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Communication 3nineTOO Discussion Questions For Passports/Reading Summaries |
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Chapter 1
How Do Your Get Anything Done Around Here
Discussion Questions
Name three corporate symbols that Kate encountered and offer your interpretation of their meaning.
There seem to be a lot of unspoken rules at Donaldson Family Foods. Can you name three of them?
What would you do if you were in Kate’s position? Would you continue to wait for an answer or would you proceed forward in order to complete the project on time, as initially requested?
Have you ever been in a job situation where you felt there was a gap between what your supervisor said and how things really got done in the organization? Explain.
Do you think Kate is overreacting to the situation? What are the signals or symbols you can point to that support your position?
Do you think that Jeff Donaldson is purposely standing in Kate’s way? If so, what would be the purpose of not communicating with her
We often talk about how important it is for managers to share timely information with their employees. Are there any situations in which you think it would be better for management not to communicate with its staff?
Kate perceived she was in charge of the project, but began to feel this was not the case. What are some of the potential problems that come from a gap in perception? How might a gap in perception affect corporate morale?
Discussion Questions
What are the benefits of being a member of a participative organization?
What are the leadership challenges associated with managing in a participative organization, as opposed to a classical/bureaucratic organization?
How do leadership styles differ between classically structured/bureaucratic and participative organizations?
How does the nature of communication differ between classically structured/bureaucratic and participative organizations?
Think of a time when you were asked to assume a leadership role. What leadership style would you adopt and why would you adopt that style?\
How does your leadership style influence the manner in which you communicate with those whom you are leading?
Define "self-directed teams" and discuss the role of these teams in participative organizations.
Think of an interaction that you have had with a manager or boss in a present or past job. How would you characterize your manager’s leadership style based upon that interaction? If you were to advise this manager regarding his or her leadership style, what advice would you offer and why?
\What role do you think communication plays in a participative organization, as opposed to a classical/bureaucratic organizations? decisions to help them develop practical solutions based on existing theory and scholarship. (See
Identify communication processes and practices that the managers (Peter and Laurence) used to communicate change and try ri engage and motivate staff. To what extent were these processes and practices effective or ineffective?
How did Peter try to bridge the “cultural” divide between the old company Krys Klear and the new company Glass X?
To what extent do you think manager Peter was successful?
At the end of the first year Peter asked a question of Laurence: “Was the branch turnaround the result of the fact that 80 percent of the original staff had left, was it my management style, or was it because of the staff that I employed (and I was more selective)?” Pretend that you are Laurence and answer this question, using your knowledge about leadership and change-communication approaches and skills.
What alternative ways could Peter have approached this context to produce a successful organization?
In this case study, identify examples of “management” and “leadership” communication in the change context. Discuss how effective or ineffective either of these approaches were in this context.
Downsizing at Tata Steel
5. What were the ethical issues at stake?1. What is Dr. Irani’s management style?
2. What was the nature of the contract that Tata Steel had with its employees?
3. How effectively did Tata Steel deal with its challenge of downsizing its workforce?
4. What was the importance of communication in the process of downsizing?
6. How were ethical issues balanced against business concerns?
7. Was
the process “transparent,” or was it manipulative?
8, Who is to be fed what information? To appreciate what exactly
audiences expect, the company must blend psychology and
methodology
9. Do all groups need to be fed with same information? How is
theinformation to be offered to various groups? The way data is
offered is put across is material to the effect that is
desired.
10.How the MD puts across the same facts to the trade union and to his senior
management may vary. What are the concerns of
the various groups in the organizationand to what
extent should the data address each group’s concerns?
11. Were the benefits for separation excessive?
Chapter 5
Your Attitude Determines Your Altitude
If you were Kalee, would you have done anything differently during this Mountain Madness adventure training?
If you were Lena, would you have done anything differently during this Mountain Madness adventure training? What?\
If you were Jack Welton, would you have done anything differently during this Mountain Madness adventure training? What?
What does the Mountain Madness climb at We-R-Radio illustrate about emotion in organizations?\
What does the Mountain Madness climb at We-R-Radio reveal about resistance in organizations.\
What does the Mountain Madness climb at We-R-Radio tell us about ethics in organizations?
