Upgrading the Alliance Between Man and Machine

I was one of many people intrigued by the recent match-up on the Jeopardy quiz show between two of the program's most acclaimed champions and a computer called Watson. Even though similar duals have been going on for over 60 years now, it never fails to peak interest, never fails to generate debate and wonderment, and never fails to trigger reflection. It's kind of like the ongoing battle between the mongoose and cobra. Even though the two have been rivals for years, whenever they go head-to-head it never fails to spark interest, particularly since each has a number of victories on the scorecard. But in the case of the man versus computer rivalry, this competition seems to have become much like the one between a dog and its chew toy or the Harlem Globetrotters and the Washington Generals: one-sided. Watson had little difficulty dispatching its opponents.

It is about time we put aside this rivalry. Though a source of fascination, it is time we humans really start focusing on ways to make nice with our computer friends and continue seeking ways to communicate with each other so that, together, we can make all our lives better. Let's be honest. The challenges of this world of ours seem to be getting far too complicated for either side to face alone. Besides, mankind initially devised technology in his ongoing effort to create better tools and not something to battle. After all, when it comes to creating conflict, the last thing humans need is help. I am far less interested if a computer can answer the daily double question on Jeopardy than I am if that same computer can be programmed to help the governor of Wisconsin and members of state unions, for instance, navigate their way out of their current conflict.

In terms of communication, presently computer are used primarily in several key ways: to help people connect more quickly with each other, help store information, and help serve as sources of information. Granted, none of those uses are small things but can that list be expanded? Are there other ways we can utilize computers? Are there ways the emotions, levels of fortitude and nuance that characterize men and women can be better combined with the vast data and ability to calculate complicated equations to formulate solutions to problems or, at the least, produce viable alternatives toward facing various challenges or dilemmas? While I do not have answers to these questions, my sense it is time for us to take the man-machine relationship to a higher level.

Big Guys Versus Little Guys

There is a lot of highly visible conflict going on in the world today. Here in the United States and abroad, we see citizens lining the streets every day in outrage against different forms of repression. In the United States, protesters are braving harsh weather conditions and threats of termination from their jobs for speaking out against what they deem to be an injustice. In other parts of the world, protesters are literally risking their lives to stand up for their hopes and core values. Seeing these people and reading about them is as inspiring as it is upsetting. Words can not express adequately capture I feel for everyone of these men and women. As Teddy Roosevelt once said, win or lose these people are "in the arena." Also, I fear for their safety and future well being because some may, in fact, lose their jobs and others, more tragically, their lives. Lastly, I find it highly upsetting that these men and women - here in the United States and abroad - find themselves in environments that are led by individuals who seem so detached from honesty, good-faith leadership and the well being of anything but their own perverse personal agendas.

Looking at the union-busting efforts in Wisconsin and other states and in the efforts by dictators in the Middle East to hang onto their power, one common thread that jumps out pertains to communication. Specifically, the leaders in these parts of the world are trying so hard to stifle the ability of their constituents to communicate. Wisconsin Governor Scott Walker, for instance, wants to remove the union's rights to collective bargaining. With the backing of highly well-funded right-wing corporate executives who would derive great financial benefit if union members lose their ability to bargain or negotiate better terms for themselves, Walker recognizes that by throwing a blanket over this particular form of communication, workers' clout is weakened considerably and his power to drive through laws and regulations with little opposition or meaningful debate is enhanced. To an even stronger degree, the dictators in the Middle East currently under siege recognize that the louder the voices of opposition the greater the threat to their seats of power. These voices, they know, must be muted if they are to remain in power.

At present, what we are witnessing represents a key component of the classic big guy-little guy confrontation. By all appearances, the big guy has all the power. He's bigger. He's stronger. And he has more resources. Not surprisingly, he is using this arsenal to squelch his opponent. But in what we are seeing currently unfold, the little guy has a powerful weapon of his own: a voice. The more the voice is heard the more allies the little guy brings to his side. The louder the voice is heard the more others become aware that the big guy is engaged in a blatant power play and is little more than a single-minded bully. The longer the voice is heard the more obvious it becomes that "right" is on the side of the little guy. For the little guy in Wisconsin and other state and in the Middle East, the challenge is to keep using their voice and not allow themselves to be stifled. It is the best communication tool they've got.

