and thousands of jobs are reshuffled in the process. To ensure the organization that emerges remains nimble, concepts such as "flat organization" and "delayering," which essentially translate into reducing the size of middle management, are put to work.

Middle Management's Role in Managing Change

Conversely, constant change presents a unique opportunity for middle management to reinforce its value to the organization. Middle managers are extremely instrumental in creating the agility that enables an organization to swiftly respond to its environment. No matter how many times the business plan changes, they are to elicit the support, commitment, and optimal performance of operational supervisors and personnel requisite to maintain a forward momentum.

If middle management distrusts those at the helm, that organization will struggle with trust issues. If it is misaligned with corporate strategy, the lower stratum of the organization will be out of kilter. If it does not communicate effectively, employees will make assumptions and fill in blanks. An organization experiencing any or all of these challenges cannot optimize its resources. It should not expect a highly satisfied workforce or maximum ROI. These consequences are especially acute in industries where speed is critical to success.

Middle managers must recognize that change management is an integral, inescapable part of their role. There are four critical ways that they can assert their role in managing change.
Communicator: Middle managers' role as communicators increases significantly when change is under way. First, they must seek clarity from the top on the nature and dimension of change. They must break down the communication in a manner that makes sense to the individual units they represent. Next, using multiple media and venues, they communicate the change in a clear, honest, and timely manner. To demonstrate respect and maintain credibility, relevant details, no matter how unappealing, are shared with the employees who will be impacted. Feedback must be collected and relayed to senior management. This exchange of information should occur at the speed of change. For instance, weekly meetings can become daily huddles to ensure effective communication.

Solicitor. It is not enough for middle management to relay information up and down the organization. It must cultivate the habit of soliciting employee opinion on important decisions that affect employees' work and/or compensation or that significantly impact the organization. Processes should be established for accessing opinions, and input should be articulated and presented to decision makers. Managers must close the loop by relaying decisions to employees.
Intense change, especially when it occurs in quick succession, as being experienced by many organizations, can be particularly excruciating for rank-and-file employees. The employees' frustration is exacerbated when they are not given an opportunity to participate in decisions that affect them. As stakeholders and people who execute the mission of the organization, they feel disenfranchised and devalued.

Workers need to be especially on top of their game in times of change. They must be prepared to sharpen existing skills and acquire new ones. They juggle old and new ways of doing business while maintaining productivity expectations. When management forges ahead with change implementation without their input, it typically educes compliance, which is a focus by workers on meeting the minimum requirement to get by. Management should aim for commitment; that is, the sincere devotion and resolve of workers to do whatever it takes to ensure their organization is successful. Inclusion is a viable path to eliciting commitment.

This role is designated "solicitor" to underscore the fervor and sincerity that should characterize each request for input. When management appears obligated or insincere, or when it ignores input, it sends the message that employee opinion is not valued.
Builder. Business decisions are not always favorable to employee opinion. Market forces and government regulations, for instance, can force an organization to change the way it conducts business. In such circumstances, support from the workforce can be critical to successfully implementing change and attaining new heights.

To build broad support, management should first build a form of a guiding coalition.2 This is a group of employees who have differentiated themselves as top performers and respected members of their teams. Through extensive dialogue on rationale and details of impending change, the coalition is given an opportunity to clarify objectives and identify potential flaws. Once convinced, it engages in a process of educating other employees to embrace change.

Management can choose not to spend the time and effort to educate employees on the rationale behind change initiatives. It can rely on formal authority to enforce decisions. However, experts agree that managers who tap into moral authority-that is, those who earn the trust and confidence of others by building and nurturing honest relationships-achieve better results.3
Executor. Execution is performing work to achieve set goals. Vital to the survival of the organization, it is management's classic responsibility. The unrelenting storm of change has brought the discipline of execution into sharp focus. Status quo intervals (periods where strategy is on course and work flows in an established manner) have become shorter and organizations have become more flexible to cope.

