“There is nothing more difficult to carry out, nor more doubtful of success, nor more - PowerPoint Presentation

Slide1

“There is nothing more difficult to carry out, nor more doubtful of success, nor more dangerous to handle, than to initiate a new order of things.” -Niccolo Machiavelli

No Change

Change

Slide2

Class Agenda

Announcements

Dale Carnegie

Some Advice on Prince Charts

Strategies

Change in South Africa

Assignments

Slide3

Module 5 Announcement

Module 5 papers are due at

12:45 on 12/6

You cannot hand this module in late!!!

Slide4

Slide5

Bringing a Centrist perspective to SU

Syracuse University needs an organization, interest group or club of some sort that represents the middle ground and mainstream America.

If you are interested in providing a voice to middle ground in politics and improving civil dialogue on this campus then email me at

hsfrankl@syr.edu

.

Slide6

Dale Carnegie Fireside Chat

Colleen

Slide7

Dale Carnegie Principles

Don't criticize, condemn or complain.

Give honest and sincere appreciation.

Arouse in the other person an eager want.

Become genuinely interested in other people.

Remember that a man's name is to him the sweetest and most important sound in any language.

Be a good listener. Encourage others to talk about themselves.

Talk in the terms of the other man’s interest.

Make the other person feel important and do it sincerely.

Avoid arguments.

Never tell someone they are wrong

If you're wrong, admit it quickly and emphatically.

Begin in a friendly way.

Start with questions the other person will answer yes to.

Let the other person do the talking.

Let the other person feel the idea is his/hers

.

Try honestly to see things from the other person's point of view.

Sympathize with the other person.

Appeal to noble motives.

Dramatize your ideas.

Throw down a challenge.

Begin with praise and honest appreciation.

Call attention to other people's mistakes indirectly.

Talk about your own mistakes first.

Ask questions instead of giving direct orders.

Let the other person save face.

Praise every improvement.

Give them a fine reputation to live up to

Encourage them by making their faults seem easy to correct.

Make the other person happy about doing what you suggest.

Slide8

Slide9

Competition Points

Winners

Losers

As of 11/18/19

Groups

Points

A

20

B

19

I

16

D

14

G

10

C

9

E

9

F

7

J

7

H

6

Slide10

Quick Review of Prince Charts

Be clear on proposed policy and government unit implementing it

Assume the policy forecasted will happen by end of 2019

Learn as much as you can about the policy and the issue position, power and priority of the players

Slide11

Strategy Exercises in Chapter 10

Come up with one of the players in the Prince Chart who will take action to increase the likelihood that your policy will be implemented

Come up with the action and discuss how it will change the Prince Chart

Slide12

Prince Chart

Player

Issue PositionPowerPriorityPrinceBoard of Trustees-554-100Chancellor-454-80Student Association+424+32Office of Financial Aid +214+8Alumni Association+122+4

Probability of Implementation:

44 / 224 = 20%

SU tuition increases should be held to the rate of inflation

Slide13

Choosing A Player

Select Player to execute a strategy

Firm Issue PositionHigh PriorityHigh Power

Player

Issue Position

Power

Priority

Prince

Board of Trustees

-5

5

4

-100

Chancellor

-4

5

4

-80

Student Association

+4

2

4

+32

Office of Financial Aid

+2

1

4

+8

Alumni Association

+1

2

2

+4

Slide14

Exercise 10.1 Player Analysis

Player Implementing the Strategy

Strength

Weakness

Opportunity

Threat

Slide15

S.W.O.T. Analysis for Your Player

15

Strength

Weakness

 

Capabilities?

Competitive advantages?

Resources, Assets, People?

Experience, knowledge, data?

Financial reserves, likely returns?

Marketing - reach, awareness?

Innovative aspects?

Location and geographical?

Processes, systems, IT, communications?

Cultural, attitudinal, behavioral

 

 

 

Gaps in capabilities?

Lack of competitive strength?

Reputation, presence and reach?

Financials?

Own known vulnerabilities?

Timescales, deadlines and pressures?

Effects on core activities, distraction?

Reliability of data, plan predictability?

Morale, commitment, leadership?

Accreditations, etc.?

 

Opportunity

Threat

 

Market developments?

Technology development and innovation?

Regional influences?

New markets, vertical, horizontal?

Niche target markets?

Geographical, export, import?

Information and research?

Partnerships, agencies, distribution?

Volumes, production, economies?

 

Political effects?

Legislative effects?

Environmental effects?

IT developments?

Market demand?

New technologies, services, ideas?

Vital contracts and partners?

Sustaining internal capabilities?

Obstacles faced?

