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Professional Communication 1 Experiential Essay Professional Communication BC-302 City University of Seattle PLA-302 Winter, 2012 January 28, 2012 Nathan Phillips Student #11033964

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Professional Communication

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Experiential Essay

Professional Communication

BC-302

City University of Seattle

PLA-302

Winter, 2012

January 28, 2012

Nathan Phillips

Student #11033964

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Abstract – Professional Communication

In the fast pace and high pressure of the corporate world, effective and efficient

communication is critical to the success of any organization. Effective communication keeps

groups of people informed and up to date on business priorities, deadlines, competitive pressures

and upcoming work requirements. In short effective communication maximizes the value and

effectiveness of an individual’s and a team’s time and resources.

Ineffective communication unfortunately permeates our modern work culture, with

distractions from critical work such as unnecessary meetings, massive amounts of unproductive

e-mail, poorly planned presentations, too many people in a conversation or the wrong audience

for effective decision making. All of these symptoms of business world grief are the result of

poorly planned or poorly delivered communication.

In this presentation we will discuss the use of communication in professional environs,

looking at how communication can positively and negatively impact an organization, group or

business. We will discuss methods of effective professional communication and discuss how

and when they can be used effectively. We will also review how to prepare for presentations by

understanding your audience, who will be listening, what messages need to be delivered. We

will discuss how to listen and understand, which is ultimately the most important element of any

communication process.

This presentation will explore the learning outcomes of the City University course, BC

302, Professional Communication. We will tie those learning outcomes to work experience,

volunteer work and other activities, demonstrating the mastery of the objectives by discussing

how each outcome has been demonstrated in real time. We will also draw conclusions on where

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the use of effective communication has had a positive impact on my performance in the

professional world. The learning outcomes for this curriculum are:

Evaluate the importance of communication in the workplace;

Analyze factors that contribute to failure or success in professional writing;

Demonstrate professional writing skills;

Demonstrate the ability to write for different business audiences;

Assess current technologies used in the workplace;

Analyze a case study;

Plan and implement the stages of the research process;

Evaluate a variety of research sources;

Demonstrate the ability to support messages and arguments with relevant research

sources;

Plan and deliver an effective oral presentation.

Critical Roles in Professional Communication

Skateland Skate Centers, 1978 to 1981

General Manager of Operations

In this role I oversaw teams that operated three high volume public entertainment

centers, often hosting 400 or more guests for several hours. As a member of the

community, our company provided options for schools and organizations to do fund

raising through private parties. Our company was also entrusted with youth, who

would be left off for a few hours by their parents. Our company worked hard to

maintain high standards of conduct among our employees and our guests, maintaining

a positive reputation for many years.

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Burger King Corporation, 1985 to 2002

Franchise Brand Manager

As the direct contact from the company to a group of operators in multiple markets

over a 6 year period, this role provided me with the accountability for sustaining high

levels of performance in as many as 100 profit centers. While working with our

operators on marketing and promotions, we also worked to maintain brand

significance through consistent performance and through relationships with non-

profits and socially significant organizations. In this role I was also involved in the

corporate team that worked on designing and selling-in a strategic Human Resources

initiative that eventually would impact several hundred fellow, field based employees.

This initiative had impact on the training and development of my peers, and was a

key component to our company’s drive for consistency in execution and purpose

across the country and the world.

Compass Group/ Bon Appétit, 2002 to 2011

Business Development Manager

Over a 6 year period on the Microsoft account I was the Project Manager in charge of

chartering, planning, and execution of Dining Services and Conference Services

projects from small Café remodels to a strategic redesign of our company’s business

solutions for the client’s account. This role provided me with the opportunity to

contribute to the sustainability work being provided by our company for the client.

This role also had me partnering in the planning and design of large scale

construction, that would affect employees and neighbors. During this time I assisted

in the chartering, design and construction of several multi-million dollar construction

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projects, in addition to acting as Project Manager on dining and conferencing related

projects for our clients.

Sr General Manager

Region Controller/Sr. Analyst

As Sr GM for the Washington Mutual account I was the Key Account Manager for

the relationship with WaMu, and oversaw the design of the business model, the hiring

and commissioning of the team, as well as the procurement, menu design and start-

up. In this role I was given visibility to senior management business priorities.