In their critically acclaimed work Execution: The Discipline of Getting Things Done, Larry Bossidy and Ram Charan identify several actions and behaviors that enable managers to excel at execution. Two of their recommendations are particularly relevant to effectively managing change.
Deep personal involvement. Bossidy and Charan make the point that setting strategy from the mountaintop is inadequate for getting things done in the most productivity way.4 Managers who feel exempt from the details of execution are reminiscent of the piano teacher who holds a music degree from a prestigious college and eloquently communicates the historical origin and theoretical underpinning of music but does not know how to play the piano. Thorough understanding of the mechanics of execution enables managers to ask the right questions, establish efficient processes, and make intelligent decisions, thereby building credibility with staff and ultimately achieving desired results.

Alignment. People, strategy, and operation must be aligned to accomplish goals. This entails positioning people where they can maximize their strengths, establishing a clear line of sight from the strategic plan to specific tasks and educating people on the strategy, and designing operational processes to enable people to successfully operationalize strategy. Depending on the pace of change, alignment can be an ongoing process with each assignment requiring a fine-tuning of strategy, resources, and/or processes.

Clearly, middle management plays a key role in enabling the organization to benefit from change. However, an unsupportive culture or senior management can inhibit its effectiveness. In addition, a few unwholesome tendencies come with being in the middle. Invisibility or passiveness is one of them. Punting blame or hiding behind tops or bottoms is another. Feeling powerless is yet another. To the degree that middle managers want to maximize their effectiveness, they will have to overcome inertia and challenge these obstacles.

Endnotes

1. CNNmoney.com. Mergers to Keep on Coming. June 27, 2006. Retrieved July 18, 2006.
2. John P. Kotter. Leading Change. Boston, MA: Harvard Business School Press, 1996.
3. Stephen R. Covey. The 8th Habit: From Effectiveness to Greatness. New York, NY: Free Press, 2004.
4. Larry Bossidy, et al. Execution: The Discipline of Getting Things Done. New York, NY: Crown Business, 2002.

Middle Management's Role in Managing Change
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Managing Organizational Change - Using Innovation For Business Growth

The life cycle that is within any business consists of a variety of changes, growth spurts and the need to keep everything stable. As a business grows and changes, is also the need to ensure that the opportunities are taken care of effectively. Managing organizational change in the correct manner is one that allows for everyone who is working within the business to have the opportunity to grow with the business and to do so without resistance or difficulties with the changes.

A business can go through several effective organizational changes, all which are designed to enhance a business and to helps it grow. However, the need for change is sometimes stopped or moves into a yield because of employees, leaders and individuals that don't completely understand the change. Along these lines, the culture may not be as accepting of the alterations that are taking place within the organization, which can lead to discomfort and individuals who are no longer satisfied with the work place. Making sure that this is taken care of first ensures that the right change moves into any business.

The main component that any organization will want to look at when moving towards organizational change is to use innovation when building what is needed within a company. This provides specific needs to take place within the business without having as much resistance as would take place otherwise. Starting by seeing where individuals are in relation to the company provides the best insight into this. For example, taking surveys or filling out a questionnaire will help to see where an organization and it's employees are at.

Managing Organizational Change - Using Innovation For Business Growth

After there is a complete analysis of the employees, leaders and individuals that are within the work area, there can then be a plan of action to begin implementing the necessary changes to help with business growth. When doing this, the leaders will need to use a step by step process that will help everyone in the business to understand what is occurring. This includes training, knowledge, research and step by step plans to get everyone moving onto the same page. This is where the innovation comes in, so that everyone in the company is comfortable with the changes that occur.

If you are in a business that wants to see how the implementation for managing organizational change occurs, than you can begin by looking at concrete examples of companies who have effectively grown into a new image and internal environment. For example, McDonalds has used concepts with organizational change to ensure that employees benefit from the changes, combined with innovation of the procedures used to build substantial growth for the entire company, from customers to individuals that are affiliated with the restaurant.

Making sure that you are able to build your business through different time frames, as well as through resistance, is what will ensure business growth. Understanding the abilities needed for managing organizational change ensures that everyone within the work area will stay comfortable and will have the ability to continue to move forward with the organization. The result will be the ability for the business to reach it's full capacity within the market and to continue to grow as a company.

