‘Hope for the best and plan for the worst’

REAL TIME EXAMPLES

 KFC-
 KFC apologizes for chicken shortage with a hilarious hidden message
 The fast-food chain used a full-page ad in British newspapers to apologize for
shutting down hundreds of restaurants this week because it ran out of chicken. As many as 800 out of about 900
KFC locations were closed on a Monday,last week of February in the year 2018 due to the logistical snafu. By
Friday, the majority of the stores had reopened.
 KFC, which is owned by Taco Bell and Pizza Hut parent Yum! (YUM), said the chicken shortage had been caused
by a "couple of teething problems" after it switched to a new delivery partner, DHL, last week.
 DHL said a number of deliveries had been "incomplete or delayed" because of "operational issues." The German
company added that it is "not the only party responsible for the supply chain to KFC.“
 KFC spokesperson said on Friday that some stores may remain closed this weekend and some locations "will
operate with a reduced menu or shortened hours."
 The bright red advertisement showed an empty bucket with the chain's initials scrambled to say "FCK" on it,
alongside an apology.
 "A chicken restaurant without any chicken. It's not ideal. Huge apologies to our customers, especially those who
traveled out of their way to find we were closed," the ad said.
 "It's been a hell of a week, but we're making progress, and every day more and more fresh chicken is being
delivered to our restaurants. Thank you for bearing with us," the ad said.
 RESPONSE
 The cheeky apology was well received.
 "I think they've done a fantastic job," said Rupert Younger, a PR expert and director of the Oxford University
Centre for Corporate Reputation.
 "It speaks to a business that understand that mistakes were made and they're prepared to have fun at their own
expense."
 He also thought it was honorable that KFC didn't make a point of running DHL through the wringer for these
problems.
 "They have been open and transparent and incredibly authentic" with their apology, he said. "I think they're going
to have more people wanting to go to KFC than less ... as a result of this.“
 The UK is KFC's largest market in Europe, and one of its top five globally.
 Franchisees operate 95% of KFC's outlets in the country. The company said Monday that it would pay its staff as
normal, and it was encouraging franchisees to do the same.
 BILL FORD, CHAIRMAN, FORD MOTOR
COMPANY
 In the late 1990’s Bill Ford was a relatively new chairman of the board for Ford Motor company. The son of William Clay Ford
was in his early forties.
 It was during this period when on a morning in February 1999, a cloud of smoke appeared over the Rouge Complex at that time
the largest vertically integrated manufacturing sites in the world.
 Explosions had rocked the Rouge Power Plant, a facility operated by Ford employees within the Rouge Complex to produce power
for many of the site’s operations.
 He immediately went to the site in spite of his lieutenants advising not to go.
 Damage to the power plant was extensive.
 The extent could not be figured by then…
 Media was covering the whole issue…Bill did not shy away from facing the cameras…His comments were honest and emotional
 “It is the worst day of my life”…He was completely hurt emotionally seeing the causalities.
 He seemed like a father mourning for the loss of his family…he was deeply concerned about his employees…
 He stayed personally with the employees for providing help and support at the same time to figure out what the issues were and
then onwards prime importance was given to safety measures across all the plants.
 Right from being there at the accident ,media coverage and policy measures he built his credibility and built a team that halted the
downward spiral of Ford and laid the foundation for recovery.
SLACK

 In 2022, the online messaging company Slack suffered a service

outage causing many users to lose access to the application for
nearly five hours. The issue was eventually found to be due to a
configuration change.
RESPONSE
Slack kept users updated on the issue, even detailing errors they made during the process. Their tone was sincere and
apologetic but also humorous. The big takeaway? Transparency and honesty for the win here.
 JOHNSON AND JOHNSON
 Johnson & Johnson is an extensive healthcare and pharmaceutical manufacturer.
 One product, Tylenol, was found to contain cyanide, causing the deaths of seven people.
 The cause of the tampering was never solved.
 Johnson & Johnson immediately halted advertising and sent nearly half a million messages to healthcare facilities.
 A safety warning was also issued to consumers.
 They could have attributed the incident to one-off sabotage and kept the products on the shelves, but they didn't.
Instead, Johnson & Johnson pulled all of the products off the shelves, thus costing them millions to protect the
public and avoid further outrage.
 In addition, they established a hotline for worried customers to address any concerns they may have regarding
Tylenol capsules. Johnson & Johnson's response provided the benchmark in crisis management in public safety
situations. As such, their products are still everywhere around the world today. Good job
 Crisis
A Crisis is a low-probability but high-impact event that threatens the viability of an organization
and is characterized by ambiguity of cause, effect, and means of resolution, as well as by a belief
that decisions must be made swiftly.
(Charmeli & Schaubroeck, 2008)
Crises are omnipresent in today’s environment.(Bergeron & Cooren, 2012)
Crises are indeed damaging to an organization if not properly managed.
(Gerbe, 2013)
Crises come in many forms. Regardless of the nature of the crises or the type of organization,
what they all have in common is the stress and pressure they place on organizational resources
and systems.
 CRISIS
LEADERSHIP
Crisis leadership is about being prepared with a plan to follow when a crisis occurs. It is about the
role of corporate leaders in crisis prevention and preparedness. Effective crisis leadership is about
having the foresight and proper pre-crisis planning for managing a crisis.
There is a great need for leaders from all walks of life to show that they possess the skills and
competence to lead during times of crisis
(Jaques, 2012)
Proactive organizations have found it prudent to designate a specific individual or unit with the
task of scanning and monitoring the internal and external environments for potential threats or
warning signs of a crisis.
(Binns, Harreld & O'reilly, 2014)
FIVE ESSENTIAL COMPETENCIES OF CRISIS LEADERS,
WHICH ARE THE ABILITY TO
1. Craft a vision.
Formulate an overarching vision of crisis management for the organization.
2. Set objectives.
Establish strategic goals and program objectives for crisis management.
3. Formulate, Execute, and Evaluate crisis plan.
Coordinate the creation of a crisis management plan.
4. Communicate.
Establish a communication plan for notification and mobilization when needed.
5. Manage people.
Develop a pre-crisis simulation and drill plan for the crisis team and the entire organization.
FORMULATING A CRISIS PLAN

 Leaders who are able to overcome these psychological roadblocks and perceive
risks realistically can approach crisis management planning in a logical and
systematic way.
 The literature suggests that organizations with early crisis identification systems
and crisis management plans already in place before the occurrence of a crisis are
significantly better prepared to manage and survive a crisis event.
 In addition, these better prepared organizations have the opportunity to reposition
themselves and turn a crisis event into a strategic opportunity.
(Appelbaum et. al., 2012)
 Organization’s readiness to respond to a crisis is a function of the following:
❖ The skills, abilities, and experience of a designated crisis leader
❖ A trained and well-prepared crisis team
❖ Organizational preparedness through regular drills and training
❖ Adequate organizational resources
❖ Top management support and commitment

• Crises by nature are not part of the regular work experience; therefore, effectively
managing crisis situations requires leaders to be well prepared for the unknown.
BENEFITS OF A CRISIS PLAN
 Though suffering some loss is almost unavoidable, having a crisis plan in the event of an actual crisis has several
benefits and having a crisis plan in place can:
❖ Reduce the duration of a crisis
❖ Enhance or retain a corporation’s reputation
❖ Allow for quick and effective responses
❖ Improve communications
❖ Enhance coordination and cooperation
❖ Ensure ready and available resources
❖ Ensure fewer costly mistakes
❖ Ensure less panic
❖ Ensure quicker resolution of the crisis
THE THREE STAGE CRISIS MANAGEMENT PLAN

 Pre Crisis Planning

 Form Crisis Response Team
 Develop Crisis Plan

 Leading during a Crisis

The Role of senior Leaders
Effective Crisis Communication
Crisis Resolution

 Adapting after a Crisis

Evaluation of a Crisis Response
Lesson Learned
Preventing a Future Crisis
PRE-CRISIS PLANNING

Every organization (large, small, for-profit, or nonprofit) should have a pre-crisis plan. Although
no one can develop a pre-crisis plan that would accurately anticipate and address every possibility
in the future, such a plan is still the best way to mitigate the negative consequences of any crisis.
The message in pre-crisis planning is to hope for the best and plan for the worst.

