Communicating for Managerial Effectiveness

Phillip G. Clampitt received his Ph.D. in organizational communication from the University of Kansas. He holds the Blair Endowed Chair of Communication and was previously the Hendrickson Professor of Business at the University of Wisconsin-Green Bay where he is a full professor.  Dr. Clampitt is the chair of four units at UWGB:  Information & Computing Science, Communication, Computer Science, and Information Science. Sage Publications recently published the sixth edition of his best-selling book, Communicating for Managerial Effectiveness 6e. He co-authored two books with Robert J. DeKoch (President/COO of the Boldt Company): Embracing Uncertainty: The Essence of Leadership and Transforming Leaders into Progress Makers.  Phil’s work on “Decision Downloading” was featured in the MIT Sloan Management Review and the Wall Street Journal.  Additionally, he has published in numerous journals, including The Academy of Management Executive, Journal of Communication Management, Journal of Business Communication and Management Communication Quarterly. He has contributed chapters to numerous works including: Handbook of Communication Audits for Organisations, Communication Audits, and the International Encyclopedia of Organizational Communication.  He also is on the editorial board of many professional journals. Over the past thirty years he has worked on communication and leadership issues with many organizations including Nokia, PepsiCo, Schneider National, The Boldt Company, Dental City, National University and the Menasha Corporation.  Phil has been a guest speaker at the U.S. Army War College where they use his books in their Strategic Leadership class. In addition to many guest-speaking opportunities in the U.S., he has also been invited to speak internationally at places such as The University of Pisa, The University of Aberdeen, The University of Ulster, as well as to numerous multi-national businesses and professional organizations.   His students have heard him ask, "So what?" so often that they started calling him “Dr. So What.” Subsequently, he developed a related website (www.drsowhat.com) that highlights his passionate commitment to critical thinking and thoughtful inquiry.

"The best practical guide available for integrating complexity into effective managerial practice. Clampitt’s unique, up-to-the-minute, and leading-edge focus on communication practices give managers an essential set of skills for effectively navigating today¹s most difficult complex organizational problems. Communicating for Managerial Effectiveness identifies a common set of complex problems all managers face and details specific communication-enhanced strategies and tactics for moving past those problems toward successful solutions. Advanced undergraduate and MBA students especially resonate with Clampitt’s practice-tested and strategically focused methods for action."

• ForewordPrefaceIntroductionSECTION 1. FOUNDATIONChapter 1. Understanding CommunicationPropositionsImplications of the PropositionsConclusionKey Concepts“Drill Down” ExercisesChapter 2. Examining Communication ApproachesThe Arrow ApproachThe Circuit ApproachCommunication as DanceConclusionKey Concepts“Drill Down” ExercisesChapter 3. Scrutinizing Ethical IssuesFundamental AssumptionsEthical DilemmasA Strategic Approach to Corporate EthicsConclusionKey Concepts“Drill Down” ExercisesChapter 4. Imparting the Organizational CultureWhat Is Culture?Does Culture Matter?How Can We Discover Culture?How Can We Evaluate Culture?How Can Leaders Effectively Impart the Culture?ConclusionKey Concepts“Drill Down” ExercisesSECTION 2. COMMUNICATION CHALLENGESChapter 5. Selecting and Using Communication TechnologiesThe B - C Model: A Deeper LookHow Perspective Affects ValueWhat to Do?ConclusionKey Concepts“Drill Down” ExercisesChapter 6. Managing Data, Information, Knowledge, and ActionThe D-I-K-A ModelVariations of the ModelManaging the Data–Information RelationshipManaging the Information–Knowledge RelationshipManaging the Knowledge–Action RelationshipConclusionKey Concepts“Drill Down” ExercisesChapter 7. Providing Performance FeedbackPerformance Feedback PrinciplesImplementing a Successful Feedback SystemCommunicating Performance FeedbackConclusionKey Concepts“Drill Down” ExercisesChapter 8. Communicating across Organizational BoundariesThe Nature of BoundariesPotential Problems of BoundariesContributing FactorsWhat to Do?ConclusionKey Concepts“Drill Down” ExercisesChapter 9. Structuring and Using Robust Decision-Making PracticesDecision-Making TensionsPre-Decision-Making ChecklistThe Robust Decision-Making ModelStrategies for Optimizing the Decision-Making ProcessConclusionKey Concepts“Drill Down” ExercisesChapter 10. Communicating about ChangeApproaches to ChangeSelecting the Degree of CommunicationReactions to ChangeThe “Iceberg” ModelConclusionKey Concepts“Drill Down” ExercisesChapter 11. Cultivating the Innovative SpiritMisconceptionsWhat Is Innovation?A Perspective on Success and FailureStrategic Traffic SignalsConclusionKey Concepts“Drill Down” ExercisesChapter 12. Building a World-Class Communication SystemAssessStrategizeImplementThe Assess–Strategize–Implement Cycle in ActionConclusionKey Concepts“Drill Down” ExercisesGlossaryNotesIndexAbout the Author