B8093 – Management Presentations 2012

Competing Values

Competing Values in communication1

The four basic objectives of management and leadership communication

Extensive empirical research by Quinn, Hildebrandt, Rogers and Thompson (1991), has
shown that management and leadership communication usually has one or more of four
basic communication objectives, which influence the choice of words, visuals and
information selection in a message2. No message, however, can do justice to all four
objectives at the same time, hence the name Competing Values. A manager will have to
make choices and emphasise certain objectives over others, depending on what he/she
wants to achieve with his/her communication.

These are the four basic objectives of management and leadership communication:

Relational to establish credibility, build rapport and generate trust

Informational to explain, describe
Promotional to sell an idea, concept, a product or a service
Transformational to inspire and challenge

These objectives and their characteristics illustrate some of the potential conflicts, or
competing values, leaders may encounter when forming messages. For example, a
manager may want to inspire the workforce, to lift declining morale and show them the
way forward. Such an i1spirational, visionary message also needs some explanations and
descriptions, characteristics from the informational objective, but cannot contain a
significant amount of explanatory and descriptive information, because this would lead to
information overload and render the message ineffective. In this way, the Competing
Values portray contrasting characteristics as mutually existing in messages and “….the
extent to which one employs each depends upon his/her specific communication goals.”
(Rogers and Hildebrandt,1993:127).

Continued overleaf

1
Adapted from: Rogers, P. S. & Hildebrandt, H. (1993). Competing values instruments for analyzing written
and spoken management messages. Human Resource Management, 32(1), 121-142.

2
Quinn, R.E., Hildebrandt, H.W., Rogers, P.S, & Thompson, M. (1991). A competing values framework for
analyzing presentational communication in management contexts. The Journal of Business Communication,
28(3), 213-232.
Page 1 of 9
B8093 – Management Presentations 2012
Competing Values

Here is a graphic representation of the Competing Values

The
Characteristic
degre
s of message
e of
objectives
inten
sity
of a
chara
cteris
tic

These are some of the characteristics associated with each objective

Perceptive: Aware of needs, concerns, emotions; culturally sensitive

Powerful: Forceful, showing conviction, commitment and passion
Visionary: Inspiring, mind-stretching, presenting radically different ideas
Innovative: Creative, original, offering new perspectives
Engaging: Capturing imagination, causing a shift in thinking
Action-oriented: Decisive, assertive, encouraging specific action
Logical: Clearly structured; claims supported by compelling evidence
Focused: Concise and to the point
Accurate: Factually correct
Unambiguous: Clear and precise
Credible: Believable, trustworthy
Open: Personable, sincere, sharing. Not misleading or deceptive

Message objectives may share certain characteristics, but contrast in others. For
instance, messages which have an informational or promotional objective are both likely

Page 2 of 9
B8093 – Management Presentations 2012
Competing Values

to be logical. On the other hand, message objectives which are at opposite ends of the
graphic above may contrast sharply: informational messages, such as an instruction
manual, are focused and logical, but do not have visionary characteristics, whereas
messages with a transformational objective, such as Dr Martin Luther King’s famous I
have a Dream speech, are powerful and visionary, but are unlikely to deliver significant
amounts of detailed information focused on one narrow issue.

Short descriptions of the four message objectives

RELATIONAL: to establish credibility, build rapport and generate trust

These messages are highly receiver-centred. Content, structure, and delivery style are
selected based on the communicator’s perceived understanding of the receivers’ needs
and desires. Relational messages may include conversational rather than formal
syntactical constructions, familiar words, inclusive pronouns, personal examples, and
honest self-revelation. References to the receivers may outnumber references to self.
Examples: a thank you email, welcome speech, a speech honouring winners at an
awards ceremony, a letter of sympathy.

INFORMATIONAL: to explain, to describe, to provide facts

These messages focus on selecting and organising necessary details so that, above all
else, the message is clear and logical. The content is neutral, precise, controlled, and
organised in a step-by-step pattern. Recognisable structural patterns (e.g. topical,
chronological, process), tables, lists, precise words, explanatory visuals are used to
ensure that the message is crystal clear. Advance organisers, such as previews,
headings and summaries, are employed to make the message explicit and to make it
easier for the audience to understand the main ideas. Examples: product descriptions,
explaining a process, as in instruction manuals.