Pre-crisis planning addresses three key questions:

 1. Do we have a crisis response team and who is on it?
 2. What is our crisis plan of action?
 3. Do we have all the necessary resources in place?
1) DO WE HAVE A CRISIS RESPONSE TEAM AND WHO IS ON IT?

 Having a standing crisis response team increases an organization’s ability to

respond to a crisis in a timely and effective manner.
 A crisis response team should involve a good mix of representatives from all parts
of the organization. Diversity in the makeup of the crisis response team increases
diverse input that contributes to better decisions.
 In the event of a crisis, a leader wants a team that has trained and worked together.
During pre-crisis planning, questions on information flow and chains of command
are addressed.
2) WHAT IS OUR CRISIS PLAN OF ACTION?

 It involves imagining the worst possible scenarios that could happen to the
organization and the impact on employees, customers, and other stakeholders.
 To be well prepared, the crisis plan must incorporate as many potential emergency
situations as possible. The crisis leader and the team should assess the risk of these
potential events, and evaluate their possible ramifications.
 For each crisis scenario, the crisis team tries to imagine the responses of different
stakeholder groups which enhances preparation and reduces the level of confusion,
anxiety, and frustration that often ensues.
3) DO WE HAVE ALL THE NECESSARY RESOURCES IN PLACE?

 Both financial and non-financial resources are needed to manage crisis and having
the right quantity and quality of resources is critical for success.
 It is often the case that during a crisis, resources (people, technology, and
equipment) that are brought to bear may never have been deployed to see how
well they function together. This underscores the importance of training and drills
that simulate actual crisis situations or scenarios.
 In the event of a crisis, the pre-crisis plan is put into action. The crisis leader and
his team have to step forward and manage the crisis effectively.
LEADING DURING A CRISIS

 When a crisis erupts, a rapid response is vital. The crisis leader must step forward
and lead.
The effective leader focuses on three key areas :
 Goals define the “What”—that is, the specific outcomes and objectives of the
crisis intervention.
 People define the “Who”—getting the right people in the right positions with the
right teams.
 Resources define the “how”—determining how resources will be allocated to the
right people and how they will employ such resources.
THERE ARE THREE KEY PRINCIPLES OF CRISIS LEADERSHIP:

(1)Stay engaged and lead from the front

(2) Focus on the big picture and communicate the vision
(3) Work with the crisis management team.
Another way of saying this is for the crisis leader is to be mindful of the
“three As”-
Acknowledge or Admit the crisis.
Action you are taking to contain or repair the damage.
Tell the public what you are going to do to Avoid a repeat in the future.
 ADAPTING AFTER A CRISIS

 An effective post-crisis evaluation can turn a negative event into a growth and
learning experience. Most forward-looking organizations do a postmortem. That
is, in the aftermath of a crisis, top management authorizes a review and The review
should include performance indicators such as the following:
❖ Effectiveness in communicating with key stakeholder groups
❖ Effectiveness in addressing the root cause(s) of the crisis
❖ Crisis team effectiveness
❖ Leadership effectiveness
❖ Effectiveness in dealing with victims and family members
THE FIVE-STEP CRISIS RISK
ASSESSMENT MODEL

This model is a scenario analysis and

planning tool that highlights different
contingencies and put together crisis
management action plan
LEADERSHIP COMMUNICATION
“THE ART OF COMMUNICATION IS
THE LANGUAGE OF LEADERSHIP.”

-JAMES HUMES
(PROFESSOR OF LANGUAGE AND LEADERSHIP AT THE UNIVERSITY OF SOUTHERN COLORADO & SPEECH WRITER FOR PRESIDENTS NIXON ,FORD AND REAGAN)
HOW CAN WE BUILD A VISUAL IN LESS THAN 7 SECONDS TO FORM THE FIRST IMPRESSION AND HOW TO USE THE HALO EFFECT AS A COMMUNICATION TOOL.

 First evaluate your appearance.

 Does it reflect the image you want to project.
 Know what colours, shapes, styles help you feel best.
 Make sure you are well groomed and do not forget the details like accessories or making sure
your shoes don’t have any major marks.
 Doesn’t imply you need a whole new wardrobe or buy the most expensive items or dress like
someone else.
 But the more in tune you are with your appearance the better we will feel on the inside which
will in turn shine on the outside to everyone else.

Second: Consider the physicality: Think about your body language

 Albert Mehrabian, a pioneer researcher in body language states in his book” Non-Verbal Communication “ that
when there are inconsistencies between your body language and words, the body language is what people will rely
on to make inferences about you.” Your physicality has to match the message.
BASICS TO LEADERSHIP
COMMUNICATION
1. Realize it is no longer about you anymore.
 You need to create synergy and drive organizational results.

2. Provide Safety
 According to neuroscientist Evan Gordan, five times a second your brain is scanning the environment and asking itself if it is safe
here or dangerous?
 In order for others to be willing to be listening to you , they will need to believe they are safe with you and will be heard by you at the
same they should not feel they are being taken for granted-Ensure Psychological Safety
 Provide an environment that is open and supportive.
 The safer they feel the stronger will their communication be.

3. Be Visible
 Whether you are in the office or work remotely interact with your team regularly through

 Formal one to one check ins or open door policy.

 Communication should be tenacious.
 Provide information, be open and transparent.
 “Walk the talk and show up every day”
THEREFORE 3 BASIC MANTRAS
 It is all about them.
 Today, I will provide safety.
 I will be visible and I will walk the talk.
 This mantra when kept in mind will nail the basics to communication.
LEADERS SHOULD LEAD WITH
HUMANITY
 Employee ID Numbers are very important however as a leader one should not treat their employee just as a
number.
 Always be mindful that people are actual human beings.
 Human beings are complex organisms, they have their own identities, experience, thoughts, emotions and feelings.
 All of this decides how they react to you and your message.
 One size fits all approach will not work , will need to tailor our message to meet the specific needs.
 The more we know each member in the team , it will be easier to meet those needs.
 State of the American Manager Analytics and Advice for leader 2015 Gallup Report revealed that employees
who feel as though their manager is invested in them as people are more likely to be engaged.
 So ask questions, engage in conversations, listen with regard- remember they are not just numbers who are there to
deliver results.
 Get to know who they are as human being …Apply the golden rule…
 ‘Do unto others as you would have them do unto you’- When we lead with humanity we will be more
authentic and impactful leader.
 EMOTIONAL INTELLIGENCE
 In Emotional Intelligence 2.0 by Travis Bradberry and Jean Greaves ,it has been
stated that 90% of the high performers are also high in emotional intelligence.
 Emotional Intelligence is the ability to recognize and understand emotions and to
use that to manage your behaviour and relationships.
 The ability or a lack thereof impacts your communication success.
 4 practical tips of emotional intelligence to leverage leadership.
 Stress signals- Monitor them
 Mental Health- Schedule time for recharging through meditation or take a
walk and have some fresh air, listening to music.
 Empathy- Understand other person’s perspective, understand what they go
through.
 Explain your decisions- People support decision when they understand why
that particular decision was taken.
 ADVANCEMENT IN
TECHNOLOGY
 Advancement in technology doesn’t always make communication easy.
 It raises the risk of miscommunication, with a lack of non-verbal cues such as facial expressions and tone combined with the
absence of an open dialogue, it increases the chances a different message is heard and then people create their own stories.
 Yet there are considerable benefits like convenience, time saving and accessibility from anywhere . With the variety of
options of accessibility coupled with the traditional face to face format you are challenged to chose the most appropriate
method.
1.Consider the urgency
It is found that ,65% of the respondents in a report from the Economist Communication Barriers in the Modern Workplace 2018
, the Economist Intelligence Unit report, Face to face meetings are very effective form communication if time permits else in
time sensitive situations Natural disasters, organizational emergency or personnel crisis we can lean on technology. A
combination of E-Mail, text & instant messaging would be appropriate in these circumstances.