Given what was presented in this case study, do you think corporate-adventure training/outdoor-management development is a good idea? Why or why not?
If you were one of Lena or Dallas’ coworkers, what would you have said to them when they were not allowed to climb?
If you were one of Lena’s or Dallas’ coworkers, what would you have said to Jack Welton when he did not allow them to attempt the climb?
The central purpose of this activity was to encourage team building. Do you think this will happen? Why or why not? What can we learn about trust and team building from the Mountain Madness climb at We-R-Radio?
Chapter 8
Caught Online
Discussion Questions
1. What are the organizational communication problems you can identify in the Asian-Pacific branch of Tempflo?
2. What communication benefits and problems has the intranet brought to the branch?
3. How could Jean have avoided the disgruntlement of browser engineers?
4. How could Jean have resolved the conflict more effectively
5. How could Scott have avoided losing a self-assumed ally?
6. Why did Jean decline Scott’s invitation to lunch to talk about the e-mail gaffe?
7. Why did Jean stop bringing a mug with her when going to Scott’s office?
8. If the intranet were not installed, how could this situation have evolved?
9. Which episodes in this case illustrate social presence theory?
10. How are the weaknesses of CMC (computer-mediated communication) reflected by the nonverbal complexities depicted in this case?
11. What nonverbal communication theory is illustrated by the episode of Jean’s insisting to talk at Scott’s office, going to Scott’s office empty-handed, and Scott’s not asking her to talk in his private room?
12. How does the above episode illustrate or challenge equilibrium theory?
13. Did Jean and Scott employ “compensation” or “reciprocating” when balancing nonverbal cues to maintain a comfortable level of intimacy?
Chapter 9
The Difficulties of Virtual Leaders
Discussion Questions
1. According to the case study, what is a "virtual" executive?
2. What was the communication problem between the virtual executives and the rest of the organization?
3. What were the employees’ main complaints about the virtual executives?
4. Whether they intended it or not, why do you think the virtual executives did not meet the employees’ expectations?
5. What attempts did Sarah, the in-house executive, make to encourage more regular communication between the virtual executives and the in-house members?
6. How did the employees respond to virtual executive Greg’s presentation about the new company "tagline"?
7. What are some characteristics of effective leadership?
8. What are leaders’ responsibilities to their employees?
9. How did the virtual nature of Zi-Learn’s executives collide with more traditional expectations about leaders?
10. How can communication technology allow us to both (a) be more connected to each other and (b) contribute to a sense of disconnectedness?
11. What are some characteristics of effective employees?
12. What are employees’ responsibilities to their leaders?
13. How would you evaluate the appropriateness of employees’ reactions to the distance they felt with virtual executives?
14. How might the relational distance between virtual executives and employees have contributed to negative interpretations of each other’s actions?
15. How would you evaluate in-house executive Sarah’s early attempts to encourage the virtual executives to communicate more regularly with the rest of the organization?
Chapter Ten
Knowledge is Power
Discussioon Questions
1. How does knowledge about technology affect Katie and Donovan’s power in their organization?
2. How should Katie approach her new leadership role? How should she handle training Ned in particular?
3. What is the power relationship between Ned and Donovan before Donovan takes his new job?
4. How does Leigh Peyton exert power over organizational members? What kind power is it? Give an example of some other kinds of power she could have used.
5. How does Katie exhibit leadership characteristics? How might she define leadership based on her experience in this situation?
Chapter 11
The Emails in the Clinic Initial Services Department Discussion Questions
1. What is Equity Theory? In what ways is equity theory illustrated in this case? Equity Theory Overview
2. What are some positive ways to manage the superior-subordinate relationship? What are some negative ways?
3. What are the different conflict-management styles? Are there certain styles that are more likely to be used in the superior-subordinate relationship? Which ones? Why or why not?
4. How does a supportive climate impact the superior-subordinate relationship? How might a defensive climate impact it as well?
