GUIDELINES TO NRDC feb 24 2014

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Chapter Summary, ContinuedKey points (continued)Topic Summary PageBefore Direct further research to--5-6completing x Review remaining alternatives.andresearchx Replace assumptions.5-7(continued) x Evaluate potential disagreements.Before completing research and choosing an alternative, seek outpotential disagreement and try to resolve it informally.Step 4 Use Saaty's analytical hierarchy matrix to weigh alternatives. 5-8Step 5 After analyzing alternatives, pick the best one; coordinate it, and 5-9then submit it to decision maker for approval. Don't waste time tryingto pick the perfect solution.Step 6 Follow up aggressively or decision will fail for lack of resolve or timid 5-9execution. Prepare an MFR and implementing documents.Adaptive Use when you have little time and don't need exhaustive analysis. 5-10decisionAdaptive TechniqueDescriptionandmaking Intuition.Truth based on gut feelings.5-11Calculated delay. Intentional procrastination.Flexible decision. Decisions with options.Hedging.Decisions with built-in safeguards.Rules of thumb. Pragmatic rules that usually work.Exploration.Modified trial and error.Decision staggering. Incremental decisions.Mixed scanning. Cautious steps, close assessment.Gainingpower tomakedecisionsSome people use negative coping behavior to avoid decisions: 5-12BehaviorStallingOverreactingVacillatingTaking half-measuresDescriptionObsessive gathering of facts.Shooting from the hip.Reversing decisions.Muddling through.Delegation Ensure the tasking authority delegates sufficient authority for task. 5-12Management Boss authorizes you to make certain decisions and refer exceptions 5-13by exception upward. Increases flexibility and saves time.Intent State your intent with a plan. Gives you authority to act.5-13Know boss's intent: Can make decisions without extensive guidance.Problems,decisions,managersIn solving today's problems, mediocre managers simply restore thestatus quo. Effective managers delegate problems. This frees themto discover opportunities, develop options, and make quality decisions.5-14NRDC GRC – Staff Handbook 5-16
Chapter 6CommunicatingOverviewIntroductionBy definition, a staff officer is a communicator. Virtually all staff workrequires some form of communication. That's why almost every section in thiscourse focuses on some aspect of the subject.PurposeThis chapter describes ways to communicate more effectively, especially wheninteracting with another person, one-on-one.ObjectivesAfter completing this chapter you should be able to--x Describe the informal organization and grapevine.x Use listening and responding techniques.x Read body language.x Employ persuasion and negotiating strategies to achieve objectives.x Deliver bad news tactfully.This chapter contains the following sections:SectionSee PageInformal Organization and Grapevine Title6-2Listening Barriers We Meet 6-4Listening Barriers We Create 6-5Overcoming Listening Barriers 6-6Active Listening 6-7Body Language 6-9Persuading 6-12Overcoming Objections 6-15Negotiating Strategies 6-18Negotiating Guidelines 6-21Bad News 6-22Chapter Summary 6-24NRDC GRC – Staff Handbook 6-1
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PREFACEDisclaimer: The NRDC-GREECE
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GUIDELINES TO CONSIDERBecome fully
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Remember the mission. Avoid tunnel
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Overview ContinuedFocusThe text foc
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InstructionsIntroduction This secti
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NotesNRDC GRC - Staff Handbookvi
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Detailed Table of Contents, Continu
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Detailed Table of Contents, Continu
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Chapter 1Organizations and Managers
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Systems Approach to Management, Con
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SubsystemsIntroduction This section
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The Five Functions of ManagementInt
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Types of ManagersIntroductionThis s
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Staff Officer RolesIntroduction Peo
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Managing and LeadingIntroduction St
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Managing Things and Leading PeopleI
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Delegation of Authority, ContinuedI
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Managing Your BossIntroduction Do y
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Chapter Summary, ContinuedKey point
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The Staff Officer’s WorldIntroduc
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AnticipationIntroduction Ability to
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InitiativeIntroduction A sharp staf
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Initiative, ContinuedKeepingactions
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Guidance, ContinuedWhen to seekguid
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Perspective, ContinuedPride,passion
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Written Sources of InformationIntro
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Providing Information and Building
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Completed Staff Work, ContinuedPrep
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Staff Doctrine, ContinuedBackground
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Chapter Summary, ContinuedKey Point