2.Consider the location

If all employees are on site, one could meet in person more frequently and can take advantage of different types of meetings
like having coffee together or a walk and even though businesses pivoted to remote workplaces, In 2020, there’s still the
opportunity for virtual face to face meetings. But if location creates a large gap in time zones then use e-mail or pre recorded
videos are a solid solution.
3.Consider the message
A company of 30000 employees made the difficult decision to release over 28%of its workforce in a single layoff.
With the urgency and location employees across the U.S. an in person meeting was not possible but leadership failed
to also consider the message when they decided to send out an audio only communication , which to many sounded
like a pre-recorded phone message.
Not only were those being laid off furious but the remaining employees were left with a feeling of uncertainty. In this
example the company could have considered a visual tool such as a face to face virtual call. This would have allowed
leadership to communicate a non-verbal message.
One that may have displayed empathy and compassion minimizing the negative feelings many experienced. If a
message is sensitive or complex opt for tools that allow non-verbal communication and an open dialogue.
4. Consider the audience
When it is an audience of many stick with the considerations above to make your decision, but when it is an audience
of one and when the situation is not urgent nor a crucial conversation you may consider the person’s communication
style. In the same report from the Economist, 42% of respondents stated as different communication styles as the
leading cause of poor communication.
If a person prefers relationships and connections set up face to face meeting , if their leadership style is
analytical make sure you have facts and figures written out, if they are more creative then use of visual tools to
communicate versus for many details and written word.
CREATING THE CONNECTION
 Recall the most recent time you met someone new. Try to wonder what you thought about that person. Well most often the
first question we ask ourselves when we meet someone is can I trust this person?
 Research shows that trust in bosses and senior leadership is critical for people to be effective in their jobs. When trust
is established, as a leader they can mobilize people towards goal and deliver goal.
 As a leader one has to ask their employees to step out of their comfort zone to achieve challenging goals…So they have to
communicate and guide their employees get out of their comfort zone.So if there is no trust no one will listen to you.
 Trust is something, the creation of which begins right from the first meeting .
 Do’s and Don’ts of forming trust
 First don’t begin by reading your resume. You don’t want to tell people how capable you
are…rattling off your credentials…doesn’t create immediate trust.
 Don’t give advice right away-This can bring in an air of arrogance and ignorance. How
much ever eloquent you may be it might end up crashing and burning your relationship.
Never give advice until trust is established.
 Do share a personal story- Periods of struggle are not something which everyone likes to
share but how you faced it and came out of it will provide an insight to your team members
of your resilience, authenticity and vulnerability.

 Generate the feeling- When certain people speak they do with a lot of energy. The best mantra to create that
INSPIRATION AND MOTIVATION
 Subtle but important distinction between the two…
 When we are inspired we are naturally drawn to do whatever feels the best
where fulfillment is the end result .
 It comes from deep within , creates effortless energy whereas motivation
comes from being pushed to achieve your goal. It might be your own ego
pushing you or an external force such as boss a contest etc.

ENGAGING IN DIALOGUE
Example-A manager and analyst interaction-manager while analyst was reporting the findings ,manager kept doing some work
on system. Though she was nodding and making sounds of acknowledgement she was clearly not present. Finally , the manager
once the presentation was over shouted out few orders. Next time not only was the deliverable late it was also not up to the
expectations of the manager.
Research shows that 47%of the working hours is spent thinking about something other than what they are doing.
“ A wondering mind is an unhappy mind”-M A Killingsworth and D T Gilbert.
When this happens people become less and less open to your communication.
HOW TO BE MORE PRESENT
 Eliminate distractions- Fast paced work environment, demands tempt us to multi task but ensure while interacting
with someone you shut down everything else. Another approach to deal this is to organize your day in a better manner
and have everything sorted and are in place then it is less likely that you will be distracted while speaking to someone.
 Practice Mindfulness- Headspace an online health care company states that by training ourselves to be more present
through mindfulness we create opportunities to be more attentive, aware and productive & less reactive, overwhelmed
and on auto-pilot.
When feel distracted take quick breaks ,quiet the internal clutter and gain clarity. Before engaging with someone tell
yourself that you will return to what you were working in full swing but right now you will be there fully present to the
person who has come to you.
 Know when to stop and listen- while engaging in meaningful dialogue one should ensure there is no monologue
going on.
 Finally listen with all of your senses

This is not just about locking eye contact or nodding head, it is about truly listening right from the tone , speed of
voice…Look out if any hidden messages are being communicated etc.
 EMPOWERING QUESTIONS
 Empowering questions get people to think and to discover their own answers.
These questions should get your people to think, build perspectives which they
never thought of earlier and thereby make them more able and competitive.
 This will make them more contributing and place ownership of the results onto
them.
 Things like
 What is important about that?
 What is the real challenge?
 What kind of support do you need to ensure success?
HOW FREQUENT SHOULD YOU
MEET YOUR TEAM
 Gallup found that employees whose managers hold regular meetings with their team are
almost three times likely to be more engaged in comparison to people with whom regular
meeting are not held.
 Based on the following the frequency can be determined.
 SEVERITY,
 URGENCY AND
 NEWNESS- new employees will need more guidance

 Example-Cases when there is merger or a product launch or a change in team structure…the

more severe and more urgent the more often communication should take place.
 Once the trust is established the next thing is communication,
 Making Requests-The Gallup State of the American Manager report, states that clarity of
expectations is perhaps the most basic of employee needs and is vital to performance.
 People have a need to completely understand the what and the how. What they should be
working on and how it fits the bigger picture. Strong leaders don’t just tell people the
What , strong leaders have a frequent dialogue with their employees about how everything
ties together.
 As a leader one needs to make a request of the vision of what the outcome you want it to
be. This outcome will be crystal clear to the leader since they are the ones making the
request and probably it doesn’t even exist in the minds of people in your team. If the leader
fails to communicate this vision properly to his/her team then the result won’t meet the
leader’s expectation.
 5 must do’s while making requests:
1. Assess your request
Determine if the people you are going to make a request is capable of fulfilling the request is
based upon their skillset and ability. If they are assess how much direction they will need . If
they are newer employee they will need greater guidance versus a tenured team member who
may need less upfront preparation by you.
2. Describe your expectations
Describe the goals and outcomes you expect to be accomplished by fulfilling the request .If there is a specific process you want
them to follow, then walk them through it step by step. If no t, describe any parameters they must stay within when working
independently, provide deadlines, including final completion and if there are any checkpoints along the way…Be specific about
all aspects.
3. Explain the importance of their work.
As Gallup found employees need to understand how their work fits in with everyone else’s work. The more they understand the
why behind the request then the greater their understanding of the impact it will have beyond themselves and the more likely they
are to be invested in not just completing the request but going above and beyond your expectations.
4. Outline the steps to take
 How communication will take place.
 How documents will be shared.
 Whether check in points are needed.
 How decisions are made.

5. Provide clarification
Allow space during the initial meeting for questions to be asked and clarification to be made. Before ending the meeting have
them restate the agreed upon details including outcomes, process, deadlines and next steps. In some instances when the request is
more complex , a recap provided in writing is best. Bottom line when they leave should leave feel clear on your request and
confident that they can meet your expectations. Checklist for must haves so the next time you make a request you are thinking
ALIGNING GOALS

 As a leader the greatest responsibility , is to create synergy between your organization and
team.
 There are several benefits of alignment of goals:
 Better Employee engagement
 Better retention
 Less confusion
 Increased Decision making
 Higher customer satisfaction
 Greater company revenue
Goal alignment involves the unification of three pillars – organizational goals, team goals, and individual goals.
TO INCREASE EMPLOYEE’S
ALIGNMENT TO COMPANY’S GOALS
AND PRIORITIES
Clarify your organization’s goals and priorities- It is a mistake to assume that your

employees are well aware of the company’s goals.
 Bring your team together to describe where the company has been ,where it is going, what the
organization stands for and why?
 Avoid the jargon- Usage of complicated terms to impress rather than inform should not
happen.
 Coordinate around a bigger vision- Rather than just a promotion, employees should be
encouraged to see a bigger picture i.e. things like where do you see yourself in the next 3 years.
 Continue goals relentlessly-Just because you have had your initial meeting with your team
that doesn’t mean they will retain all the goals. Weekly assessments and discussions should be
held to reinforce the goals among the employees.
EFFECTIVE COMMUNICATION
 Communication is a process by which information is exchanged between individuals through a common system of
symbols, signs, or behavior.
(Merriam-Webster Dictionary)

 Effective communication involves the ability to transmit and receive information with a high probability that the
intended message is passed from sender to receiver.