5. How do climate and culture differ? Can climate change? What types of behavior might lead to a climate change.
6. What solutions do you see to the problems in the Initial Services Department?
Chapter 12
Finding a Home for Communication Technologies
Discussion Questions
Chapter 13
Reorganizing Human Resources at ASP Software
Discussion Questions
1. What is Susan looking for from Nathan?
2. What do you believe that Susan has done positively so far in communicating and managing the organizational changes at ASP?
3. What could Susan have done differently?
4. What do you think are likely problems in this organization at this point? What problems do you think might exist among members of the management team? The staff? Why?
5. What do you think needs to be done now? What would you propose if you were Nathan?
6. What should a leader do to effectively manage change?
The Fun Team (Not in Text) Linked off Course Calendar
1. How would you describe the culture of Chris’ Internet group? What particular examples indicate the culture?
2. Did the “Fun Team” make a good decision for a playground environment?
3. Should Chris have communicated with Ed before approving invoices for a foosball table, carpet, furniture, and paint?
4. What can the Internet group do in light of the obstacles they face?
5. As leader of the Internet group, what steps can Chris take to help the group battle for their rights to change?
6. How does structuration theory explain the forming of the Internet group’s culture?
7. Can a micro culture conflict with the macro culture? What implications might this type of conflict have on the organization as a whole? To the group? What obstacles exist for any structuring micro culture?
8. What leadership theories apply to Alex? Chris? Are the differences in core management philosophy productive or destructive to the organization? To Chris’ group?
9. This case was written with both Chris and Pat being men. Would the social support relationship between Chris and Pat differ if they were both women? Or mixed sex?
10. What communication strategies should the Internet group use to confront obstacles by the organization?
11. In what ways does nonverbal communication allow us to understand culture in organizational groups? The organization as a whole?
Chapter 14
Teaming Up For Change
Discussion Questions
1. Based on the information you have about this case, how would you recommend Lieutenant Whitson handle the afternoon meeting with the partners? Be specific with each of the three issues presented by the partners.
2. In analyzing the DVERT organization, what predictions would you make regarding the effectiveness of the organization’s activities if changes are made in the current structure and practices?
3. Identify other communication theoretical perspectives that might affect the outcomes in this case study. Explain your choices.
4. Using systems theory as a guide, map out DVERT as an open system. Show the relationship between DVERT, the various partnering agencies, and other possible systems/subsystems that affect the structure. Using the graphic you developed, discuss the various formal and informal communication networks in DVERT.
5. Effective leaders are considered to possess certain characteristics, among which are communication competencies or skills. Discuss communication competencies you believe good leaders must demonstrate. Do you believe Lieutenant Whitson possesses any of those you identified? Why or why not?
6. What compliance-gaining strategies do you believe both good and bad leaders use? Explain the effectiveness of each. Discuss those strategies you believe Lieutenant Whitson uses.
Chapter 15
Lessons Learned
Discussion Questions
Chapter 17
How Much Does Passion Count?
Discussion Questions
1. What communication and leadership strengths would Carol Roberts bring to ACTION?
2. What other shortcomings do you see in Roberts’ background?
3. If the Kentucky Action Board decides to hire Roberts, what might they
do to assure that her skills and expertise are complemented
with the right
degree of "passion" from other organizational members?
4. Mike Kuntz maintains that hiring an ideal candidate is more
challenging than he initially thought. When other organizations face this
challenge, how should they assess and rank priorities?\
6. Can commitment and passion be faked? How likely is it that these
characteristics emerge over time, and what time frame is needed to
develop them?
7.
What can organizational members and, in particular, selection
committees that hire new employees, do to assess the level of
commitment and
passion that candidates for leadership positions should possess?
8. What can organizational members do to facilitate a successful
transition, ensuring that a change of leadership does not derail
organizational
goals, efforts, and objectives?
9. What can organizational members do to
help a new leader become effective in his or her position? What might
organizational
members do that would inhibit leadership transitions?
10. What differences are there between leaders and leadership?
Chapter 19
For the Good of Many
Discussion Questions
1. Visioning is one of the key skill underlying the ability to exert transformational leaderhsip? What type of vision would be create if you were the CEL of Wister Manufacturing?
2. If you were the in charge of corporate communication at Wister Manufacturing what would be the components of your communication plan?