Managing Organizational Change - Using Innovation For Business Growth
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Read more information about successfully implementing Organizational Changes for businesses at => http://www.organizationalstructurechanges.com

What is Management?

Management is different from leadership but just as important. To understand the nature of management, we need to be clear how it differs from leadership. The first step in answering the question: "What is management?" is to understand the basic tasks of all organizations. Like any other species, an organization needs to take care of its immediate business of survival but it also has to evolve to ensure its fitness to cope with changes in the environment and the actions of competing species.

Management is the function that organizes the execution of today's business. Leadership is the evolutionary mechanism that changes organizations to prosper in tomorrow's world. Whenever a species or individual animal runs into obstacles, variations occur and new forms are selected from those variations. Leadership is a risk taking type of action that explores new frontiers and promotes new ways of behaving. It follows that, in a stable environment, good management is all that is needed to prosper; leadership in this context isn't required.

This portrayal is not the popular one where leadership means being the top dog in a group regardless of what's going on in the environment. Also, management has been cast on the rubbish heap since the late 1970's following the initial wave of Japanese commercial success in the West. We wanted a scapegoat for our failure to compete with the Japanese, and management was fingered for this role. Jack Welsh, Tom Peters and other gurus called for more leadership and an end to management, which they saw as stifling innovation. The reality was that a lack of competition created a complacent attitude AND lackluster management. It was the way management was practiced that was the problem, not anything to do with management as a function. We simply needed to upgrade management for a new reality.

What is Management?

Being hierarchical by nature and inclined to worship heroes, we tend to regard the person in charge of our group as a leader. But complexity demands specialization and executives need to perform multiple roles that depend on the unique demands of their situation. If their main function is to maintain quality, low cost and good customer service while motivating employees to perform to their potential, then they are performing the management function, not showing leadership.

Management is like investment. Managers have resources to invest - their own time and talent as well as human and financial resources. The goal or function of management is to get the best return on those resources by getting things done efficiently. This doesn't entail being mechanical. The manager's style is a contextual issue. With highly skilled and self-motivated knowledge workers, the manager can be very empowering. Where the workforce is less skilled or motivated, the manager may need to monitor output more closely. By saying that management is a function, not a type of person or role, we better account for self-managed work teams where no one is in charge. Managemenet simply makes the best use of all resources even when we manage ourselves. Hence management does not necessarily entail a dictatorial, controlling overseer. Skilled managers know how to coach and motivate diverse employees. Getting things done through people is what they do.

The aim of management is to deliver results cost effectively in line with customer expectations and profitably, in the case of commercial organizations. It is not only leaders who can be inspiring. Inspiring leaders move us to change direction while inspiring managers motivate us to work harder.

Management is a vital function thanks to the complexity of modern organizational life. The need to coordinate the input of so many diverse stakeholders, experts and customers requires enormous patience and highly developed facilitative skills. Excellent managers know how to bring the right people together and, by asking the right questions, draw the best solutions out of them. To facilitate well requires managers to work very closely with all relevant stakeholders.

By contrast, the leader can be a bit of an outsider. Like Martin Luther King, Jr. promoting desegregation on buses to the U.S. government from the sidelines, the leader can induce people to change even with no direct involvement or authority over the people who are needed to take the hoped for action.

Managers don't just keep ongoing operations ticking over. They also manage complex projects like making a modern movie or putting the first man on the moon. Leadership is only required to sell the tickets for the journey or to resell it periodically if resistance develops, but management drives the bus to the destination.

What is Management?
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See http://www.lead2xl.com for more articles like this one. Mitch McCrimmon has over 30 years experience in executive assessment and coaching. His latest book, Burn! 7 Leadership Myths in Ashes, 2006, challenges conventional thinking on leadership.