 Communication effectiveness is the degree to which someone tells others something and ensures that they
understand what was said
(Bass & Stogdill,1990).
IMPORTANCE OF EFFECTIVE
COMMUNICATION
 Better response from all stakeholders
 Quick in problem solving
 Strong decision making
 More Productivity
 Consistence in the work flow
 Better control
 Advanced professional Image
 Strong Business Relation
 EXAMPLE OF EFFECTIVE
COMMUNICATION
 Google CEO motivational speech
 Some of effective ways applied in communication practice by Sundar
Pichai
 Use of Humor
 Clarity about the ideas
 Non verbal actions
 Body Language
 Use of Visual Aids
 Moderate Pace of Speech
 Use of whole stage (Continuous movement)
 INSPIRATIONAL
COMMUNICATION
 One of dictionary meaning of Inspiration is “communication to
the spirit”
 Even though everyone can communicate, most people can’t
communicate in an inspirational way.
 The source of inspirational communication comes from the heart,
not the head. It is based on the vision a leader has for his business,
and it is conveyed on a level that surpasses and transcends the
brain. It is more heart than head.
 More engaging than informing.
 Inspirational communication is all about creating that energy and
motivation to get people to do what you want them to do and
follow your lead.
 HOW TO BE INSPIRATIONAL
COMMUNICATOR
 Finding Your Inspirational Side - The biggest and most
important feature of something that is inspirational is in
the underlying message of the story. That message uses a
powerful belief that moves the audience. In a sense, the
belief behind your story is what makes your
communication speak to the spirit.
 Something People Can Believe In - Not every belief will
work though. It has to be something your audience can
directly relate to. It’s also important to make the
underlying belief of your story something believable.
 Articulate your vision The delivery of your inspiring
belief is just as important as the belief itself.
 Be Uplifting and Empowering Your message needs to be
positive and uplifting so it leaves the person feeling better
than before.
INDRA NOOYI INSPIRATIONAL
SPEECH
• PepsiCo's former chair and CEO Indra Nooyi retired in 2019 after 24 years with the company,
half of which she spent in the top job.
• As CEO, she thwarted a bid to break up PepsiCo, nearly doubled sales and introduced
healthier products and environmentally friendly practices.
• Her fortune stems from stock she was granted while working at PepsiCo.
• Nooyi joined the board of Amazon in 2019.
• Nooyi grew up in India and got an MBA from Yale before becoming one of corporate
America's few female CEOs in 2006.
 EXAMPLE OF INSPIRATIONAL
COMMUNICATION
 Three lessons Indra Nooyi shared in her speech

1. Please be a lifelong student and don't lose that curiosity

2. Whatever you do throw yourself into it throw your head
heart and hands into it I look at my job not as a job I look at
it as a calling as a passion Never be happy with what you
know: Indra Nooyi.
3. Help others rise, greatness comes not from a position but
from helping build the future all of us in positions of power
have an obligation to pull others up you know.
 CHAK DE INDIA
 Team Building communication for Chak De India!

You have seventy minutes. In the coming years, no matter what happens,whether you win or lose....no body can take
these seventy minutes away from you.
 Chak De India Movie Inspirational Communication by Sharukh Khan Playing role of hockey team Coach

I am not going to tell you how to play this game. Instead, you will tell me – by playing the game.
If every player in this team, plays the best hockey of her life...then even God himself cannot take these seventy
minutes away from you.
 SUPPORTIVE
COMMUNICATION
 Supportive Communication is a kind of interpersonal communication that helps
you communicate accurately and honestly, especially in difficult circumstances,
without jeopardizing interpersonal relationships.
 But when you have to correct someone else’s behavior,when you have to deliver
negative feedback, or when you have to point out shortcomings of another
person, communicating in a way that builds and strengthens the relationship is
more difficult.
 It is not hard to communicate supportively—to express confidence, trust &
openness—when things are good and when people are doing what you like.
EIGHT PRINCIPLES OF SUPPORTIVE
COMMUNICATION
1. Supportive Communication Is Based on Congruence, Not Incongruence
 The best relationships, are based on congruence. That is, what is communicated, verbally and nonverbally, matches
exactly what you are thinking and feeling.
 Two kinds of incongruence are possible:

o One is a mismatch between what you are experiencing and what you are aware of.
E.g. Deep seeded anger, sadness, or fear
o Second is a mismatch between what you think or feel and what you communicate. E.g. feeling guilty
about one’s thoughts or feelings, thinking them to be inappropriate or wrong.
2.SUPPORTIVE COMMUNICATION IS DESCRIPTIVE,
NOT EVALUATIVE

 Evaluative communication makes a judgment or places a label on other individuals

or on their behavior: “You are doing it wrong.” “You are incompetent.” “You
messed up.”
 Descriptive communication is designed to reduce the tendency to evaluate and to
perpetuate a defensive interaction. It involves three step:
o Step 1 : Describe objectively the event, behavior, or circumstance
o Step 2 : Focus on the behavior and your reaction, not on the other person’s
attributes.
o Step 3 : Focus on solutions and avoid discussing who’s right or wrong.
SUPPORTIVE COMMUNICATION IS PROBLEM-
ORIENTED, NOT PERSON-ORIENTED
 Person-oriented communication focuses on the characteristics of the
individual, not the event.
 Problem-oriented communication focuses on problems and solutions
rather than on personal traits.
 “This is the problem” rather than “You are the problem” illustrates the
difference between problem and person orientation.
 In building positive, supportive relationships, problem- oriented
communication should also be linked to accepted standards or
expectations rather than to personal opinions.
SUPPORTIVE COMMUNICATION VALIDATES RATHER
THAN INVALIDATES INDIVIDUALS
 Validating communication helps people feel recognized, understood, accepted, and
valued
 Communication that is invalidating arouses negative feelings about self-worth,
identity, and relationships to others. It denies the presence, uniqueness, or
importance of other individuals. You can invalidate people in four main ways.
➢ Superiority-oriented Communication
➢ Rigidity in Communication
➢ Indifferences in Communication (not acknowledge person’s existence or
importance)
➢ Imperviousness (not acknowledge the feelings or opinions of the other person.)
SUPPORTIVE COMMUNICATION VALIDATES RATHER
THAN INVALIDATES INDIVIDUALS (CONT.)
 Validating Communication has four attributes:

➢ Respectful, egalitarian communication (the opposite of superiority-oriented communication) is especially

important when a person with a higher status interacts with a person of a lower status.
➢ Flexibility in communication
➢ Two-way communication
➢ Fourth way to express validation based on agreement is to identify positive behaviors, positive attitudes, and
positive consequences.
5.SUPPORTIVE COMMUNICATION IS SPECIFIC
(USEFUL), NOT GLOBAL (NON-USEFUL)
 The more specific a statement is, the more effective it is in motivating improvement.
 For example, the statement “You have trouble managing your time” is too general to be useful, whereas “You
spent an hour scheduling meetings today when that could have been done by your assistant” provides specific
information that can serve as a basis for behavioral change.
 Global(non-useful) statements are usually extremes & absolute that lead to defensiveness or disconfirmation
 E.g. You never ask for my advice.
 You have no consideration for others’ feelings.
 You either do what I say or I’ll fire you,
6.Supportive Communication is Conjunctive, Not Disjunctive

 Conjunctive communication is connected to previous messages in some way. It flows smoothly.

 Disjunctive communication is disconnected from what was stated before.

7. Supportive Communication Is Owned, Not Disowned

 Taking responsibility for your statements and acknowledging that the source of the ideas is yourself and not

another person or group is called owned communication.

 Disowned communication is suggested when you use third person or first-person-plural words: “We think,”

“They said,” or “One might say.”