3. What was the primary organizational crisis in the case of Wister Manufacturing? What additional crises occurred?
4. What should Howard Crane do regarding the loaned labor program?
5. How effective was the communication flow between the management team and the employees?
6. Why were employees distrustful of a plan that seemed to be in their best interests by keeping them fully employed?
7. What aspects of Wister Manufacturing could potentially help employees to have more positive perceptions of the loaned labor program?
8. What were the primary logistical problems associated with the loaned labor program? What can be done to address these problems in order to increase the success of the program?
Chapter 20 A Matter of Perspective
Discussion Questions
1. Who are the various stakeholders in this case? From the perspective of each stakeholder, briefly answer the following questions:
a) What makes a patient’s experience satisfactory or dissatisfactory?
b) What would a seamless experience look like?
c) Who is responsible for successful communication?
d) Where do the stakeholders’ definitions of satisfaction come from?
e) How did these differing perspectives affect the communication during Ms. Dillard’s office visit?
2. Analyze the communication of MMG using systems theory. a) What are the various organizational sub-systems? b) How does the bypassing of formal channels and relying on informal channels affect patient satisfaction? c) How is the staff and physicians’ concept of patient satisfaction reflected in the flow of information; d) How is the staff and physicians’ concept of patient satisfaction reflected in the structural processes of the organization? e) Are the staff and doctors’ perceptions consistent with the patients’ perceptions of satisfaction? f) How have staff and doctor’s interpretations of patients influenced the organization’s handling of patients? g) What systemic communication procedures or practices would you recommend to enhance patient satisfaction?
3. How might Betty rephrase the question, “Why aren’t patients satisfied?” to reflect what she found?
4. How is a patient different from a consumer? How are they the same? How is speaking with a doctor different from, or similar to, speaking with a service technician at a TV repair shop?
5. What are the implications of this case study for communication theorists’ understanding of task vs. relational dimensions of communication?
6. What changes might the organization make to improve patient/consumer satisfaction? What individual or systemic forces might inhibit those changes? What might be some of the unintended consequences of those changes?
7. What communication theories can health care organizations draw upon to ensure patient satisfaction while addressing declining revenues in the health care field?
Chapter 26 Managing Multiple Roles
Discussion Questions
1. What organizational issues were causing stress and burnout for Marcus?
2. What family issues were causing stress and burnout for Marcus?
3. How would you describe the role negotiation process between Marcus and Lorie?
4. Describe how you think the conversation between Marcus and Tameka might go?
5. How would you describe the relationship between Marcus and his boss, Tameka? What did they say or do that led you to describe their relationship in this way?
6. Is burnout seen in Marcus’s interactions with his colleagues? What sources of work and family stress does Marcus experience through this case? What symptoms of burnout does he exhibit?
7. How do Marcus and Lorie negotiate their new roles through interaction?
8. How can the recommendations developed and implemented by Marcus and Lorie potentially help hospital employees manage their own role conflict, job stress, and burnout?
9. To what extent do you think organizations are ethically responsible for helping employees manage personal and professional role conflict?
10. What web resources for managing stress and burnout could be added to the hospital intranet and/or e-newsletter?
11. In what ways are today’s organizations helping their employees manage work and family responsibilities? Identify 1–2 organizations that are innovators in aiding workers to balance family and job responsibilities. Describe these organizations’ programs or policies.
12. What are the professional barriers that employees perceive that may prevent them from taking advantage of organizational programs or policies designed to help them manage work and family responsibilities?
Chapter
22
Corporate Responsiblity vs Greenwashing
Chapter 27
No Laughing Matter
Discussion Questions
1. What evidence do we have that reveals Bedrock’s strong corporate culture?
2. Provide examples of explicit and implicit messages about "the way things are done around here."
3. Identify the tensions that Dante likely experiences in his position at Bedrock.
4. What organizational norms, if any, did Dante violate at Bedrock? What effect did these violations have?
5. Pretend you are in charge of new employee orientation at Bedrock Communication. What would you do to ensure that newcomers are prepared for Bedrock’s culture?
Chapter 28
Not on my Sabbath
1. How do Joan, Sue, and Gloria actively manage impressions with each other? With the others in the agency? How do their private interactions differ from their public interactions in terms of impression management?
