The next phase of the college journey seeks the answers to the riddle of Machiavellianism through diary and research writing.
We are seeking dominant investors for the documentary pilots launching for employee assistance survey of groupthink through flow code reporting. Today, we present to you a sample of what is considered the problem we solve.
As intellectual drifters and pandemic pajama classroom refugees, we seek a chaplain and mandated reporter service at UW Whitewater.
We are launching a campaign calling out unnecessary rhetoric by instructors and we do so through inclusivity. We are developing and honors sociological survey of the veterans who serve post-secondary academic abuse.
I am one. But we are many. Many veterans receive unwelcomed rhetoric, and the Joint House and Senate Committee on Veterans Affairs is being notified of my academic abuse at UW Whitewater through my corporate and health community capstones. The documentary recalls how I have been treated so far.
I am arguing and lobbying for equal mobility and access to resources the Greek societies receive. We are facing the intellectual drifter and refugee crisis through egomania survey for the next phase of ILRB certification for a UW-wide veteran climate survey regarding professors and their gatekeeping and over proctoring methods.
The lobby report is the Outpost 422 independent study seeking help from the UW for providing safety on campus through checkpoints and committee meetings with the chancellor.
We are committed to serving you at Outpost 422. Please check out the sample below if you are confused regarding academic research and where to start.
We all need a starting point in college.
The class assignment assessed socialization and is a helpful resource for mindfulness. Mindfulness builds healthy leaders.
Sef-care is number one. Inquire about employee assistance if you suspect you are having a problem with the workplace community. Journal episodes based on answers to the test and see who the narc at work is.
SELF-TEST YOUR SAVVY IN COMMUNICATING WITH COLLEAGUES from: How to Say it at Work by Jack Griffin
The following is a simple diagnostic test. For the most part, you will find it easy to guess the “right” answer. But getting the “right” answer is not the point of the test. Respond honestly, even if you feel that your response is not the best one possible. This is not a contest. The object is solely self-inventory.
- There’s a lot of backstabbing that goes on where I work. T/F_F_
- I am open with my colleagues. T/F_T_
- I am pretty effective at getting my colleagues to cooperate with me. T/F_T_
- I am afraid my colleagues will steal my ideas. T/F_F__
- I ask my colleagues about what interests and concerns them. T/F_T__
- My colleagues respect me. T/F_F__
- My colleagues are jealous of me. T/F_F__
- I criticize issues and actions rather than people. T/F_F__
- I criticize only what I believe can be remedied, improved, or eliminated. T/F_T__
- I criticize constructively. T/F_T__
- A dispute has a winner and a loser. T/F_F__
- I don’t make waves. T/F_F__
- 13- I dread making apologies. T/F_F__
- I drink lots of coffee. T/F_T__
- I enjoy the people I work with. T/F_T__
- I enjoy conversation with my colleagues. T/F_T__
- I feel like part of a team. T/F_T__
- I get plenty of sleep. T/F_T__
- I’m good at “brainstorming. T/F_T__
- I handle stress well. T/F_T__
- I have “championed” projects and ideas. T/F_T__
- I have a happy home life. T/F_T__
- I know my colleagues and their jobs, duties, and areas of expertise. T/F_F__
- Our office is very political. T/F_F__
- The people I work with waste my time with too much talk. T/F_F__
- I share ideas with my colleagues. T/F_F__
- If someone gets angry, I tell them to calm down. T/F_F__
- I think business meetings are a waste of time. T/F_T__
- I try to respond fully and informatively to my colleagues’ ideas and projects T/F_T__
- I usually get my way. T/F_F__
- Sometimes you just have to holler and argue the other person down. T/F_F__
Step 1: Add 1 point for each true and 0 for each false answer. T:19 F:11
Step 2: For questions 1, 4, 7, 11, 12, 12, 13, 14, 24, 25, 27, 28, and 31: SUBTRACT 1 point for each true answer from the total score you got in step 1. 14:True
(note: it is possible to obtain a negative score)
A score of + 17 or higher indicates you are effective at communicating with your colleagues.
Final Score: 18
Bradley J. Burt
Intro to Corporate Communication Online
Dr. S-A Welch
I scored an 18 based upon where I am in my college journey. The last time I worked for a company full-time was in 2017. I answered the work-related questions based upon my most recent job as the past general manager of broadcast at Madison College for Clarion Radio.
My colleagues respected me because I made sure their equipment was working and helped them edit their shows on my free time and went above and beyond. I was open with colleagues regarding upcoming events on campus that would help them develop their shows and prep for their university transfer.
Being a leader and honors society member is a privilege. For recalling psychosocial questions found in the survey, I looked back to experiences as a low-ranking employee. I recall those years as an experience of how not to perform and communicate as a leader.
The interesting results from the survey indicated my coffee intake affected my ability to communicate effectively, which I argue on the grounds that coffee intake requires me to get up and walk to the break room and make more, which is an informal role that stimulates performance.
Drinking lots of coffee was the only answer affecting my communication savviness. My coffee intake is an integral part of my brainstorming capabilities. Although coffee increases stress, coffee is a part of my military culture.