SUPPORTIVE COMMUNICATION REQUIRES SUPPORTIVE
LISTENING, NOT ONE-WAY MESSAGE DELIVERY

 The previous seven attributes of supportive

communication all focus on message delivery, where
you are the initiator of the communication. But another
aspect of supportive communication—listening and
responding effectively to someone else’s statements.
 • Maier, Solem, and Maier (1973, p. 311) stated:

“In any conversation, the person who talks the most is the
one who learns the least about the other person. The good
supervisor therefore must become a good listener.”
 EXAMPLE OF SUPPORTIVE COMMUNICATION

 In 1972, Prof. Satish Dhawan became chairman of the Indian Space

Research Organisation (ISRO) and secretary to the Government of India
at the Department of Space. APJ Abdul Kalam explained an incident in
1979 when he was the director of a Satellite Launch Vehicle,
 “In the first stage of launching the satellite, everything worked fine. In
the second stage, a problem developed. Instead of the satellite going into
orbit, the whole rocket system plunged into the Bay of Bengal.”
 “We thought we were ready for Launch. At four minutes before the
satellite launch, the computer began to go through the checklist of items
that needed to be checked.”
“One minute later, the computer program put the launch on hold; But I
bypassed the computer, switched to manual mode, and launched the
rocket.”
But the satellite instead of being placed in the orbit the whole thing
plunged into the Bay of Bengal…!!!
A LEADER SHOULD KNOW HOW TO MANAGE
FAILURE:

 APJ Abdul Kalam

“Prof. Satish Dhawan, had called a press conference. It

was my failure, but instead, he took responsibility for the
failure as chairman of the organisation.”
 In July 1980, we tried again to launch the satellite — and
this time we succeeded.
 Again, there was a press conference. Prof. Dhawan called
me aside and told me,” You conduct the press conference
today”
“I learned a very important lesson that day. When failure
occurred, the leader of the organisation owned that failure.
When success came, he gave it to his team.”
CASE STUDY : COMMUNICATION VIA
HIERARCHY
 Ram is GM (exports) of ABC Co. was sitting with his deputy Shyam who was responsible for exports to Europe
at 10 am with a serious issue at hand Their biggest deal in Europe, Alexander, had sent a mail that as the Euro has
crashed by 5% and he was already uncompetitive by 5%, he would not be able to place further orders unless ABC
Co. reduced prices by minimum 10%.
 Ram has visited Alexander 10 months back, and Alexander was happy with the quality of ABC Co. He
exclusively sold its products in five countries of Europe under a joint Indo-French co-brand. At that time ten
months ago, Europe had appreciated by 5%, and the raw material was also up.
 Ram requested, in fact pleaded with Alexander for a 3% price increase but, Alexander did not agree.
 Ram was discussing the options with Shyam and contemplating to refuse giving any further discount as the SKUs
which Alexander brought were already at a thin margin. Giving further discount would make them negative
margin.
 As there was some exigency, Ram stopped the discussion and told Shyam that they would continue it post lunch.
 Around 2 pm as Ram and Shyam were continuing the discussion about Alexander, the CEO Mahesh walked
into the room. Ram was surprised as the CEO hardly meet him once per week, that also mostly on scheduled
meetings.
 Both Ram and Shyam Got up. Ram thought some other matter had cropped up, but Mahesh mentioned he had
come to discuss about Alexander only as Shyam had called him to inform about the mail Alexander had sent.
 Shyam has forwarded Alexander mail to Mahesh. “So what is your plan of action Ram?”
 There was a pause, and Ram was thinking about what to say. Before he could give his opinion, the CEO
Mahesh blured out “I think we should agree to Alexander’s demand as Shyam was mentioning that Alexander
has started looking for other suppliers. We should not lose our top European distributor at any cost.”
 Ram was staring at Shyam. He already had one problem on hand, now he had two. Either he agree with Mahesh
and sell at a lose to Alexander, or he counters him by talking him through the entire facts of how Alexander was
a aggressive party who needed them as much or even more than they needed Alexander.
 Ram decided to postpone the discussion and told Mahesh, he would think over it and get back to him.

 After Mahesh left, Ram blasted Shyam, but Shyam was unapologetic. Shyam said, “One wrong decision, and we

would lose Alexander. He contributes 40% of my total territory. I do not want to be a non-achiever, so I went to
Mahesh.”

1. What should be the prospective negotiation strategy of ABC Co. without price reductions of 10%?( 4C’s-
Common Interest, conflicting interest, compromise, criteria)

2. What Communication strategies can Ram adopt for dealing with Alexander?

3. What criteria should be put forth by ABC Co. in case it looks for other distributors in the long run?

4. Was the decision of Shyam right to opt an out of hierarchy Communication?

COACHI
NG
 COACH
ING
 Coaching is a process that is designed to assist motivated
individuals in making changes to further their
professional development.
 Coaching in a business environment is a training method
in which a more experienced or skilled individual
provides an employee with advice and guidance intended
to help develop the individual's skills, performance and
career.
 Coaching is a commonly used method of employee devel
opment that has generated positive business outcomes.
 COACHING APPLICATIONS
 Coaching can be an effective tool in meeting numerous organizational needs:

❖ EXECUTIVE DEVELOPMENT
 COACHING is also useful for developing high-potential prospects for purposes of succession planning.

❖ MANAGEMENT DEVELOPMENT
 Supervisors and managers are on the front lines of organizational performance and need to develop skills to
motivate collective effort.

❖ DEVELOPMENT FOR HR PROFESSIONALS

 Coaching can be an important developmental approach for HR professionals.
❖ DIVERSITY, EQUITY AND INCLUSION COACHING
 Coaching can also be an effective tool to support an organization's diversity, equity and
inclusion initiatives, although organizations must take care that such efforts do not amount to
unlawful discrimination.

❖ CROSS-CULTURAL COACHING
 As the business world continues to evolve in a global marketplace, executive coaching takes
on a new dimension: cross-cultural perspectives.

❖ HEALTH COACHING
 In this age of consumer-directed health care, health coaching is taking on a more prominent
role in educating and empowering employees to make smart health care purchasing decisions
—and smarter decisions about their own health.
 THE GROW COACHING
MODEL
 The GROW model was created by Sir John Whitmore and colleagues in the late 1980s and has become one of the
most popular coaching models for setting goals, improving performance, and coaching
(Performance Consultants, 2020).

1. Establish the goal- Define a goal that is motivating, inspiring, and drives success.
Perhaps it is behavior that needs to change or an aspiration to be reached.
2. Examine the reality
Understand where the client is now and identify any barriers that are causing issues. Then recognize strengths,
qualities, and resources that may help.
3. Explore the options
 Consider the options for moving forward. Challenge the individual or group with imaginative
coaching questions.

4. Establish the will

 Now that we have a list of options, agree on the actions, timing, accountability, and reporting.
The client must commit to what they will do next.

GROW model is incredibly powerful, but only if the coach ensures:

1.that the goal is genuinely inspiring,
2.that the client considers the present before looking at the options, and
3.that they fully commit.
STEPPA MODEL
 STEPPPA (2003) is a coaching and mentoring model
developed by world- renowned coach and instructor, Dr.
Angus McLeod. It acts as a process by which the context
and emotion of a situation or issue can be used to define
and act towards new goals.
 STEPPPA is primarily utilized as a technique when there
are difficult emotions in play which need to be overcome.
Subject- The starting point of the coaching
session will be to identify and understand
the subject and context of the discussion.
Target Identification- At this stage in the
process, the coachee is encouraged to
establish an attainable target or outcome,
following the SMART (Specific,Measurable,
Accurate, Realistic and Timely) template for
goal-setting.
Emotion
No decision is entirely objective - emotions
are one of our most important motivators,
but yet are often neglected by mentors when
it comes to aiding their mentees to make
important decisions.
 Perception-

Perception refers to the understanding of the wider context of the mentee’s situation and goals – how it will impact the
grand scheme of things, how it will impact other people’s emotions and goals, and how it will open doors for the next
stage of progress.

 Plan-

Once a target and overall path are initially decided upon, it is necessary to develop and systematically organise the first
steps along said path.

 Pace-

The pace of the plan should be decided through setting timescales and deadlines for the completion of each individual
task within.