2. Have either Joan or Sue engaged in face work (either positive or negative) in any of their encounters with each other since they began to work together?
3. How does role ambiguity and Sue’s unwillingness to offer constructive guidance affect Joan’s ability to perform her job successfully and lead to role stress?
4.What are the causes of Joan’s role conflict? Is there any way to reconcile the two roles that Joan must enact within her position at the agency?
5. What types of power are evident in the interactions between Joan, Sue, and Gloria?
1. How would you evaluate the diversity efforts employed by Advanced Women’s Health Care Associates?
2. What gender assumptions are at the root of the conflict between the practice and Dr. Swenson?
3.
How would you evaluate emotional
communication at the practice? What are the emotion rules? How are the norms of
emotional
expression a
reflection of the organization’s culture? How are the norms of emotional
expression a reflection of the occupational
culture of
medicine?
4. Acting as a communication consultant, what course of action would you suggest to Dr. Mortensen? Dr. Swenson?
5.
This case considers the standpoint
of a woman professional. How might standpoint or muted group theory be used to
evaluate other
marginalized
voices in organizations?
6.
Should managers fit women into the
existing organizational culture or find ways to change the culture? If managers
are supportive of
families, how
can they design and implement appropriate work policies?
7.
Think of an organization in which
you might have worked or had an internship. In what ways were concepts such as
professionalism,
dedication,
or “loyalty” defined? How comfortable were you with these definitions?
8. Think about a stressful period of your
life, perhaps final exam week. Did your communication toward co-workers,
friends, or fellow
students change during this period? How was your stress managed?
Chapter 36 Questions
1. Is this situation one of mistreatment? Why or why not?
2. What do you think Jessica should do? What should Peter and Alex do?
3. What are the advantages and disadvantages of each suggestion Jessica receives from co-workers?
4. How would you evaluate the appropriateness of the employees’ behavior in workgroups?
5. Is the mistreatment policy an example of strategic ambiguity? What are the advantages and disadvantages to ambiguous policies?
6. Do you think companies should have a policy against mistreatment? What procedures would you implement for such a policy?
7. How might you change an organizational culture that is not supportive of diversity?
8. What other concepts and theories provide an explanation for what happened in this case?
Chapter 37
The Penis People
\
Discussion Questions
1. Consider the issues of power in this case as discussed in the Theoretical Briefing.
a. Looking at CEO Bruce, consultants Emma and Sheila, and class members, describe the kinds of power they have.
b. How do you think Emma and Sheila view their power status?
c. How do you think they view the power of others?
d. Analyze this case study through the lens of gender. In your analysis, consider patriarchy, gendered values, and the organizational power disparity between men and women.
2. What do you think of the strategies Emma and Sheila have used thus far?
3. Imagine yourself in the two women’s positions? How do you think you would feel? How would you respond to the men when they made their crude remarks?
4. If you were to attend Sheila and Emma’s morning meeting, what actions would you suggest they take?
5. To what extent do you think Emma’s financial stake and family separation play a role in her struggle to make decisions?
Chapter 38
Navigating the Limits of a Smile
Discussion Questions
1. In your opinion, what should Cassie do in this situation? If you were Cassie, what would you do in this situation? Is there a difference in how you answered these questions? If so, why?
2. Whom or what do you believe to be most "at fault" for Cassie’s dilemma?
3. In what ways did Cassie and the other cruise staff play a role in encouraging this situation?
4. What organizational structures and practices encouraged this situation?
5. What customer expectations helped to allow this situation to occur?
6. How did "backstage" serve as a respite for cruise employees? On the flip side, how did it serve to reinforce or strengthen the front-stage customer service expectations?
7. Should customers be categorized as committing sexual harassment and other abuses traditionally reserved for organizational superiors? Why or why not?
8. Should organizational leaders be legally and ethically responsible for helping employees to recognize and negotiate the boundaries between selling a smile and accommodating customer abuse or harassment? How might they do so? What organizational structures could help protect employees from customer harassment while still providing a focus on customer service?