Marshall Ganz and the Story of Self

Marshall Ganz is a professor at Harvard University. Granted, he may not be a household name. Nevertheless he is a scholar not without influence. A fan of Mozart and Harry Potter, he is also a strong advocate of people using their own stories - their own biographies - as a way of connecting with others and motivating others to "take the world from where it is to where you want it to be." This particular quote from Ganz resonated with me because it defines, in many ways, the essence of what it is professional communicators attempt to do. Working closely with clients, they pinpoint where it is that person or that organization is, identify where it is they want to go, and then devise strategies that will help their client successfully transition from the present to the future.

While the strategies are different depending upon the client and their specific destination, but the challenge remains the same. Even though Ganz does not have "public relations" any where in his title or on his resume, he serves as a great example of what it is these communicators do. His most famous protege is our current president, Barrack Obama. Years before Obama became a candidate, Ganz heard this young man share his own history with others. He immediately recognized Obama's ability to tell "the story of self" was what gave him the ability to inspire and motivate others. By sharing his own journey, Ganz saw that Obama enabled others to see similar histories within themselves. By doing this, Obama motivated thousands of men and women to align themselves with him because they believed his quest and their quest were the same. Ganz recognized that people developed a sense of ownership in Obama in that they viewed his success as mirroring their own.

The story of self is a powerful communication strategy, but only if it is done in a way in which others can relate. Thus, people striving to motivate others via their own stories must weave their tales in ways that acknowledge the struggles and challenges of others. Few of us buy a product or support a cause unless we can link to it our own dreams, ambitions, needs and interests. The same holds true in bonding with another person - even if it is someone that we do not personally know. Ganz could see that people gravitated toward Obama because they felt a kinship with him. In fact, Obama's future success, in many ways, will be defined by how well he maintains the connection people feel with him. The same holds true for all of us as we strive to communicate with others. Thus, in many ways, our best tool is ourselves.

Communicating in Times of Turmoil

Turmoil seems to be a major force in the world today. Just look at what is going on in Egypt: demonstrations, mobs, violence, confusions, calls for civility. Aspects of that seem to be spilling over into others parts of the Middle East as well. It is exciting largely because of the possibility that the end-result of this turmoil may be greater freedom for the people of that region. At the same time, it is worrisome because the end-result could be the opposite of greater freedom: more entrenched dictatorships, more hotbeds for terrorists and a greater suppression of people. Thus, among the demonstrators it is not surprising to see confusion and fear coupled with the great passion currently being exhibited. This can be a dangerous combination, particularly if direction and credible information are not part of the mix.

In such situations, effective communication can be a major tool for helping people turn their passion into positive action and feel more comfortable with the change underway. This is why it is not surprising that those fighting the demonstrators have been trying to cling to their positions of power by stifling the flow of information and compromising efforts by the demonstrators to connect with each other. By derailing communication, these so-called leaders are able to keep the demonstrators confused, ill-informed and easier to control. Effective communication can provide the demonstrators with valid channels of communication as opposed to negative ones that range from random acts of violence to censoring or stopping the flow of information. Further, effective communication can help instill demonstrators with a greater sense of purpose, direction and desire to achieve a return to normalcy.

One aspect of effective communication often is messaging, coming up talking points designed to reach specific audiences. But in the case of what is happening in Egypt, establishing a range of safe and credible communication channels is equally essential. People need to know how to communicate as well as what to communicate. The two go hand-in-hand. Just look at any successful public or strategic communication effort and you will see these two elements. No matter how vast or energizes demonstrations, revolutions or massive movements might be, they are ultimately judged by the message around which they were created and by how well that message was shared with others.