 Action/Amend-

The entire STEPPPA process should be reviewed, including each individual decision that has been made.
 HOW TO BECOME A BETTER
COACH
 Here are three ways to become a better coach to your team and to yourself:

1. Become a better listener

Employees who feel their voice is heard are 4.6 times more likely to feel empowered to do their
best work, according to this Salesforce survey featured in Forbes. Listening is the often-forgotten
skill that managers lack.
2. Reject a Premise, Get a Promise: We all have a premise,if you will, that reflects how we see the
world. That premise (also called a perspective, or point of view) is the reason we move forward,
or stay stuck. Coaches challenge the premise, with the words of Nelson Mandela: "It seems
impossible, until it's done“.
3. Safety and the Biggest Promise You Can Keep
Can you listen to your employees or clients without judgement, no matter what comes out of their
mouths? That's tricky! The impulse to correct, fix and change is a strong one in effective
managers.
 Some other coaching skills for managers

1. Asking questions

2. Active listening

3. Growth mindset

4. Career development

5. Self-improvement
CONFLIC
TS
 Conflict occurs when opposing parties have interests or goals that appear to be incompatible.
There are a variety of sources of conflict in team, committee, work group, and
organizational settings. For example, conflict can occur when group or team members;
1. have strong differences in values, beliefs, or goals;
2. have high levels of task or lateral interdependence;
3. are competing for scarce resources or rewards;
4. are under high levels of stress; or
5. face uncertain or incompatible demands—that is, role ambiguity and role conflict.
 Conflict can also occur when leaders act in a manner inconsistent with the vision and goals
they have articulated for the organization.
DIAGNOSING CONFLICT
 Conflict focus

People-focused: “In-your-face” confrontations – high emotions fueled by moral indignation. Are negative conflict
that involve accusation of harm, injustice, or feeling of resentment between conflicting parties.
Issue-focused: Rational resource allocation negotiations. Can be positive or negative, and involve different parties
representing the interest of their own groups, functions, or organizations.

Conflict source Conflict focus

Personal differences Perceptions and expectations

Informational deficiency Misinformation and misrepresentation

Role incompatibility Goals and responsibilities

Environmental stress Resource scarcity and uncertainty

CONFLICT MANAGEMENT APPRO
ACHES
 Leaders can use five strategies or approaches to resolve conflicts. Perhaps the best way to differentiate between
these five strategies is to think of conflict resolution in terms of two independent dimensions: cooperativeness
versus uncooperativeness and assertiveness versus unassertiveness. Click on the above link to get the explanation
for the conflict resolution strategies.

 The Thomas and Kilmann model (1974)

conceptualizes five conflict-handling styles based on
two basic concerns, including concern for self and
concern for others:
1. competition (high concern for self, low concern for
others),
2. collaboration (high concern for self and others),
3. compromise (moderate concern for self and others),
4. accommodation (low concern for self and high
concern for others), and
5. avoidance (low concern for self and others).
Example:
Suppose two regional sales reps share responsibility for sending weekly updates to their manager. Brad always submits
them on time, but Frank often turns them in late. Saying, “Frank, you’ve turned in the sales reports late again” would only
put Frank on the defensive. Instead, Brad opens the conversation this way: “Frank, you and I place a different value on
deadlines. I want to explain why meeting them is important to me, and then I’d like to hear your take on them.”
Brad learns that Frank, when faced with the choice of possibly making a sale or compiling the report, thinks he should
focus on the sale. With this insight, Brad proposes another way to share responsibilities: Brad will complete the report
when it’s Frank’s turn to do so, as long as Frank gives Brad two hours’ notice and a share in any commission Frank earns
as a result of being able to continue pursuing a lead.-What kind of conflict resolution techniques is this?

A VIDEO SHOWING HOW TO RESP

OND TO A QUESTION ON CONFLI
CT RESOLUTION
ETHICS IN THE AGE OF BIG
DATA
GENERAL DEFINITIONS
 Artificial Intelligence
 Software that can mimic aspects of human intelligence
 Increasingly incorporated into and transforming technology.
 Generally agreed the most used technique is machine learning.

 Big Data
 A huge data set of ever increasing volume, velocity and variety (value and veracity)
 It can be structured semi structured unstructured and these can all be combined.
 Comprises the favourite food of AI Techniques.

 Transformative Technology
 Changes a social paradigm
 Often affects the ‘baseline’ (e.g. of what humans need to thrive)
 E.g., printing press, electricity, Internet, cell phones….Big Data driven AI?
 ETHICS IN THE AGE OF BIG DATA
 Today we face numerous opportunities to design AI which definitely involves acceleration of human
inspiration and creativity and promotes equity in the world.
 And this doesn’t happen by default, it happens by a choice made by you and me.
 We cannot expect the AI systems to take care of the ethical aspect.
 Ethics has always been a human function and will remain so.
 Frontiers of technological innovation have to be pushed at the same time a more just and equitable world
has to be advocated for.
 Today’s decisions will be shaping the future of AI for decades. Always the ground rules set have a major
impact.
 Generative AI is undergoing transformation every single day. It is making things easy at the same time
making us more creative, innovative and connected.
 Across different sectors it is bringing in changes- banking, agriculture or for that matter in any
organizations.
BUILDING NEW GENERATIONS OF AI TOOLS IS
EXCITING BUT
 Need to make sure we have a future we want i.e.
 Equitable, Sustainable and thriving
 For that we should be able to create ethically grounded frameworks quickly as we
swiftly advance the frontiers of innovation
 We need to translate intuitions and hopes into clear principles of decision making.
SOME OF THE THINGS THAT ARE
EXPECTED.
 Accountability
 Explainability
 Fairness
 Human Control
 Non-discrimination
 Privacy
 Professional responsibility
 Promotion of human values
 Safety
 Security
 Transparency
3 PILLARS OF FRAMEWORK
 We could use a 3 part framework for evaluating and advising organizations
on the creation of ethically grounded framework which works well for both
technologists and non technologists.
Reasonable Data Practices
Well defined boundaries on safe and appropriate use
Robust transparency
REASONABLE DATA PRACTICES
 What is the source of training data?
 What has been done to reduce the bias in the data?
 How might the data we are using perpetuate historic bias?
 What opportunities are there to reduce the bias based decision making in
future?
BOUNDARIES ON SAFE AND
APPROPRIATE USE
Who is the target population?
What are the main goals and incentives?
What is the main responsible way to achieve these goals?
TEA TESTING
 Transparency-shared? Understood?
 Engagement-Stake holders, Ripple Effect ( i.e. next who…then what?)
 Accountability-Ethics is about relationships and our responsibilities to each other.
TECHNOLOGY IMPLANT
Second Sight
 A company that started in the early 2000’s
 Creates implantable
Argus retinal prosthesis, also known as a bionic eye
, is an electronic
retinal implant manufactured by the American com
pany Second Sight Medical Products. It is used as a
visual prosthesis to improve the vision of people wit
h severe cases of retinitis pigmentosa
.
 But later the project discontinued…Participants
were left with implanted obsolete technology.
 Argus II cost for one patient – the device itself was
priced between $115,000 to $150,000, with surgery
and months- or years-long one-on-one rehabilitation
A TEA TEST DONE
 Transparency-
 Users were not notified of discontinuation until they contacted the company
 Did users understand or even think that the tech they implanted would be discontinued and will
not be able to be removed easily.
 Eg. A person was not able to take an MRI since they did not know if it was safe to do so with
such implantations nor did they have anyone to contact.
 Eg. A lady while travelling in the metro suddenly hears a beep-beep and a message that her
device is powering off and her vision is lost again.
 Engagement-
 Community members, advocacy groups including those who support social model of disability.
 Accountability-
 Did the organization and the organization’s leadership address the discontinuation of the
product appropriately? How will they hold themselves responsible for moving forward with
Orion model- a brain device which is a different model but provides artificial vision itself.
KOKO AND GPT-3
WHAT IS KOKO?
 Mental health chat service
 Provides anonymous peer support( dating, work, friendship,school, family)
 Not for crisis situations
 Koko bot matches anonymous users within the peer support network.
 IN 2023…
 The public learned that some of the responses were written by the chat bot namely koko
chat bot.
 What happened?
What people got outraged about?
Koko is a peer-to-peer messaging service for mental health support. Users post messages
anonymously, and other users answer them anonymously. According to tweets from its CEO,
Rob Morris, it ran an experiment where help-givers had the option to generate draft messages
with OpenAI's ChatGPT. The human helper then had a few options – send the message
without editing, edit it and then send, or scrap it and write their own. By analyzing thousands
of chats with and without ChatGPT, the company said it found people rated ChatGPT-
assisted messages more highly than human-composed messages.
At first it appeared that recipients of help weren’t informed of ChatGPT’s involvement, and
several mainstream media outlets reported the story as such. “Mental health service used an
AI chatbot without telling people first” read the headline of a New Scientist article, which
has since been changed. Later, articles in Gizmodo and Vice clarified that all users were
informed, and AI-generated messages came with a notice saying ‘written in collaboration
with kokobot’. It was easy to get the wrong impression, though. Morris had said on Twitter,
“once people learned the messages were co-created by a machine, it didn’t work” - which
implied they hadn’t been initially informed.