PROMOTIONAL: to promote an idea, a concept, a product or a service

Promotional messages are argument-centred. They present claims (recommendations,
proposals) that are supported by evidence (verifiable facts, statistics, expert testimony,
precedents...) and sometimes creative emotional appeals. Content is organised around
strong, assertive recommendation statements. Benefits are highlighted. Reader/listener
objections are addressed. Interesting examples, illustrations, and comparisons are used
to gain and retain the audience's attention. Visuals (charts, graphs, pictures, diagrams)
may be used to highlight key benefits and present evidence. Urgency is promoted via
action verbs (acquire, focus, restructure…) and modal auxiliaries (must, should…).
Examples: making a proposal to management, getting subordinates to accept new
working methods, giving a consulting project presentation that delivers the
recommendations the project team developed.

TRANSFORMATIONAL: to challenge and inspire

These inspirational messages are intrinsically unusual and may look to the future from
an unexpected perspective. The entire message attempts to challenge the receiver to
accept a mind-stretching vision, a radically new way of thinking. Organisation and
delivery may be unconventional. Content is often built around a central theme which is
underpinned by vivid examples, unique comparisons, dramatic statistics, engaging
stories, and inspirational quotations. Vivid words, colourful semantic constructions and

Page 3 of 9
B8093 – Management Presentations 2012
Competing Values

symbolic comparisons are typical. Oral delivery is enthusiastic. Emphatic gestures are
used to show commitment and passion. Written messages may be unorthodox using
non-traditional formatting, punctuation, and spelling. Examples: keynote speeches,
corporate mission statements, written strategic plans, value statements.

Typical features of these 4 message objectives3

The following checklists, corresponding to the Competing Values Communication

Framework, highlight key features of the relational, transformational, informational, and
promotional quadrants that we should bear in mind when creating these kinds of
messages.

Relational Messages:
To establish credibility, build rapport and generate trust

1. Take a highly receiver-centred approach: build a close relationship

 Plan your communication with your receiver in mind. Consider carefully

their needs, desires and expectations.

 Build synergy: refer to things that you have in common with your audience.

 Show openness by sharing personal experiences about the topic, particularly if

the message is personal, such as a congratulatory, retirement or anniversary
communication.

 Select and incorporate a few key words or phrases that are unique to, or typically
used by your receiver.

2. Let your warmth and sincerity show, verbally and nonverbally

 Show your feelings. Let your warmth and sincerity show in your facial expression
and gestures.

 Aim for a conversational spoken style. Avoid an overly rehearsed, rigid delivery
style, taken from the written, rather than the spoken language register.

 Include lots of references to your receiver(s). Use inclusive pronouns: 'we', 'us'
and 'our'. Avoid abstract references such as 'they', 'those' or 'them'. Avoid
excessive use of first person ('I') when speaking or writing.

 Use the 'active' rather than the 'passive' voice to create a warm, friendly tone.
e.g. I'd appreciate, rather than It would be appreciated

 Consider using the names of those receiving the message when appropriate.

3
Adaptation of material prepared by P.S. Rogers for use at the Ross Business School / University of Michigan

Page 4 of 9
B8093 – Management Presentations 2012
Competing Values

3. Build credibility

 Think of ways to achieve personal credibility as a communicator with this specific

audience. Refer to your experience of the topic, associate your message with
experts, refer to shared values or problems etc…

 Establish credibility before the communication through personal contact. For

instance, before a presentation introduce yourself to individual audience
members.

 Use quotations, examples, and names of people known and trusted by your
audience.

*******************************

Informational Messages:
To explain, to describe, to provide facts

1. Focus on your audience

 Start at the level of knowledge of your audience.

 Do not use terminology / abbreviations unfamiliar to the audience.

 For presentations: focus on a limited number of main topics: do not expect

your audience to be able to deal with more than a few (3-4) key points.

2. Be logical and organised

 Use a structure / organisation of your message which is easily recognisable.

 Give a clear preview, abstract or executive summary outlining your direction and
content. This will help your audience to understand and remember your major
points.

 Employ clear transitions: Firstly .. Let's now move on to …

 Use reader-friendly document design when writing: headings, white space,

enumeration.

 Employ direct organisation; give your purpose, the main idea, before the details
or explanation. Clearly explain your intentions.

 Frontload key ideas, don't hide them in lengthy paragraphs

3. Be clear, unambiguous and precise

 Give your major points short expressive headings.