Group Dynamics

All of us at various times have been in group settings where everyone is involved in a discussion on one particular topic. An obvious example is a classroom where an instructor is leading the class and attempting to generate comments from the students. Another example is found at the work place where a meeting led by a boss with his or her staff members takes place. I am struck at how a similar dynamic occurs in these different settings. The person at the head of the room attempts to lead the meeting by tossing out questions or points of discussion. Often, they end up getting responses or comments from a tiny portion of the group while the majority sit in silence. On a number of occasions I have been that person at the front of the room trying to elicit discussion as well as been that person sitting behind a desk or around the table who is on the receiving end of the overtures from the teacher or the boss. I remain fascinated by what I view as an undercurrent of maneuvering that goes on in these kind of settings.

Generally, those who speak up do so because they feel what they have to say contributes to the conversation. High five to them. But then there are others who, in my view, simply speak to be heard. Their comments either are off-point or a reiteration of what was just stated moments before. Thumbs-down to them. Contributing to or adding onto points that have already been made is not easy. It requires planning and original perspective and even fact-based thinking. Additionally, there is a level of competition in such a dynamic that cannot be ignored. For instance, in such a group, obviously not everyone can speak at once. As a result, there is a possibility someone who speaks might state something others were planning to say. That leaves those individuals with the challenge of trying to come up with something that does not appear to simply echo what was just stated.

If one is about to enter into such a group setting, either as a student or a staff member, then what strategies can you formulate to combat against being thought of as someone who talks just to be heard or talks even though they may have nothing of substance to say? One obvious strategy is to be prepared. Have a good grasp of the pertinent issues. Being knowledgeable can help overshadow not being a smooth talker. If people sense you are a person who knows what you are talking about, then they are much more likely to pay attention to you. Another strategy is to enter the meeting or assembly with several points to make just in case another person touches on a point you were hoping to raise. Finally, a third strategy is to be a listener. Pay attention to what others are saying. In these kind of settings, one key goal is to advance the topic. You can only do that if you have a good understanding of what contributions -good and bad - others before you have tried to make. Preparation is the key. People communicate most effectively when they are well prepared.

Reversing Negative Perceptions

Sometimes people or organizations get a bum rap. It is unfair and can be awfully hard to shake. An example of this is Northern Illinois University, a fine institution of higher learning situated in DeKalb, Illinois, about 60 miles outside of Chicago. Over the past three years the university has had to contend with several incidents of violence that, collectively, have resulted in the institution being labeled unsafe. In February, 2008, a former graduate student walked into one of NIU's lecture halls and opened fire. He killed five students and injured 19 others before turning the gun on himself. Later in the year, after initial reports of being missing, the body of a female student was found in a wooded area off campus. She had been murdered. In 2010, another student suffered a gun wound as a a result of an altercation.

None of the incidents was the result of any negligence on the part of the university. Prior to them, crime that occurred at NIU was rarely more serious than theft or alcohol or drug-related. Further, the three violent incidents between 2008 and 2010 were handled by university officials with openness and transparency in terms of sharing information with the media, employees and students, and the general public. Despite this, concerns have been expressed by potential students and the media about the safety of the campus. One result of these concerns is that NIU has suffered a drop in enrollment and is currently struggling to regain the upward trajectory of interest among potential students that it enjoyed prior to 2008. Devising ways to help reverse the negative image and enrollment drop represents a significant communication challenge.

This is where an effective strategic communication plan comes in handy. Such a plan has several overriding objectives: it is designed to enhance the image of an organization and persuade targeted publics to take various actions that benefit the organization. In other words, it represents a well-organized road map geared to raise an entity's overall status. Such plans are usually complex, contain numerous components such as creating various communiques with specific messages and initiating an array of outreach efforts, and take time to carry out and generate the kind of results one seeks. NIU's reputation will eventually take a more positive turn because it is blessed with competent and caring administrators who are working to carry out such a road map. Until then, these officials will need to be patient. The truth does not always travel as fast as any of us would like. But a good communication plan gives it wings.