Life Expectancy For Leukemia

Leukemia is cancer of the white blood cells. The bone marrow produces uncharacteristic white blood cells that do not function properly. These white blood cells eventually crowd out normal white blood cells, red blood cells, and platelets. One blood cell of a person suffering from leukemia goes awry and the body produces large numbers of this cell. In most cases the cell that goes awry is the white blood cell. There are four main types of leukemia. These vary on the type of white blood cell affected and the speed of progression. Acute lymphoblastic leukemia (ALL), acute myelogenous leukemia (AML), chronic lymphocytic leukemia (CLL) and chronic myelogenous leukemia (CML) are the four main types. Life expectancy of a patient suffering from leukemia varies from one type to another.

The medical fraternity's understanding of and ability to treat leukemia has developed considerably in recent decades. In 1960, the 5-year survival rate for all types of leukemia was about 14%. It has now increased to about 50%. Children suffering from leukemia have a higher life expectancy rate, while people over the age of sixty have a comparatively lower life expectancy rate. The two main forms in which leukemia can be broadly termed are chronic and acute. Acute leukemia means that the disease grows rapidly and the usually life expectancy without treatment varies from a few weeks to a few months. Chronic leukemia, however, progresses gradually and with the appropriate cure, life expectancy can be up to 20 years or more after the onset of sickness.

Life expectancy of patients depends on the different factors such as health, age of the patient, severity of the disease, and treatment provided. While the life expectancy amongst ALL and AML is short due to its rapidly progressing nature, life expectancy amongst CLL and CML extend from three years to twenty years.

Life Expectancy For Leukemia

Over the years statistics have shown that life expectancy among people suffering from leukemia has grown considerably. This increase can be attributed to advanced studies and research. Innovation and invention of new and effective treatment procedures have also contributed to such an increase.

Life Expectancy For Leukemia
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Leukemia provides detailed information on Leukemia, Leukemia Symptoms, Childhood Leukemia, Leukemia Treatments and more. Leukemia is affiliated with Social Security Disabilities.

Max Weber's Typology of Forms of Authority - Traditional, Rational-Legal, and Charismatic

In pre-modern and modern societies, there has been a hierarchy of command of which everyone must adhere to. In order for this system to operate, there must be someone in charge or otherwise known as authority. According to Weber, authority is power accepted as legitimate by those subjected to it. Weber outlines three forms of authority in modern societies: traditional, charismatic, and rational-legal. These forms of authority are ideal pure types that are rarely "pure" in real life.

Rational-legal authority is belief in the legality of patterns of standard rules and the right of those elevated to authority under such rules to issue commands. Authority is held by legally established impersonal orders and extends to people only by virtue of offices they hold. The power of government officials is determined by the offices to which they are appointed or elected because of their individual qualifications. As long as individuals hold these offices, they have a certain amount of power, but once they leave office, their rational-legal authority is lost

There are various ways that rational-legal authority could develop. Systems of laws and regulation develop in many societies and there are many different principles of legality that could occur. With the development of a rational-legal system, there is likely to be a political system which becomes rationalized in a similar way. Associated with political systems are constitutions, written documents, and established offices, regularized modes of representation, regular elections and political procedures. These are developed in opposition to earlier systems such as monarchies or other traditional forms, where there are no well developed set of rules.

Max Weber's Typology of Forms of Authority - Traditional, Rational-Legal, and Charismatic

As political systems develop in a rational manner, authority takes on a legal form. Those who govern either have or appear to have a legitimate legal right to do so. Those who are subordinate within this system accept the legality of the rulers, believing in the right of those who have legitimate rights to exercise power. Those with the power then exercise power based on this right of legitimacy.

Rational-legal authority may be challenged by those who are subordinate but this challenge is unlikely to result in changes in the nature of the system very quickly. According to Weber, such power struggles could be based on ethnicity, nationalism, not classism, and are mostly political struggles.

Weber's examination of legitimate authority led him to define an ideal-type bureaucracy. An ideal-type is a rationally and systematically constructed pure type of action, which can rarely taken place in reality and used as a measuring tool to determine the similarity between actual social institutions and defined ones. The ideal-type bureaucracy Weber developed incorporated hierarchy, impersonality, written rules of conduct, promotion based on achievement, specialized division of labor, and efficiency. Information flows up the chain of command and directives flow down, according to Weber's model. Impersonal rules explicitly define duties, responsibilities, operating procedures, and rules of conduct.