Sustainable financial backing?

Economy - home, abroad?

 

Slide16

Thinking About Strategies

A strategy for Exercises 10.1-10.4 is a specific action your chosen player will take to move the probability close to his or her issue position.

Making arguments using research and emotion are a given and therefore cannot be your strategy

Slide17

Thinking About Strategies

What actions can SA take to change: Issue PositionPowerPriorities

Player

Issue Position

Power

Priority

Prince

Board of Trustees

-5

5

4

-100

Chancellor

-4

5

4

-80

Student Association

+4

2

4

+32

Office of Financial Aid

+2

1

4

+8

Alumni Association

+1

2

2

+4

Slide18

Lowest issue position (best to start with)Highest priorityHighest power

Change Issue Position of Players With:

Player

Issue Position

Power

Priority

Prince

Board of Trustees

-5

5

4

-100

Chancellor

-4

5

4

-80

Student Association

+4

2

4

+32

Office of Financial Aid

+2

1

4

+8

Alumni Association

+1

2

2

+4

Slide19

Threats must:

Target a specific playerBe credibleNot push other players to oppose youNot raise priority of the players that oppose your position

Player

Issue Position

Power

Priority

Prince

Board of Trustees

-5

5

4

-100

Chancellor

-4

5

4

-80

Student Association

+4

2

4

+32

Office of Financial Aid

+2

1

4

+8

Alumni Association

+1

2

2

+4

Slide20

Promises must be:

CredibleNot illegalSpecificA.K.A horse trading, back scratching, quid pro quo, trade-offs

Player

Issue Position

Power

Priority

Prince

Board of Trustees

-5

5

4

-100

Chancellor

-4

5

4

-80

Student Association

+4

2

4

+32

Dean of Financial Aid

+2

1

4

+8

Alumni Association

+1

2

2

+4

Slide21

A compromise is taking less than you wanted.

SpecificAppealing to the player CredibleNot throwing the baby out with the bath water

Slide22

Actions to take to change your player’s power:

NumbersMoneyLong terms and very difficult Allies

Slide23

How the greatest change agent of the 20th century used the Prince System

 

          

Slide24

Facts About South Africa

Population About 13% White, 75% Black, 9% Mixed, and 3% Indian in 1980’s

16th Century Dutch Colonize and Become Afrikaners

1910 - British Takeover After Beating Up Afrikaners

1948 - National Party Establishes Apartheid As Law

1950’

s-1990’s - Organized and Violent Opposition

1994 - Multi-Racial Regime Headed By Mandela Takes Power

Slide25

Facts about Mandela

Joins African National Congress (ANC) in 1942

Jailed in 1963

Released in 1990*

Becomes President in 1994

*Prince System born in early 1970’s

Slide26

Figure 1: 1986 Prince Chart

“One person, one vote in South Africa”

Probability of Implementation:

98/373= 26%

Player

Issue Position

Power

Priority

Prince

ANC

+5

1

5

+25

Communist Party

+5

1

5

+25

Pan African Congress

+2

1

2

+4

Liberal Party

+5

1

5

+25

National Party

-4

5

5

-100

Conservative Parties

-5

3

5

-75

West and Int

’

l Business

+3

3

1

+9

Military

-5

4

5

-100

Inkatha

+2

1

5

+10

Slide27

Figure 2: 1990 Prince Chart

PlayerIssue PositionPowerPriorityPrinceANC+535+75Communist Party+515+25Pan African Congress+212+4Liberal Party+515+25National Party+255+50Conservative Parties-535-75West and Int’l Business+331+9Military+145+20Inkatha+235+30

“One person, one vote in South Africa”

Probability of Implementation:

238/313= 76%

Slide28

Timing is everything, as in the case of all change

Facts About South Africa

Decline of South African Economy

Building of International Pressure

Fall of Soviet Union

Growing fear of civil war by all sides

Slide29

Major challenges were overcome by threats, promises, horse trading, and compromise

Cohesion of “friends” – ANC, PAC, Lib. Party, Communist Party, Inkatha, International Business and Most CountriesBuilding Trust with “enemies” – National Party, Military, Conservative Parties

Facts About South Africa

Slide30

Lessons About Change

Change is very slow and very hard

Macro social, economic, and political trends have to be properly aligned

Fear is the most powerful source of change, greed is the second most powerful

Capacity for compromise comes from culture, circumstance, and leadership

Slide31

For Next Class

Review what you wrote for 9.2-9.5

Complete the exercises in Chapter 10

Start thinking about 11.1

Community service forms due 11/22 by 12:45 PM!

Extra Credit/Excel certification due 11/22 by 8:00 PM!