We collaborate and plan many precautionary steps over a cup of coffee. Coffee brews strategy.
I do not agree that business meetings are a waste of time. Business meetings convey the ideology of how well the organization carries out its mission.
As for politics at the office, as I stated in previous class discussions, politics leads to endorsing groupthink. In the manufacturing industry, seniority cultivated groupthink. Senior union employees dominated the flow of information with managers, and if others spoke up or spoke too much, the senior members would use passive aggressive communication and misinformation to make an example out of an employee.
The toxic workplace made for a negative mindset. I learned I must refrain from conformity as a leader and innovator.
The phobias described throughout the survey like, “my colleagues are jealous of me,” could easily be remedied through an employee assistance program. I do not align with bringing conspiracy theories to the workplace.
I expect my colleagues, subordinates, and those above me respect the workplace by keeping their personal life at home, and if an employee needs some support, as a manager and CEO of my brand, I will make sure you know where to locate available resources for well-being. For an organization to thrive, one must keep a watchful eye on their well-being, which includes how we communicate with each other. What we persist will exist.
For a company’s well-being, dominant stakeholders who possess a score lower than 17 should consider an employee assistance option.
Let’s revisit week three and discuss the influence of dominant stakeholders and the quest as leaders in pursuit of the prudential state through virtuosity. According to Professor Joep Cornelissen’s textbook “Corporate Communication: A Guide to Theory and Practice,” dominant stake holders, which are the company’s moral agents, possess both “powerful and legitimate claims, giving them a strong influence on the organization” (Cornelissen, 2020, p. 70).
Dominant stakeholders possessing a less-than-savvy attitude affect the flow of information. As the distributors of communication and enforcers of socialization with the rites of passage within organizational culture, dominant stakeholders influence executive decisions, which affects everyone.
Their job is keeping you informed and safe. When an employee comes between the mission, the dominant stakeholders enforce policies. From my experience working in unions, I have witnessed leaders disrupt the workplace and use groupthink to undermine dominant stakeholders.
All employees are dominant stakeholders as moral agents. A solution the company could try would be mindfulness workshops for corporate quarterly gainshare meetings. Corporations, through social responsibility, produce quarterly statements that provide information regarding free services the company provides for well-being found in their corporate social responsibility transcripts available to employees.
Individually, we are all dominant stakeholders of our mindset. Employee assistance programs are free services provided by the company for all to use. I am not ashamed to admit I have used employee assistance programs when dealing with groupthink abuse. The program helped me keep grounded in the workplace and deflect the opinion of others so that I could concentrate on my job.
Organizational Culture/Employee Engagement
Dr. Welch’s PowerPoint for week six discussed two items that provide tools for success when coping with a negative mindset. Welch (2022) states, “Culture is the culmination of what is seen as the best way to conduct business.” Through organizational cultural norms, which spotlight effective communication practices, culmination manifests through promotion.
Culmination rewards employees who demonstrate innovative behavior that led to climbing the corporate ladder through promotion.
Those who communicate the mission effectively by influencing flow when working with others climb the ladder as an American corporate norm. Scoring less than 17 could potentially threaten the viability of the business and lead to demotion or termination.
Getting help immediately will change the outlook of the future. Let’s examine groupthink. Oftentimes, when working in a group of let’s say a less-than-dominant stakeholder position, the odd person out would stress over not fitting in. The ability to shine within the culture could be shunned.
When I worked in the manufacturing industry, those who worked hard were the first to get let go, which was the cultural norm of working in a union shop.
I chose housekeeping as a norm by setting the standard with safety. No matter how high up the ladder I was in authority, I was never too good to push a broom whenever there was a lull.
Being a model stakeholder in an organization comes from having a humble mindset and staying low to the ground.
The week six Power Point also discussed motivators with the employee engagement section. Dr. Welch (2022) indicated “The power/authority to make decisions” is a motivator for employee engagement. Having buy in at the bottom of the ladder retains employees, which I have experience with my previous employee. Bonuses helped me cope with Machiavellian abuse.
The survey questions reflect the ability to profile, discern, and effectively survey conflict effecting the landscape of communication flow based on the individual’s perception through employee engagement. The bulleted information and survey were an eye opener.
The PowerPoint and survey recalled an event regarding employee engagement that reminded me of a time when I was working on the shop floor regarding buy in.
The union demanded lower seniority employees speak to them first before going to the boss and if we went to human resources, we would be considered a snitch and ran off the job.
The company, through its gainshare program, allowed all employees the opportunity to bring ideas forward, which allowed for lower seniority workers a chance to win prizes and receive recognition.
By opening the floor to suggestions, lower ranking employees received buy in and worker harder and stayed later for opportunities to receive bonuses.
Cornelissen, J. (2020). Corporate Communication: A Guide to Theory & Practice (6th ed., pp. 70-71). London, England: SAGE Publications Inc.
Welch, S.A. (2022). Culture and Employee Engagement [PowerPoint slides]. College of Arts and Communication, University of Wisconsin-Whitewater.