9. Considering the web pages of different cruise lines (provided below), how do cruise companies advertise employee personality and customer service as part of the cruise package? What type of expectations for customer service do these websites encourage?
10. Considering the web pages and articles discussing sexual harassment (provided under bibliography of resources below), how is the term defined? What is the difference between "quidpro quo" and "hostile environment" sexual harassment? Is one more difficult to classify than the other? Do you believe any of the actions described in the case fall into the legal understanding ofeither of these types of sexual harasment
Chapter 39
Putting My Best Foot Forward
Discussion Questions
1. What were the problems with both interviews?
2. What were the communication problems that arose during Sunny’s interview?
3. What were the communication problems that arose with Tara’s interview?
4. How does the communication between Scott and Sunny differ from each other?
5. How does the communication between Scott and Tara differ?
8. What training would you give Sunny in preparing him for future interviews?
What training would you give Scott for effectively interviewing diverse candidates?
Chapter
40
Berating the Bow
Discussion Questions
1. Are workplace interactions in North American offices governed by the concept of tatemae?
2. Does the concept of the glass ceiling exist in every national culture? Where is it less likely?
3. Ayako was hired for, and is berated for, her English ability. In what other employment fields can strengths eventually be viewed as weaknesses?
4. Will Ayako have a similar experience at a Japanese company in Austria? How do the organizational cultures of transnational organizations differ?
5. Ayako’s cultural (in)competence was impacted by her nonverbal communication. In what ways can an applicant act nonverbally culturally incompetent during a job interview?
6. Why were Ayako’s expectations about the Tokyo office so problematic? How could she have prepared better for the experience?
7. In what ways is Ayako stereotyped by her colleagues at work and her student peers?
8. Are Ayako’s responses to her boss appropriate?
9. Is it the responsibility of the employer (and management personnel) or the employee to make sure new employees assimilate properly to the organization?
10. In what ways do you code switch? At internships are you more professional in your dress and choice of language? Does using technology to interact influence what you communicate?
11. What were the boss’s expectations for Ayako when hiring her? How did Ayako’s expectations for the job differ from those of her boss?
12. Why did Ayako pursue a master’s degree and work experience in the United States? How did she think it would benefit her in Japan?
13. Are Ayako’s career choices more limited as a Japanese female than they are for other women across the world?
14. How can the conflict between Ayako and her boss be resolved?In what ways does Ayako code switch between languages and nonverbal aspects of communication?
15. In what ways does Ayako experience reverse culture shock? When has this happened to you?
16. Japanese language is different, depending on the gender of the speaker. In what ways is English inaccessible to some members of society?
17. Is Ayako at fault for her cultural incompetence? Should her employer be more sensitive to her prior experiences and abilities?
18. In what ways, verbally or nonverbally, do you remind others that they are different from you?
Chapter 41
Islamophobia
at Work
Discussion Questions
1. What is the core conflict in this case?
2. What event(s) led up to the primary conflicts in this case?
3. Identify aspects of organizational communication in this case.
4. Define ethnic intimidation. Do you believe that ethnic intimidation occurs in organizations? What have you read about the
phenomenon? Have you experienced or witnessed ethnic intimidation?
5. How would you react if you were Anatara? Joe? Tom? Jane? The New South organization?
6. What is the role of communication in this case?
7. What are the positive implications in this case? What are the negative implications in this case?
8. How do you know Anatara is Muslim or of Middle Eastern descent?
Chapter 42
Inviting Public Input
Discussion Questions
Chapter
42
Give Me Information or I will Blog
Discussion
Questions
Chapter 43
Community Civility
1. Is civility an important characteristic that should shape communication behavior? Is civility necessary for positive relationships or simply a nice quality to demonstrate?
2. What effect might the political climate of a community have on the citizens of the community, the social and cultural environment, and the economic and business environment?
3. Is the community profiled unique/unusual or just an example of the real world of politics, business, and commerce? Are you aware of similar situations in your local area?
that the world is a tough place and you need to be tough to survive and make money—or get elected—or build the economy.
4. Can the uncivil political climate of a community be reshaped in such a way as to enhance economic development efforts? And if so, how?