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Efficiency and EffectivenessIntrodu
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Efficiency and Effectiveness, Conti
Page 70 and 71: Step 1: Record Use of TimeIntroduct
Page 72 and 73: Step 2: Analyze ResultsIntroduction
Page 74: Step 3: Eliminate Time WastersIntro
Page 77 and 78: Step 4: Overcome Barriers, Continue
Page 79 and 80: Priorities, ContinuedVisionVision i
Page 81 and 82: Doing Things One at a TimeIntroduct
Page 83 and 84: Chapter SummaryKey points This tabl
Page 85 and 86: Chapter 4Meetings and InterviewsOve
Page 87 and 88: Preparing an AgendaIntroductionGuid
Page 89 and 90: Opening a MeetingIntroductionOpenin
Page 91 and 92: Guiding DiscussionIntroductionHow t
Page 93 and 94: Concluding a MeetingIntroductionEnd
Page 95 and 96: Interactive MeetingsIntroduction Ru
Page 97 and 98: Interactive Roles, ContinuedRecorde
Page 99 and 100: Conducting an InterviewIntroduction
Page 101 and 102: Controlling an InterviewIntroductio
Page 103: Chapter Summary, ContinuedKey point
Page 106 and 107: Problem-Solving StepsIntroductionTh
Page 108 and 109: Step 2: Gather InformationIntroduct
Page 110 and 111: Step 3: Develop AlternativesIntrodu
Page 112 and 113: Step 4: Weigh AlternativesArriving
Page 114 and 115: Adaptive Decision MakingIntroductio
Page 116 and 117: Gaining Power to Make DecisionsIntr
Page 118 and 119: Problems, Decisions, and ManagersIn
Page 122 and 123: Informal Organization and Grapevine
Page 124 and 125: Listening Barriers We MeetBenefits
Page 126 and 127: Overcoming Listening BarriersOverco
Page 128 and 129: Active Listening, ContinuedAsk ques
Page 130 and 131: Body Language, ContinuedExamplesWay
Page 132 and 133: PersuadingIntroductionStaff officer
Page 134 and 135: Persuading, ContinuedSelling steps(
Page 136 and 137: Overcoming Objections, ContinuedPro
Page 138 and 139: Negotiating StrategiesIntroductionT
Page 140 and 141: Negotiating Strategies, ContinuedCo
Page 142 and 143: Bad NewsIntroduction Building a goo
Page 144 and 145: Chapter SummaryKey points This tabl
Page 147 and 148: Chapter 7WritingOverviewIntroductio
Page 149 and 150: Standards and RulesIntroduction Thi
Page 151 and 152: Active VoiceIntroduction If you did
Page 153 and 154: Active Voice, ContinuedWhen to usep
Page 155 and 156: Eliminating Wordiness, ContinuedCut
Page 157 and 158: Smothered VerbsIntroduction Another
Page 159 and 160: PackagingIntroduction The way somet
Page 161 and 162: Readability FormulasIntroductionRea
Page 163 and 164: Editing, ContinuedRulesChecklistWhe
Page 165: Chapter Summary, ContinuedKey point
Page 168 and 169: Learning to CoordinateIntroductionD
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Informal CoordinationIntroduction T
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Coordinating PhasesIntroductionPhas
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Responding to Non-concurrencesIntro
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Decision Paper (DCC)Introduction A
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Maintaining ControlIntroduction Thi
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Suspense DatesIntroduction Suspense
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Military BriefingsIntroduction Comm
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Information Briefing FormatsIntrodu
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PreparationIntroduction This sectio
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Preparation, ContinuedFocus onkey p
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Methods of Presentation, ContinuedS
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Visual Aids, ContinuedExampleThis i
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Rehearsals, ContinuedCriticsCritics
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Delivery, ContinuedInappropriateapp
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ClosingIntroduction This section di
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Ethics and ValuesIntroduction Insti
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Military Core ValuesIntroduction Th
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Unethical BehaviorIntroduction This
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Pressure to Produce ResultsIntroduc
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Ethical Decision Making, ContinuedG
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Chapter SummaryKey points This tabl
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Appendix A--Informal Staff Language
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Appendix B--Simpler Words and Phras
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Appendix C—Writing FormatsOvervie
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Avoid Drop-In VisitorsIntroduction
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Control Telephone UseIntroduction M
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Say No!Introduction If spread too t
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Priority ListFormatUse a format lik
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A Winning AttitudeIntroductionA win
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BrainstormingIntroductionBrainstorm
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Modified Delphi TechniqueIntroducti
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Leading Change, ContinuedIntroducti
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Leading PeopleIntroductionThis sect
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Results DrivenIntroductionThis sect
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Business AcumenIntroductionThis sec
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GUIDELINES TO NRDC feb 24 2014

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