Individual offices are highly specialized, and appointments are made one the basis of qualifications rather than ascribed status. Working together, these characteristics are designed to promote the collective goals of the organization. This ideal-type bureaucracy was intended to promote economic growth and prosperity. Many of its concepts are echoed in today's capitalist and political systems.

Traditional authority is authority in which the legitimacy of the authority figure is based around custom. Legitimacy and power to control is handed down from the past and this power can be exercised in quite dictatorial ways. This is the type of authority in which the traditional rights of a powerful and dominant individual or group are accepted, or at least not challenged, by subordinate individuals. These could be religious, sacred, or spiritual forms, a well established and slowly changing culture, or tribal, family, or clan type structures.

The dominant individual could be a priest, clan leader, family head, or some other patriarchal figure, or dominant elite might govern. In many cases, traditional authority is supported by myths or connection to the sacred, social artifacts such as a cross or flag, and by structures and institutions which perpetuate this authority. Historically, traditional authority has been the most common form among governments. An example of this is the kings and queens in the English monarchy system, which must belong to certain families in order to obtain their positions.

Traditional authority often dominated pre-modern societies. It is based on the belief in the sanctity of tradition, of "the eternal yesterday." Because of the shift in human motivation, it is often difficult for modern individuals to conceive of the hold that tradition had in pre-modern societies.

According to Weber, traditional authority is a means by which inequality is created and preserved. If no one challenges the authority of the traditional leader or group, the leader is likely to remain dominant. Also, for him, traditional authority blocks the development of rational-legal forms of authority, a viewpoint he was particularly partial to.

Charismatic authority exists when the control of others is based on an individual's personal characteristics, such as extraordinary ethical, heroic, or religious virtuosity. Charismatic leaders are obeyed because people feel a strong emotional bond to them. Hitler, Gandhi, Napoleon, and Julius Caesar were all charismatic leaders. Whether such powers actually exist is irrelevant; the fact that followers believe that such powers exist is what is important.

Weber considers charisma to be a driving and creative force which surges through traditional authority and established rules. The sole basis of charismatic authority is the recognition or acceptance of the claims of the leader by the followers. Charismatic authority can be revolutionary in nature, challenging traditional authority and sometimes rational-legal. This type of authority could easily degenerate into traditional authority in which the power is exercised by those who surround the charismatic leader.

Charismatic authority is the antithesis of routine activities and represents the desire for disruption and change of the prevailing social order. It is a necessary part of the dialectic between the human need for structure and the equally human need for variation and innovation in society. Charismatic authority is different from rational or traditional authority in that it develops not from established orders or traditions, but rather from the special trust the charismatic leader induces in his followers, the peculiar powers he exhibits, and the unique qualities he possesses. According to Weber, it is difficult for charismatic leaders to maintain their authority because followers must continue to legitimize this authority. There is a need for the charismatic leader to constantly exhibit leadership performance to his followers to reinforce the legitimacy of his authority.

The basis of Weber's distinction between power and authority is that power is the ability to impose one's will on another, regardless of the other's wishes, and despite any resistance he may offer. Power is therefore relational; it requires one person to dominate, and the other to submit. This assumes that one person will acquiesce, co-operate with or consent to the domination of the other, and this cannot be true of all relationships. The act of issuing a command does not presuppose obedience. Weber argues that an individual can exercise power in three ways: through direct physical power, by reward and punishment and by the influence of opinion. The exercise of power is more likely to be indirect and coercive: a combination of rewarding and punishing through the use of argument, debate and rhetoric.

Authority, by comparison, is a quality that enhances power, rather than being itself a form of power. The word "authority" comes from the verb "to authorize"; therefore an individual's power must be authorized by the group in order for it to be legitimate. An individual is considered an authority because of his technical expertise, combined with his ability to communicate effectively with the group. The individual in authority is the one who is primary in the group, controlling certain aspects of what the other group members do and say, and perhaps even what and how they think.

Max Weber's Typology of Forms of Authority - Traditional, Rational-Legal, and Charismatic
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