1. Behavioral Beliefs. These are beliefs about the likely consequences of the behavior.
2. Normative Beliefs. These are beliefs about the normative expectations of others
3. Control Beliefs. These are beliefs about the presence of factors that may facilitate, or may impede, the performance of the behavior.

The Art of Listening

PR v Marketing; Who's Winning Online? (Part 1)

The Power of Two-Way Communication; A Flight Attendant Union at Delta Air Lines?

Respect
NWA management exceeded at technological advances and legal acumen, but truly missed out on understanding people and their need for involvement. The NWA corporate culture included an enormous disrespect for employees (and customers), including ignoring employee feedback and breaking agreements; legally, but some would question whether ethically. In 2006 NWA Human Resources sent soon to be laid-off NWA employees an information sheet that actually suggested the employees could rummage through garbage cans to save money.

DAL's corporate culture, on the other hand, has focused on employees as "family;" for example, on a DAL blog the company's history is entitled: "We Love to Fly: 80 Year Family Tree." This does not mean that there have not been employee differences with the company; just that DAL management has recognized employee's need for inclusion.

These organizational tactics are the reasons why unions have repeatedly been rebuffed by Delta employees and why NWA employees want unions. At NWA, even though the AFA-CWA has not sincerely involved or listened to their members; and even though AFA-CWA has been unsuccessful at the negotiations and grievance tables, flight attendants feel the need for a Union (capital U) to "fight" the company for "respect," among other things. Because they have known nothing else, it is also the reason why NWA flight attendants do not trust their new employer, Delta Airlines, and have the attitude of  "respect is earned" or "show me the money." Speaking of which...

Value
Delta flight attendants have historically been paid higher than others in the industry. The belief is that this is so that unions cannot organize and it is accurate when one looks at the reasoning to have a union (respect through compensation).

NWA flight attendants were once at the higher end of the industry pay scale, but that eroded with mid-contract concessions in the 1990s and contract cuts via the bankruptcy process in 2005-2007. Although former NWA flight attendants potentially can earn more than they currently do, by being brought on par with their non-union DAL colleagues, they have not seen proof that Delta will deliver once their union disappears. Doing so would require a significant paradigm shift from the only status quo that they currently know.

• Shareholder beliefs that shared decision-making has occurred and is valued results in greater buy-in and more successful outcomes
• Collection of stakeholder information/resources allows for better communication programs and more efficient future resource investments
• Outcomes can be more accurately (but not fully) projected
  

1. Control Mutuality
2. Trust
• Integrity
• dependability
• competence
3. Satisfaction
4. Commitment
• Continuance
• Affective
5. Exchange Relationship
6. Communal Relationship
   

• Do stakeholders believe their input does/will matter?
• Do stakeholders have the ability (self-efficacy) to get involved in organizational communication?
  

1. Members who were disillusioned with the union, but who were also activists, if offered a "seat at the table" with the union, would take it, but only if the invitation was sincere and timely, and if they perceived a productive outcome. These activists had solutions to the union's communication problems (see #2), but did not feel they had been or were sincerely invited to participate in the union's decision-making process or felt ignored.
2. AFA-CWA did not have two-way communication avenues in place (even though union leaders believed they had) and, as a result, members believed that they had a weak relationship with AFA-CWA. 
   

1. Most of the union members who took the survey considered themselves union activists and believed they had the self-efficacy to get involved in their union communications, but fewer believed they could affect union decision-making outcomes.
2. Union members who filled out the survey felt able to communicate with their union, but did not feel that their opinions were reflected in union communication or negotiations.
3. Even if all relationship indicators were weak - and they were in the case of AFA-CWA members - the commitment of union members to the philosophy of union was higher than the other measurements.
   

Operational Tactic #1

Listen.

That's what the majority of presenters at the eMarketing Association's conference this spring said was the most important action an organization should do online.

• Adam Richardson, Creative Director from Frog Design, said the marketers' "Number one job is understanding customers."
• Loren McDonald, V.P., Industrial Relations for Silverpop, gave an example of poor "listening" - a retail store that sent him email ads for engagement rings while he and his wife had been married 26 years.

When we do not listen our messages become irrelevant.

In the case of McDonald's engagement ring advertisement example, one can imagine why people tune out some organizations or consider their messages spam whether posted on Twitter or company email and whether the organization is for profit or not.

Listening is a critical organizational activity and should not be executed willy-nilly.

Metrics can and should be attached to organizational "listening" so as to quantify and qualify feedback and to evaluate whether you organization is headed in the right direction. Think survey, responses to preference-inquiring emails or even numbers of positive comments on blogs.

Ultimately listening is an operational tactic that allows your organization to adapt affirmatively and generatively to its situational needs. David M. Cooperstein, V.P. and analyst at Forrester Research, calls this "adaptive marketing" which he says aligns customer and brand goals to maximize brand equity.

In the world of online communication that means understanding your constituents and building relationships.

And speaking of research and relationships, test your own focus group:

Ask your friends and/or significant other what the value of your listening is to them in their relationship with you.

Further, ask them what the value is when that listening is translated into say a thoughtful gesture, gift or words (talk about adaptive marketing!)

Count how many times your focus group uses positive words such as "wonderful," "nice," and maybe even "most excellent."

Finally, ask the group whether listening and affirmative adaptive responses would positively affect their behaviors toward you.

My guess is that you'll get a lot of positive responses and behavioral change. Isn't that what you want for your organization?

Listening is worth the investment.

Has the ability to communicate well - very well

Persuasive in communication and action - must be respected

Has an understanding and an intuition about the organization's external and internal environments

Exudes the energy and confidence of five elephants ... who are also organized and can organize others, thoughts and multiple tasks

Is a cosmopolite who understands discretion and, ironically, boundaries

Does not lose focus of the organization's goals

If you find someone with these qualities, they'll be an incredible asset to your organization. Skilled and effective boundary spanners can grow an organization, help it through tough political climates and carry an organization's brand forward in the midst of chaotic environments via the most effective communication around: one-to-one communication.

As such, here's what most boundary spanners want in return:

Be clear about what you want including with how you like to be communicated

Listen to what we convey from our experiences and conversations. Then, follow-up so we know you're listening. For example, we can bring you leads for new partnerships, but whether you want those relationships or not, let us know so we can be responsible to both parties. Our reputation is key.

Stay in contact with us. We're easy to forget in the field, but left alone for too long without a tether and tools, we can get divided loyalties.

Understand that we are attempting to satisfy sometimes conflicting interests

If we do well, pay us well. If we're good, we'll see our successes and expect recognition.

Fund us. We can double your return on investment. What we do is not always measurable, but if you ask us, we'll prove our worth to you.

The lesson really is that a good boundary spanner strategist can nurture both external relationships and internal strengths. But don't forget to support our work and trust the messages we bring back from beyond. We may seem like Midases (or sometimes act like them), but we're just hard workers who believe in the mission and are fiercely proud when we affect it.

*See Sean Ansett's article, Boundary Spanner: The Gatekeeper of Innovation in Partnerships for more about the value of boundary spanners.

Please use the contact form to comment on this article.