Included in that list was the highly sustainable approach to business that our clients

demonstrated, even as the bank was failing from what eventually proved to be

unsustainable business practices in their core business. In my later roles I have built

budget models for new business and have assisted in the start-up of new business for

multiple high visibility clients. As part of the team that initiates a business

relationship, seeing the cultural priorities of an organization was key. Currently our

team is now in the process of building the work plans and processes for expansion of

our work to new clients and through the expansion of our local catering and

procurement programs, all focused on championing the Bon Appétit mantra of

sustainability.

Professional Communication

In the course of daily activities a group of people can easily become distracted and move

off course from critical business priorities if the roles and responsibilities are not effectively

presented and fostered through effective leadership and communication. Over the years I have

learned that communication, whether to one person or to a large group must resonate with each

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individual in the audience. Therefore, regardless of the size of the group, ultimately

communication is dyadic. Webster’s online Dictionary defines a dyad as “two individuals

maintaining a sociologically significant relationship” (Merriam, Webster, 2011). A dyad is

sociologically significant, meaning that there is importance and commitment by both parties.

The fact that a dyad is also a relationship reinforces that there is interaction from both parties,

and that communication is not a one-way process. With this observation, we understand that

communication is the process of receiving and delivering messages, of understanding as well as

working to help another to understand, and ultimately a process of influencing another.

Leadership as mentioned above is a critical element in the professional world. As

persons in positions of responsibility work to keep a team or organization on the correct path, the

leaders must help to inform and influence the activities and outcomes from the team that are

most effective. The definition of leading is described as “to direct the operations, activity, or

performance of <lead an orchestra> (2): to have charge of <lead a campaign>”. (Merriam,

Webster, 2011) Leadership is the practice of directing or having charge of something. In the

Seven Habits of Highly Effective People, Stephen Covey describes Leadership in his chapter

“Habit 2”. He goes further on leadership by discussing that this is the habit of vision. (Covey,

1989) Covey goes on to discuss that leaders must begin with the end in mind. That groups of

people who are responding to a leader must understand what the expected outcome of their work

is. It is through effective use of communication that people understand what is important. It is

then through the management of the flow of communication that performance is leveraged to the

priorities of an organization, and messages are effectively sent and received.

Evaluate the importance of communication in the workplace: As we have noted,

communication in the workplace starts with leadership. It is important that the managers and

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leaders in an organization work to make each member of the group effective, while keeping the

group focused on priorities, and minimizing the distractions and that limit the effectiveness of

the team. The process of communicating is critical to assigning work, ensuring completion of

work, assessing outcomes of work and correcting behaviors that limit the work being completed.

Communication also is necessary in keeping a group or team positive, on track and

happy; motivating the group to work together, to share what they have learned and to help each

member of the team feel fulfilled in their daily work. The reporting of progress, the follow-up to

activities, the research and body of knowledge that an organization builds over time must all be

recorded and must be available to the stakeholders who need that information. Stockholders,

owners, partners and other firms who associate with an organization must all understand how the

organization is doing, and must also have a clear understanding of the relationship that they have

with the organization, both individually and collectively. These outcomes of communication are

central to the credibility and performance of any organization.

Ultimately, each member of the organization must be a partial owner in the professional

communication in the workplace. People must be able to assess when communication is

necessary and when it is not. They must think through who should have access to certain

information and do so in an often busy and high pressure atmosphere. Thus if workplace

communication is effective, then each member of the team has a clear understanding of their

role, who they report to, how often updates should be provided. Within that organization the

individual can perform their work with a minimal amount of wasted time, as they have been

given reasonable direction on how and who to communicate with, and they have a clear

understanding of how they fit into the bigger picture within an organization. In essence, clear

expectations make team members more confident and focused.

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Conversely, when communication in the workplace is not effective, people waste time

sending messages unnecessarily. They waste other’s time by creating work that has no value to

the organization. Often in an organization where communication is ineffective, several people

may be working on the same problem, asking the same questions and making the same requests

of other’s time. Further, when individuals have not been trained on using effective

communication techniques, they may send messages that are not clear. Persons may schedule

meetings without a clear agenda, or without giving thought to who should be in the audience and

why, ultimately wasting valuable time of other co-workers.

An example is a business group of 50 people, where the various team members are

working on 5 large projects. If each of the 50 people report on their project work daily to the

entire team, then each activity report is circulated to 49 people. If 50 people send 49 others a

daily report in the space of one week that team has sent out 12,250 e-mails, just reporting on

work. If each member takes 5 minutes to read each mail, the team has spent over 1,000 hours

just sending and receiving reports. If each team member sends a response thanking the other and

recognizing the work done, we add another minute per mail which uses another 204 hours of

activities to this process. In a typical corporate setting, those 50 team members would work 40

to 45 hours per week, or approximately 2,000 hours per week. It is then possible that this team

of people could waste almost half of their work week just sending and receiving mail about what

they are doing.