Honoring the Gift of Authority

Every day on the CNN website a question is posed to gauge the mood, attitude and views of readers om a range of topics, some serious and some not. A recent question - "Do you trust your boss?" - was posed that caught my attention because a boss is something that just about all of us have in common. In fact, even if we are unemployed or retired, we have someone to whom we report on some level or someone to whom we are accountable. But in addition to the question itself, what also struck me was the response. Out of nearly 100,000 people who answered, the majority said they did not trust their boss. It made me wonder if this is simply a sign of the times in which we live in that people have a growing antipathy toward those in positions of authority. Or are there specific traits or characteristics that organizational superiors - persons with power - are exhibiting that foster mistrust and skepticism? My sense is the answer, at least in part, to both musings is "yes."

Being in a position of authority is a gift. No matter how hard one may have worked toward it, gaining power happens only when others agree to stand aside and let one person take over the big office or wear the crown. Being in a position of power provides the leader with an opportunity to directly affect the lives of others. The leader has power over others. They can dictate the actions of others. They can help determine whether others have good days or bad. They can determine whether others remain employed or unemployed. They can affect the esteem of others in ways that shape how people view themselves. Having this kind of power becomes dangerous when those who have it forget it was a gift rather than something to which they were entitled. For the people who said in the CNN poll they did not trust their boss, perhaps they did so because they have seen or experienced bosses who mishandled this gift that was given them. They abused the gift rather than brought it honor.

The root of effective leadership is found not only in how well such a person communicates but in what they communicate. The best leaders have a vision. They possess a sense of direction for themselves and their followers or organization. But these men and women need to be able to communicate their vision in a manner that is understandable. People only "buy-in" to an idea or cause if they can connect with it on some emotional and intellectual level. If those in-charge cannot or do not establish and then maintain this bond, then their tenure will not last. But this is only part of the equation in terms of the boss as someone who is trustworthy. People are willing to be led if they believe the person leading them is striving to meet their needs and working in their interest. This, too, represents a communication challenge as it requires leaders to be proactive in seeking to reach out to those they lead and, in doing so, serve.

Riding a Bicycle

There is an old axiom - are there any young axioms? - that says learning to ride a bicycle is something one never forgets. That has got to be a great source of comfort to everyone who knows how to ride a bike. You ride one and do not for, say, 20 years. Then, one day, perhaps on a dare or when the neighbor's kid isn't looking, you pick up his bike and suddenly you are off to the races with no concerns as if it were that magical day 20 years earlier. Of course, for that scenario to work, you have to know how to ride a bike. For me, my bike riding skills were never more than shaky at best. Even as a youngster, I was never comfortable on one of those contraptions. Consequently, growing up I did a ton of walking while so many of my friends raced around the neighborhood on their two-wheelers. But any one reading this should not feel too sorry for me as I eventually grew up and learned how to drive a car.

The point of this reflection is that the thought occurred to me the other day how similar creating and implementing a strategic communication plan for an organization is to teaching someone how to ride a bike. Both take a lot of patience, mutual confidence and trust. Additionally, from the communicator's perspective, it also takes much hand-holding, collaborating and a good sense of direction. Organizations, particularly non-for-profit entities, want to get their messages across, want to raise their profile, want to generate greater support, and want to increase the size of their operating budgets. While a strategic communication plan - even a good one - cannot guarantee success, it can create momentum toward helping an organization achieve these important goals.

Much like teaching someone to ride a bike, good strategic communication plans have points of measurement to determine how well goals are being met. For instance, if a bike rider takes off on his own and within the first twenty yards crashes into into a stop sign, then the basic goal of riding the bike has not been met. (Yes, I am talking about me.) But if an organization is able to make connections with specific publics, then that basic step in the strategic communication process has been met. It is a building process that contributes to an organization's sustained existence. The trick is to avoid any immovable objects, such as stop signs, and continue moving forward.