People wanted to know, did Koko have this reviewed by an IRB (Institutional Review
Board)? The CEO responded, correctly, that IRB review wasn’t required. Further outrage
ensued. This kind of experimentation is wildly unethical and probably illegal, folks said.
 WHAT WAS THE REAL
ISSUE?
 Transparency is one of the core principles of AI ethics frameworks such as the EU Ethics Guidelines, the
IEEE Ethically Aligned Design guidelines, the OECD AI Principles, and many others. In fact, a systematic review
of AI ethics principles revealed that transparency was the single most common principle found in AI ethics
frameworks. Transparency includes many elements, but one of the most basic requirements is that users know
when they’re interacting with AI.
 In this, Koko appeared to have failed. In Morris’s initial descriptions, it sounded as if support-givers knew they
were using ChatGPT, but support-receivers didn’t. If this had been true, it would have been a clear violation of one
of the most universally-agreed-upon principles in AI ethics.
 We can learn something else about transparency from this incident: having a human in the loop doesn’t remove the
need for transparency. Even though Morris always made it clear that humans were reviewing every ChatGPT-
generated message and deciding whether to use it, people were outraged at the idea that recipients didn’t know the
messages came from an algorithm. If there’s one important takeaway here, it’s this: people really want to know
when they’re interacting with AI.
DEEP FAKE
TECHNOLOGY
WHAT IS DEEP FAKE
TECHNOLOGY?
 Deep fake technology is a type of artificial intelligence that can manipulate videos
and images to create highly realistic digital content that appears to be genuine.
 Deep fake technology has been used for various purposes, including political
propaganda, celebrity pornography, and identity theft.
 One of the most significant ethical concerns regarding deep fake technology is its
potential to deceive and manipulate individuals. Deep fake technology can create
highly realistic videos and images that are almost impossible to distinguish from
real ones. This raises concerns about the potential for deep fake technology to be
used for malicious purposes, such as creating fake news, spreading misinformation,
or manipulating public opinion.
 IDENTITY THEFT

 As with other types of identity theft, the fraudsters

pretend to be someone else to access or create accounts,
products or services. However, deepfake identity theft is
harder to catch because the fraudsters falsify identity
documents and/or fake a victim's voice on the phone to
bypass verification measures.
EXAMPLES
 Tom Cruise deep fake videos.
 Obama’s deep fake video.

This deep fake, a false image or video that seems

deceptively real, by the American actor and director
Jordan Peele, shows former US president Barack
Obama speaking about the dangers of false
information and fake news.
Jordan Peele transferred his own facial movements to
Obama’s facial characteristics using deep fake technol
ogy
.
The accused allegedly used AI to morph
Mandanna’s face onto the face of the
woman in the video.
Naveen was pursuing B.Tech and had
completed a digital certification course
in Digital Marketing from Google
Garage in 2019. He was running three
fan pages, one of which was of
Rashmika Mandana, which did not have
enough followers, due to which he
created a deepfake video of her and
posted it on the fan page on Instagram
on October 13, after which it’s followers
increased from 90k to more than a lakh.
 HOW COULD IT BE TACKLED?
 To tackle this issue, businesses should consider using tech to detect video forgery to counter the
risks associated with deepfakes. The advanced solution should involve real-time interactions,
biometric analysis to detect digital alterations, multi-layered authentication, and adaptability to
emerging threats, among other features. By leveraging the solutions, companies can detect and
prevent such fraudulent activities, thereby enhancing digital trust within the ecosystem and
safeguarding both business and individual reputations,"
CHAT-GPT AND OPEN AI BEING
SUED.
 New York Times sued Open AI and Microsoft for copyright infringement on 27 th December, 2023 over
unauthorized use of published work to train AI technologies.
 Expressed concern that readers will be more satisfied with the response from Chat bot and it will decline the visit to
Times website that could have translated to advertising and subscription revenue.
 Elon Musk is suing OpenAI, the makers of ChatGPT, arguing it has breached the principles he agreed to
when he helped found it in 2015.
 The lawsuit - which has also been filed against OpenAI boss Sam Altman - says the firm has departed from its
original non-profit, open source mission.
 It says instead of trying to "benefit humanity" - as it was set up to do - it is focusing on "maximising profits" for
major investor Microsoft.
 The firm was created with the intention of building what's known as artificial general intelligence (AGI) - AI that
can perform any task a human being is capable of.
 OpenAI admits it's 'impossible' to create ChatGPT-like tools without using copyright material, amid
court battles over intellectual property theft allegations
 Trouble continues to brew for OpenAI over copyright issues, and the use of the resources to train its AI-powered
chatbot without compensation.
 OpenAI has found itself in the corridors of justice after being slapped with multiple lawsuits over copyright infringement.
 The issue here is that the AI chatbots use the information to curate specific and detailed responses to queries,
with "subtle" attribution to the source. What's more, no compensation is provided to content creators for using
their work to train these models.
 “Because copyright today covers virtually every sort of human expression – including blogposts, photographs,
forum posts, scraps of software code, and government documents – it would be impossible to train today’s
leading AI models without using copyrighted materials.” Open AI

 OpenAI indicated that limiting its training data set to copyright-free material would create AI chatbots that
cannot meet the average user's minimum requirements. Per the company's submission and defense strategy,
it's apparent that "fair use" of copyrighted content is its entire lifeline.

 Fair use of copyright resources creates a gray area, ultimately presenting a scenario where chatbots can obtain
and use copyrighted information without necessarily seeking permission from the owner first. "Legally,
copyright law does not forbid training," OpenAI added.

 “There's no AI without copyrighted content” Open AI

 SCI-HUB
 Why one woman stole 50 million ac
ademic papers — and made them al
l free to read
-Alexandra Elbakyan

 The Dutch publisher Elsevier

Ltd ,Wiley India Pvt.Ltd , Wiley
Periodicals Pvt. Ltd together they
form the giant Wiley, and the
American Chemical Society has filled
a suit against the Sci-Hub and Libgen.
They demanded that Sci-Hub be
completely blocked in India through a
dynamic injunction.
DIGITAL BUSINESS MODELS
 Digital business models revolve around delivering added value to one or more customers through the strategic
use of digital technologies. The ultimate objective is to ensure that the customer benefits derived from these
digital solutions reach a level at which consumers are not only satisfied but also willing to pay for this value.
 The foundational principles that make digital business models so integral to contemporary business success:
 Digital Transformation: Digital business models are the result of a transformative shift in how businesses
operate. They harness the potential of digital technologies to fundamentally reshape traditional processes and
create innovative ways of delivering value.
 Customer-Centricity: Central to digital business models is a relentless focus on meeting customer needs and
preferences. Through data-driven insights and personalized experiences, they aim to not only satisfy but delight
consumers.
 Agility and Innovation: These models thrive on agility and rapid innovation. They empower businesses to adapt
swiftly to changing market dynamics, experiment with new offerings, and iterate based on real-time feedback.
 Global Reach: The internet has erased geographical boundaries, providing digital business models with access
to global markets. This expansive reach allows companies to connect with diverse customer bases and unlock
new revenue streams.
 Data as a Driver: Data lies at the heart of digital business models. They leverage data analytics and insights to
make informed decisions, identify emerging trends, optimize operations, and enhance customer experience.