If in this example one person sends out a weekly mail to the stakeholders of each project,

with an update and an invitation for questions or clarifications only, that e-mail load has been

reduced to 5 e-mails per week, with potentially 40 or so responses.

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This example may seem extreme, but in the work world, it is possible to create difficult

work situations if people do not have a clear understanding of their role and the expectations that

go along with their work. The responsibility of knowing who to communicate with and what to

communicate should be indicated by the leadership in an organization. However, often the

determination of what is effective communication falls to the individual. If the leader or

manager have not provided clear direction on what and how to communicate, the individual can

still assess how and when to communicate. It is also up to the individual to understand who the

stakeholders are in any communication and to seek out methods of validating the communication

and ensuring that the answers needed are provided by the correct people.

In my work with our large software client, I had to determine how to communicate with

an organization of 50,000 people who might be affected by work we were planning. Sending an

e-mail or presentation to 50,000 people unnecessarily is a huge waste of time. Additionally, not

all of the stakeholders who would be affected by a project needed to have all of the information

available. Some were decision makers who needed to know our plans far in advance, who

needed to provide budget decisions or direction for our work. Other stakeholders only required

information on the project and how the timing and work might affect them. In order to

understand who our audience was, who needed what information, and when the information was

needed we began with a communication matrix. (Phillips, 2004) This tool assisted us in

planning meetings in advance of work schedules, inviting senior managers or key stakeholders to

appropriate sessions, so that only people who needed to attend would be in the room. This tool

also helped us to understand who our champions were within the organization, which helped us

have additional credibility when we needed engagement from busy people.

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Later the communication matrix guided our work updates and campus wide

communications, limiting the impact of our work on others who might be affected by closed

facilities, parking changes or other potential distractions.

In professional communication in the modern world there are effective ways of

presenting information and ensuring the understanding of the person you are communicating

with, and there are methods of communication that can be very distracting and ineffective. For

example, a well written e-mail will state in the opening paragraph why the e-mail is being sent

and why the individual was sent the mail or copied. This practice allows people to quickly

determine whether a mail is informative or requires a response. The mail also gives people a

heads-up on whether the mail requires their immediate attention or can be tabled for review at a

later time. Additionally, the use of the “to” line and “cc” in a mail is typically an indicator of

those who should respond or who owns the outcome of the mail, and who is just being kept

informed. Many companies actually formalize this process, while others allow people to send

mail randomly without clear protocols. Let’s explore this further.

Analyze factors that contribute to failure or success in professional writing: In

writing and communicating in a professional setting, one must always be conscious of their

audience. Additionally, a person should have a clear understanding of what needs to be

communicated and why. As we saw earlier, unnecessary communication can be a terrific waste

of time.

Who? is the first question to ask. If you have a question, or a report, or are in need of

support from someone, the first piece of the communication process is to find the correct

audience. Determining the correct receiver of your communication may also require you to find

out who else needs to be a champion or supporter to ensure that your request or information are

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properly received. Sending an unexpected e-mail or report to someone, can often lead to

confusion, misunderstandings or even create tension if the person you are communicating with is

not part of your normal work group. Therefore, gaining support or getting information may

require you to first confirm within your team whether the person you wish to contact is the right

audience. Then once you have the correct person, finding the right method of contacting that

person may require additional steps.

How? Is the next question. Determine how you should contact or send messages to this

person or these persons. Perhaps a meeting of some type will be in order if you are presenting a

project where you need support or budget assistance. It is worth noting, that many times prior to

this type of meeting an executive summary or an advance presentation may be required to be

sure that your supporter is aware of why they were invited. In some cases the executive

summary may be presented in person, and you are provided with the opportunity to build your

case or explain your project one on one. In most situations, an unexpected e-mail would not

result in a successful contact. If a champion is necessary to obtain access, working with other

team members or your supervisor is generally a requirement. This will require you to understand

who on your team is most in a position to assist. Then setting a pre-meeting with the champion

is a likely next step.

