Global Communications Problem Solution

Problem Solution: Global Communications

The problem/opportunity facing Global Communications is eliminating the currently ineffective methods of communication regarding layoffs and dissemination of company operational policies through electing to create inclusive and effective communication plans between each employee level and operating area of the company and providing clear motivational career transition options for the future as Woodrow Wilson said, "The ear of the leader/s must ring with the voices of the people."

Situation Analysis

Issue and Opportunity Identification

Global Communications senior leadership team followed the existing pattern of basing their future presence and profits growth on layoffs, outsourcing and new provider partnerships, they failed to create and communicate an integrative transitional plan (Integrative negotiation) of action for employees facing layoff, a plan which would satisfy all stakeholders i.e. (employees, exiting and remaining, the union heads', the board, the customers, themselves et al). Employee empathy overall was not present in communication from the senior leadership team but, the opportunity to change the existing layoff paradigm was present in this scenario, and was not seen by the Global Communications leadership team causing them to miss an problem/opportunity and create win-win. The people who decide and implement the layoffs seldom envision possibilities and opportunities available within the layoff process or effectively communicate them. "We can not solve problems by using the same kind of thinking, we used when we created them." (Albert Einstein)

Stakeholder Perspectives/Ethical Dilemmas

"Upon the conduct of each depends the fate of all" (Alexander the Great). Several conflicts of interest occurred in this situation concerning the stakeholders, the Global Communications board and its senior leadership team did not take into consideration their social responsibility, nor was fair treatment of employees a primary concern, the boards' right to increased profits for their stockholders was primary, the leadership team acting swiftly to implement its action plan for growth approved by the board, did not communicate honestly with the union or its representative, nor the employees. The employees were denied respect and consideration by the leadership team. The leadership teams' integrity and ethical stance were called into question by the exclusion of the union representative and employees being communicationally cut off from the company plan for the future. The board representing the face of the company would suffer in the public perception from poor public relations planning, allowing media sources to draw their own picture, vs. being handed a collaborative action plan by Global Communications, formulated by input from all stakeholders perspectives.

Problem Statement

"I am for those means, which will give the greatest good to the greatest number"(Abraham Lincoln). The necessary implementation of layoffs will cease to be an environment of win-lose and the existing communication, layoff paradigm will transform into an overall benefit through applying the concepts of emotional intelligence, clear concise communication and establishing relational contracts that outline organizational and employee commitment, creating a win-win environment for the people whom are effected and affected by the layoff process, thus effectively changing the paradigm of the layoff process as currently practiced and communicated.

End-State Vision

Global Communications rededication to the company motto: "Our people are our edge" has implemented ethical actions, which are specific, measurable, attainable, realistic and timely that provide rapid response intervention by people empathic to the emotional traumas associated with layoffs and how they are communicated

Alternative Solutions

Company policies implentation should be clear as to whether or not they support , motivate and empower employees or not. Since the objective for Global Communications is to protect its edge, that edge being their people. "Leadership is Communication" as executives from the Container Store espoused to Fortune magazine (1.) Communicating to the edge, where they are going, what is going to happen when they arrive, how can they each can contribute and clearly stating the benefit for the contribution

(2.) Keeping emotionally mature management, people who listen to ideas and respect the feelings of others unconditionally, people who have and maintain a clear company vision, who create an environment of trust and accountability who communicate and encourage people to align with the company. (3.) Creating a culture of connected commitment, commitments root meaning is to connect. Global can connect by creating a team environment which focuses on individual input from each member and appropriate rewards for individual and group innovations that propel the company as a whole. A type of "Knowledge Network" such as the type formed by IBM(Global Services) which is a collaborative community that seeks to empower workers at every level of company operation, using the concepts of emotional intelligence, self management, relational management and relational management, it effectively communicates IBM's organizational commitment throughout the company. This network model is now considered a best practices example and is widely copied by several Fortune 500 companies. IBM faced the same layoff and communication issues as Global Communications and chose the innovative approach of the "Knowledge Network" to motivate, communicate and inspire and retain their people. The benefit to Global in adopting this model and tailoring it to suit its need, is that establishes