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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