What to communicate? is the next question to ask. Often a decision maker will want a

short version of the project or request and will then provide a Subject Matter Expert or analyst to

assist in more fully understanding the request or project. The executive summary will often

discuss a case study and will provide information at a high level with overviews of outcomes and

potential expectations. In the executive summary in Appendix B, our team at SAVONGreen

provided a summary document to a potential client, following a case study that we performed in

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their restaurant. This summary not only reviewed the potential benefits of further work, but

provided an assessment of potential easy corrections that could be made in the green

performance of this facility. (Phillips, 2009)

In other situations, very detailed information may be accompanied by an overview

document. In this case the overview will be reviewed with a large group and then the

background information is provided so that people can confirm accuracy and develop questions

or pass on information with confidence. In Appendix C is provided an overview document that

was used in a large scale project with one of our software clients. Also included in Appendix C

you will find the detail work review that supports the overview on the several tabs behind the

overview. (Phillips, 2007)

Another example of what to communicate also involves how to communicate. In one

particular large scale project that I managed, I had three client reports that were required on a

weekly basis, as well as having 3 internal reports that were required, including one for my

supervisor. The dilemma in this situation was that there were several possible mediums in which

my weekly reporting could be provided. Some methods were as detailed as a project plan, some

as general as an executive brief or summary in a Word document. The challenge was to find a

method that worked for everyone, to avoid multiple publications on a weekly basis. In the end I

met with our clients and determined what would work for them, and then confirmed with my

supervisor that the chosen method would be sufficient for our team. If a particular special

request came up, we would review that at an appropriate time during the project. Thus, the

communication provided in Appendix C became our tool of choice, in place of several other

options.

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When to communicate? is the next challenge. As we saw earlier, excessive frequency of

communication can bog a team down in what a supervisor once called “analysis paralysis”.

People get so busy reviewing data and talking back and forth that no work gets done. It is

critical that you consider why a communication is being sent and whether the timing is

appropriate. Sending a routine update to your boss on the weekend might be considered being a

go-getter, or it might be considered poor use of your time. Rather, delaying an update that has

urgent outcomes to your team may be very inappropriate and should have resulted in an

immediate escalation to your supervisor or another team member. In many project settings, the

owner or sponsor of the project will want regular updates as noted above. However, too frequent

a schedule can detract from the amount of work being completed, or the necessary follow-up.

Therefore, a Project Manager may want to set down communication expectations as part of the

initial planning of a project, to ensure that the amount of reporting is built into the project

planning. Most clients are open to honest feedback if a required report will detract from project

deliverables.

As we have noted, the decisions on communication are many and can have far reaching

impact on the performance of peers and others on the team. Effective planning and

understanding the reasons for communication can be critical to efficient use of tools.

Additionally, it is necessary to be sure that you have your audience’s attention prior to sending

messages and that you can confirm the receipt of your message and garner support or feedback

when necessary to complete the work you are trying to do.

Often it is worthwhile to schedule opportunities for a live question and answer session if

you are on a project with multiple stakeholders. Sending out project information and updates in

advance of the meeting, allows people to be prepared to comment and provide direction from

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their point of view. This is one method where good listening skills can influence outcomes and

reduce second guessing and rework. Other methods of garnering feedback and comment are

available, but as noted earlier dyadic communication is two way and it is critical that people

expect and welcome comments and questions.

Demonstrate professional writing skills: As you can see in the appendices and in this

essay, effective communication and professional writing skills are a critical part of my daily

activities. In Appendix D you will see a charter document authored for a large scale project that

I was in charge of for a client. This, along with several other documents was eventually entered

into our client’s library of information around space design and commencement. (Phillips, 2005)

Demonstrate the ability to write for different business audiences: As we can see in

the several examples already provided, the skill to determine audience and then craft

communications that effectively answer the need of a particular person or group is one that I

have leveraged throughout my work career. My communications have been as diverse as writing

performance reviews for an hourly employee with a high school level of learning, to providing

documents such as those presented that will be reviewed by high level senior managers in an

organization.

Assess current technologies used in the workplace: Technology has provided us with

an incredible opportunity to send messages at a faster and faster rate of speed. E-mail now

allows us to send messages to multiple recipients in just a few seconds, and often garner

feedback and comment within a day or less. In our world just a few years ago, mailing the letter

might take 3 or 4 days, getting feedback might take weeks. E-mail has also allowed us to send

mail arbitrarily, without thought to outcome and audience unless we are careful. As noted

earlier, a team can over communicate to the point where worthless or less than worthwhile

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communication can eat up as much as 50% of someone’s work week. Thus the use of e-mail can

be both a blessing and a curse. As we work to communicate with others, the immediacy of the

response requires us to be even more vigilant than before in the care of what we are saying and

to whom.