5. How could a public information campaign be designed in such a way as to create a more civil environment throughout the community without alienating and targeting those perceived to be guilty of creating the negative political-economic environment?
6. What influence might such a campaign have in shaping elections and the behavior of new and incumbent candidates running for office?
7. The one candidate who explicitly emphasized civility was not elected. Does this suggest that the electorate does not care about issues like civility?
8. How could the result or effectiveness of such a public civility initiative be evaluated?
9. What role can or should communication professionals, students, and college faculty play in such community-wide efforts—realizing that politicians and the political climate of the community can negatively impact colleges?
10. What are the ethical implications in the behavior of the mayor, the developers, the land speculators, and the politicians?
11. What mistakes did Mayor Smith make as he assumed office? What mistakes did city council make when the new mayor took office? Suggest ways both parties could have been more successful and effective in building a positive working relationship.
12. In addition to the information provided in the case, suggest ways community leadership (the mayor, city council, the chamber, and citizenry) could cultivate a climate of community civility.
Identify examples of what could be considered unethical behavior on the part of the parties in this case (the mayor, city council, the developer, etc.) and explain why you believe them to be unethical.
13. Explain why you believe the community-wide civility initiative failed and suggest how such an effort might have been more successful.
14. Discuss why civility and respect are important communication characteristics in building effective personal and professional relationships using example from the case or your own experience.
15. Discuss whether the political and economic climate of a community can be changed using strategic communication techniques, or whether such climates must gradually evolve over time.
Chapter 45
The Sago Mine Disaster
1. What communication errors were made
before, during, and after the rescue effort?
2. How did the media coverage contribute to the problems?
3. What mistakes do
you think were the fault of International Coal Group?
4. What other communication difficulties not mentioned in the case made the
situation even more difficult for the miners’ families?
5. It has been stated that the Sago mine disaster was a situation in which “Everything that could go wrong did go wrong.” What problems that led to the disaster were not the fault of the coal company?
6. How might media coverage of the July 24, 2002, eastern Pennsylvania Quecreek mine flood, in which all trapped miners were brought out alive, have contributed to the miners’ deaths?
7. What additional steps might International Coal Group take to prevent such accidents in the future? What additional safety measures has the federal Mine Safety and Health Administration required to prevent future accidents?
8. Identify the primary audiences and communication goals for Kimberly Young in the Sago mine case. What communication strategies and tactics would you recommend to Kimberly?
9. What role did the media play in the Sago mine case? How could Kimberly incorporate the media as part of her public relations plan?
10. How might the communication networks in the case be redesigned to prevent future communication breakdowns?
11. How much responsibility should Kimberly recommend the International Coal Group accept for the disaster?
12. How should Kimberly recommend that International Coal Group address the issues created by the mine’s previous owners?
13. What persuasion or public relations theories might Kimberly use in preparing her public relations plan?
Chapter 46
More Questions Than Answers
Discussion Questions
What stakeholders are affected by this organization closing?
How have the employees experienced the closure?
What are some of the ethical issues that emerge in this case?
Why do organizations close? (downsizing, rightsizing, outsourcing)
What role(s) does communication play during organizational closure?
What are ways that other employers have communicated plant closure, downsizing, and outsourcing to their employees?
How do organizations sustain productivity and quality output during the process of organizational closure?
What are the ethical implications/responsibilities of employers/management during organizational closure?
How does organizational closure impact employees with different social and political standpoints?
How can employers reduce employee uncertainty and fear during organizational closure?
What happens to employee benefits during and immediately following closure?
Should employers be required to disclose information to employees during organizational closure?
What role(s) do rumors and gossip play during times of organizational change/disruption?
What financial support and/or other resources, such as training, should employers provide their employees during closure?
What role should care play during organizational closure?
Chapter 47
Ethics in Big Pharma
Discussion Questions
What were Merck’s ethical responsibilities to physicians and patients?
What pressures likely led Merck leaders to downplay the risks of Vioxx?
How did Merck’s communication tactics likely influence prescribing physicians and their patients?
What communication concepts help explain what Merck leaders did and the way they did it?
How should Merck’s leaders have handled the Vioxx dilemma differently?
Chapter 48 Forced Collaboration
Discussion Question