 TYPES OF DIGITAL MODELS WITH REAL LIFE EXAMPLES

1. Free:
1. In this model, the approach is still relatively intuitive. The entire offer in the form of the product or service is provided
free of charge.
2. The “Free” model offers core products or services at no cost to users.
3. Revenue is generated purely through advertising on the respective URL. through alternative means, such as advertising,
freemium upgrades, or data monetization.
4. Example: Facebook is a social media platform that offers its core services (connecting people, and sharing content) for
free to users. It generates revenue primarily through digital advertising. Advertisers pay to display targeted ads to users
based on their interests and behaviors.
2.On-Demand:On-demand models provide immediate access to products or services when users need them.
Examples include ride-sharing services like Uber and food delivery apps like Swiggy.
Convenience and real-time fulfilment are key features.
Example: Uber is a ride-sharing service that allows users to request rides on-demand using a mobile app. Users
can request rides in real-time, and drivers respond to these requests, providing convenient transportation

3.E-commerce: E-commerce businesses sell products or services online, often through their websites or platforms
like Shopify or WooCommerce.
They can range from small online boutiques to large-scale retailers like Amazon.
E-commerce often involves various business models, including B2C (business-to-consumer) and B2B (business-
to-business).
Example: Amazon is one of the world’s largest e-commerce platforms, offering a wide range of products for sale
online. It operates both as a B2C (selling products directly to consumers) and a B2B (offering marketplace
services to third-party sellers) e-commerce platform
4.Marketplace (also peer-to-peer):
1. Online marketplaces act as intermediaries connecting buyers and sellers.
2. They often charge fees or commissions for transactions.
3. Marketplaces can focus on various niches, such as products, services, or accommodation.
4. Example: Airbnb is an online marketplace that connects travelers with hosts offering accommodations, which can be
apartments, houses, or even unique stays. It charges hosts and guests fees for bookings made through the platform, acting
as an intermediary.
5.Access-Over-Ownership:
5. This model emphasizes access to goods or services rather than ownership.
6. Businesses rent or lease products to users, offering cost-effective and sustainable alternatives.
7. Car-sharing services like Zipcar and equipment rental platforms follow this model.
8. Example: Zipcar is a car-sharing service that allows users to rent cars by the hour or day. Users access Zipcar’s fleet of
vehicles when needed, avoiding the need to own a car themselves.
6. Ecosystem models create an interconnected network of products, services, or platforms.
They encourage users to stay within the ecosystem for various needs.Example: Apple Ecosystem includes hardware
devices (iPhone, Mac), software (iOS, macOS), the App Store, iCloud, and other services. Users are encouraged to
stay within the Apple ecosystem, as products and services work seamlessly together (e.g., iCloud for data storage).
The Apple ecosystem is known for its seamless integration, such as AirDrop, which can create a sense of
vendor lock-in, where users are incentivized to use Apple products exclusively.
7.Experience:
1. Experience-based models focus on providing unique and immersive experiences.
2. Businesses charge for access to experiences, such as virtual reality (VR) experiences, live events, or themed
entertainment.
3. Example: Disneyland is a theme park known for providing unique and immersive experiences to visitors.
Visitors purchase tickets for entry and pay for additional experiences and attractions within the park.

8.Subscription: Subscription models offer recurring revenue streams and build customer loyalty.
• Businesses often offer tiered pricing with varying features or content access.
• They require a focus on retaining subscribers and continuously providing value.
• Example: Netflix is a subscription-based streaming service that offers a vast library of movies and TV shows. It offers
multiple subscription tiers with varying features and content access, including options for streaming quality.

9.Open Source:
1. Open-source models involve sharing software, code, or intellectual property freely with the community.
2. Revenue is often generated through support, customization, or premium versions.
3. Example: Linux Operating System is an open-source operating system widely used for servers and
embedded systems. Companies and individuals can use Linux for free, but revenue is generated through
support services, certifications, and customized solutions.
10. Hidden Revenue: Hidden revenue models offer a free or low-cost product but generate income through less
visible channels.
• For instance, some mobile apps collect user data and sell it to advertisers without explicit user knowledge.
• This model can raise ethical and privacy concerns.
• Example: Free Weather Apps, Some free weather apps collect user location data and weather preferences,
which are used for targeted advertising and data monetization. Users may not be aware that their data is being
used for these purposes, raising privacy concerns

11.Freemium:
1. Freemium model attracts users with free basic features while offering premium upgrades.
2. They can be effective for software, mobile apps, and online services.
3. Conversion rates from free to paid users are crucial for success.
4. Example: Dropbox is a cloud storage service that offers free storage with limitations and premium plans with enhanced
features. Users can store and share files for free, but premium users get additional storage and advanced sharing options.
Step Number Step Name
1 Define Your Objectives
2 Understand Your Target
Audience
3 Assess Your Current State
4 Competitor Analysis
5 Digital Channels and Platforms
6 Content Strategy
Description
Clearly define your business objectives for the digital strategy, such as
revenue growth, customer base expansion, or market share increase. Specify
measurable key performance indicators (KPIs) to track progress effectively.
Gain insights into your target audience’s needs, preferences, and behaviors
through data and analytics. Develop buyer personas to create personalized
digital experiences.
Evaluate your existing digital capabilities and technologies to determine
their effectiveness in achieving your objectives. Identify strengths,
weaknesses, opportunities, and threats (SWOT analysis).
Conduct in-depth research on your competitors’ digital strategies to identify
opportunities for differentiation. Analyze their strengths and weaknesses in
the digital landscape.
Select the most relevant digital channels and platforms (e.g., website, social
media, mobile apps) for your audience based on your objectives and
audience preferences. Explore different types of business models to fit your
strategy.
Develop a comprehensive content strategy that aligns with your objectives,
encompassing various digital media forms such as blogs, videos,
infographics, and webinars. Explore business model examples relevant to
your content.
7 Technology Stack
8 Data and Analytics
9 User Experience (UX) Design
10 Security and Compliance
11 Mobile Optimization
12 Content Marketing and SEO
13 Social Media Strategy
14 Testing and Optimization
Choose the appropriate technology stack, including content management systems,
customer relationship management (CRM) software, and analytics tools. Consider
investments in software, tools, or infrastructure that align with your business
modeling.
Implement robust data collection and analytics tools to track KPIs and make data-
driven decisions. Develop a data governance framework to ensure data accuracy,
privacy, and compliance in your business modeling.
Prioritize UX design to ensure a seamless and user-friendly digital experience for
your audience. Conduct usability testing and optimize user journeys as part of your
digital strategies.
Address security and compliance requirements, particularly when handling sensitive
customer data. Implement encryption, secure authentication, and compliance controls
as part of your business modeling.
Optimize digital assets for mobile devices, recognizing the importance of mobile
responsiveness. Ensure that your website and apps provide an exceptional mobile user
experience in alignment with your types of business models.
Create a content marketing strategy with SEO techniques to enhance your online
visibility. Identify relevant keywords and optimize content for search engines in your
business modeling.
Develop a social media strategy tailored to each platform’s unique requirements and
audience expectations. Plan content calendars, engage with followers, and measure
social media ROI in your digital strategies.
Continuously test and optimize digital initiatives using A/B testing and user feedback
for improvements. Conduct regular website and app performance audits to enhance
your business models.
15 Budgeting and Resource Allocate budget and resources to support the execution of your digital strategy,
Allocation both short-term and long-term. Prioritize investments in areas that align with
your objectives and types of business models.

16 Training and Skill Development Ensure your team possesses the necessary skills and training for implementing
and managing digital initiatives. Provide training on new tools and technologies
as needed in your digital strategies.

17 Measurement and Reporting Set up a robust reporting system to track KPIs and regularly review progress,
adjusting the strategy as needed. Create data-driven dashboards and reports for
stakeholders to support your business modeling.

18 Scalability and Future Planning Plan for scalability as your business grows and stay informed about emerging
technologies and trends for future planning. Consider the potential impact of
future disruptions on your digital strategies and types of business models.

19 Execution and Monitoring Execute your digital strategy while closely monitoring its performance, and
adapting to evolving market conditions. Regularly review analytics, and address
issues promptly to support your business models.

20 Feedback and Iteration Gather feedback from customers and stakeholders to iteratively improve your
digital strategy over time. Use feedback to make data-backed adjustments and
optimize user experiences in your business modeling.