Further, the volume of e-mail has placed us in a position where we spend hours per week

reading about other people’s priorities, which takes us away from our own priorities. High

volumes of mail are often nice to know or FYI type mail, that while interesting may not be

critical to the value of our work. For that reason, companies are increasingly interested in

training their staff on the effective use of e-mail, how to construct an effective business message,

and how to determine the correct recipient list for the mail. The simple rules noted earlier of

making your subject line accurate, listing the reason for the mail in the first paragraph, placing

the response owners in the “to” line and FYI readers in the “cc” line are just a few examples of

how e-mail review can be streamlined. When not followed, a group can waste hours in

duplication of effort, research that is wasted and confusion on who should be doing what.

Powerful presentation software such as Power Point and the portability of laptops and

projection devices, now allow an individual to perform presentations in a manner that used to

required several professionals to set-up equipment and produce high volumes of slides or

overheads. As our ability to create presentations has evolved, our standards of conduct have not.

The protocol within an organization for setting up large meetings and presenting data is now a

critical management priority. It is important to senior management that presentations being

given are reviewed and signed off prior to being delivered, to minimize the possibility of

ineffective or damaging information being provided to large groups of employees. While most

managers are careful of what presentations are presented, the risk remains and so senior

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managers must become clearer and clearer about an organizations priorities to minimize

inaccurate direction.

The use of text messaging and voice mail now allow for people to respond instantly to

circumstances. Many times difficult circumstances arise that create an emotional response from

the people involved. When test messages or e-mail are used within seconds of a crisis or critical

issue, the resulting communication can be abrupt and inappropriate. The challenge in that

situation is that once sent, that message cannot be retracted. Therefore, in my work world, I

counsel my managers that we can receive test messages, but replies are to be minimized and are

to guide the sender to a face to face meeting where we can communicate interpersonally and

effectively with that individual or group.

Further, whether someone is breaking up with a girlfriend or firing an employee, the use

of electronic mediums, while tempting, are not effective. The old adage “counsel in private and

reward in public” should be used in this instance. Any message sent electronically is there for

the whole world to see. Care should be given to the content of the message, as well as the well-

being of the recipient.

Along those lines, the practice of “Tweets” and Facebook posts now take the immediacy

and public nature of our communication to the next level. While these two methodologies can be

effective in business if they are part of a cohesive marketing plan, these tools are absolutely not

effective for most interpersonal interaction for a company. With “tweets” and facebook posts,

you lose the ability to understand your audience. You also lose the ability to listen to responses,

as people will react publicly instead of feeding back to you directly.

Storage has also become an issue with communication and technology. In the days of the

hard-copy, people would retain one copy of a project record or news article or publication, as the

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storage of such documents was bulky and challenging. With our streamlined production of

electronic publications our volumes have increased, storage has become an even greater problem.

Servers are overwhelmed with archives of e-mails, documents and work records that may be

duplicated hundreds of times by people in an organization. There remains an opportunity in

business to improve on the retention and access of documents, while eliminating the massive

number of saved files.

In short, technology has made us more effective, right up to the point where it is making

us more distant, less interactive and more overwhelmed. Companies in the next few years must

make the reigning-in of out of control technology a major business priority.

Analyze a case study: As you can see in Appendix B, our work team, SAVONGreen

consisted of four of us who created a multiple disciplinary approach to reviewing the

effectiveness of sustainability programs in hospitality businesses. This group did a thorough

multi-day review of a potential client’s facility and then used our research and observations, in

conjunction with a proprietary performance rating to help the client find business value in the

conversion of their business to more sustainable methodologies.

Plan and implement the stages of the research process: In Appendix E, you will find

my source list used for our group paper in BC-301, Critical Thinking. This class was attended

during the Autumn quarter of the 2011/2012 school year. Our paper was written on the Obama

Jobs Act that was presented to Congress in late 2011. The resource list was provided as a

preliminary portion of the work completed.

Evaluate a variety of research sources: This is also included in the work presented in

Appendix E, where I have reviewed my research with the professor prior to the completion of

my portion of the paper.

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Demonstrate the ability to support messages and arguments with relevant research

sources: In the argumentative Essay provided for my Critical Thinking class, I built my

argument around the concept of Congress being legally required by the Constitution of the

United States to take action on behalf of the people. My research around the jobs act and the

resulting review of the Select Committee on Deficit Reduction, allowed me to build my case

which our group ultimately adopted as our conclusion. This piece can be reviewed in Appendix

F. (Phillips, Jett, Andersen, Rosario, 2011)

Plan and deliver an effective oral presentation: In December of 2004 our organization

provided our major software client with a three year business plan for the reorganization of our

business at their location. (Phillips, 2004) Included in the plan were presentations by myself, by

several experts within our organization and by senior managers of our company. The over-

arching strategic plan was authored by myself and a peer, with support from several facets of our

organization. This presentation ultimately was brought to life in several projects that were

designed to introduce increased client value and savings into areas of our business. In addition

to this large scale presentation, I also presented the updates noted earlier on a weekly basis to an

audience of key stakeholders for both our business and our client’s business.

While part of the field team at Burger King Corporation I assisted in the authoring and

presentation of several presentations provided to large groups of managers at our annual manager

conferences around the country. One of those presentations regarding service techniques in the

drive-thru eventually was made into a video presentation that is assisted in producing and that I

did the voice over for as well.

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Conclusion

In reviewing effective professional communication, the over-arching lesson is really two-

fold. One, know your audience and plan the communication to them to ensure that you have

their attention and their interest. Two, be sure that you can receive their feedback and comment

on work you are doing and that you can confirm the receipt of your message in some way that

supports your work and validates that the communication has been effective and worthwhile.

Good communication is the process of understanding another’s need or point of view,

and then building a message that resonates with them influences them to respond.

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References

Covey, Stephen R. 1989, Simon and Schuster, The Seven Habits of Highly Effective People,

Begin with the end in mind, 2, 96-144

Miriam - Webster online dictionary, 2011, Retrieved from: http://www.merriam-

webster.com/dictionary/dyad

Phillips, Nathan G, 2004, the Compass Group NA, Communication Matrix, Appendix A

Phillips, Nathan G, 2009, SAVONGreen consulting, Executive Summary, Cactus Restaurants

sustainability performance case study, Appendix B

Phillips, Nathan G, 2007, Compass Group NAD, I-cup implementation project overview,

January 11, 2007, Appendix C

Phillips, Nathan G, 2005, Compass Group NAD, Café 4 Charter for construction, June, 2005,

Appendix D

Phillips, Nathan G, 2011, Argumentative Essay Resource review, November, 2011, Appendix E

Phillips, Nathan; Jett, Sarah; Anderson, Kyle; Rosario, Hiede; 2011, Argumentative Essay,

American Jobs Act, December, 2011, Appendix F

Phillips, Nathan G, 2004, Compass Group NAD, Strategic Plan Presentation, Redmond, WA,

December 2004, Appendix G

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Appendix

Communication Matrix, Executive Summary

Project Overview Package, Café 4 Services Overview – Charter

Phillips References Overview, Argumentative Essay – the American Jobs Act

Three Year Strategic Plan - Review

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Appendix A Communication Matrix

Communication tool used to define who and how communications would be sent.

Appendix_C_Comm matrix.xls

Disc 5, selection 1

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Appendix B Executive Summary

Case study overview for Cactus restaurants, prepared by SAVONGreen consulting associates as

part of sustainability research.

Cactus_ExecSum_11_12_09 revised (2).pdf

Disc 5, selection 2

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Appendix C Project Overview Package

Project detailed review of work completion on a large scale implementation project.

2_6_AppendixE_Project management report.xls

Disc 5, Selection 3

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Appendix D Café 4 Services Overview - Charter

Charter document to guide Scope of Work for Café Redesign project.

2_1_AppendixA_Cafe 4 Services_overview_Charter.docx

Disc 5, Selection 4

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Appendix E Phillips References Overview

References list provided for Group Argumentative essay.

PhillipsNate_BC301_Phillips_References_11_18_v.2.docx

Disc 5, Selection 5

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Appendix F Argumentative Essay – the American Jobs Act

Argumentative Group Essay from the Critical Thinking class, Autumn of 2011/2012.

Group1_BC301_Argumentative_Essay_Final.docx

Disc 5, Selection 6

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Appendix G Three Year Strategic Plan - Review

Strategic plan presentation provided to senior managers of our client.

_________

Dining Services

3 Year Business Plan

Disc 5, Selection 7