Page 5 of 9
B8093 – Management Presentations 2012
Competing Values

 List and number points.

 Avoid qualifiers ('might', 'may', 'roughly', 'round about'). Be precise when giving
information.

 For presentations:
o Clearly signpost an oral presentation. ‘Firstly, … now I'd like to move on
to my second point …’
o Vary the pitch, pace and volume as a means of accentuating key ideas and
avoiding a monotonous delivery

4. Select appropriate material

 Be analytical. Employ facts to support your statements/opinions.

 Select accurate, verifiable facts and figures.

 Cite names of sources of information.

 For presentations: Create large, simple visuals to clarify or explain complex

ideas. Trends, statistics and comparisons are often easier to understand in visual
form.

******************************

Promotional Messages:
To promote an idea, a concept, a product or a service, to persuade, to
direct thinking and action

1. Target your audience

 What do you want your audience to do or think as a result of the message?

 Carefully analyse your receiver(s) focusing on their needs and concerns. Put
yourself in their shoes.

 Anticipate their attitude and possible reactions to your message. Consider

carefully how to deal with a negative receiver bias.

 Use interesting examples, stories and illustrations to relate your arguments to the
interests, needs and desires of the audience.

 Appeal to common ground. Get them to see that there is a problem that needs
solving, a need that should be satisfied or a challenge that should be met.

2. Prepare a convincing argument

 Consider stating your overall objective / recommendation in an opening

statement, or subject line.

Page 6 of 9
B8093 – Management Presentations 2012
Competing Values

 Present claims (conclusions, recommendations) clearly and support them with

evidence: facts, statistics, comparisons, opinions etc

 Stress the benefits - highlight positive outcomes. Show the positive effects if your
recommendation is adopted.

 Employ a direct organisational pattern (Key message/s up front) unless you face
an audience with a strongly negative bias or who are used to indirect
communication styles. In such cases, use an indirect organisational pattern (key
message/s delayed until explanations, reasons for the message have been
presented)

 State your main ideas as points of view rather than points of information. For
example, 'the history of ABC' is a point of information; 'ABC has unparalleled
experience and expertise' is a point of view.

 Attempt to be innovative and original. Try to present the topic in a different light.
Get the audience to view the issue from a different perspective.

 Present both sides of an argument if you believe your audience may object or
dismiss it. This gives the impression that you've weighed up the pros and cons
and are being fair-minded.

 Use comparisons and analogies to dramatise statistics.

 Conclude with a call to action: ensure your audience know exactly what action
you are requesting.

 Use active rather than passive constructions when you are suggesting a course of
action

3. Establish credibility

 Enhance your credibility through such things as goodwill (relationship), expertise,

track record, and shared values (see 2.3)

4. Employ memorable visual images

 Use attractive charts, graphs and diagrams to visualise and support your
argument.

 Use propositional or action headings which highlight viewpoints, goals or actions

to be taken. For example, XYZ clearly reduces absenteeism. Do not hide the main
recommendations or conclusions.

 For presentations:
Use (non)verbal elements to highlight your argument and show enthusiasm:

Page 7 of 9
B8093 – Management Presentations 2012
Competing Values

o Avoid hiding behind the lectern or podium when presenting.

o Move deliberately to communicate confidence.
o Use open gestures and facial expression to support the message.
o Communicate a sincere belief in your ideas by speaking with plenty of
expression and using vivid language.

************************************
.
Transformational Messages:
To challenge and inspire

1. Use unusual and innovative ways to communicate

 Aim to build content around a central theme, a key idea which is repeated and
supported throughout the message.

 Consider exploiting novel or unexpected elements.

 Risk using dynamic stories and anecdotes to grab and retain attention.

 Use inspirational and challenging quotations from famous leaders ('I had a
dream') to arouse interest.

 Move towards a climax or high point where the receivers discover something new
and meaningful.

 Link new innovative ideas, insights and unique approaches to ideas already
known and accepted by your audience.

 Appeal to audience emotions: help the audience feel your content.

 Consider exploiting non-traditional message formats. For instance, you might

include narrative in a report or an actual dialogue between characters.

 For presentations:
o If you use slides at all, employ highly visual slides to enhance the narrative
and to make ideas more memorable and meaningful.
o Employ a dramatic and energetic style of delivery
o Use body movement and gestures that convey power, commitment,
enthusiasm and passion.
o Use comparisons, contrasts, and repetition to highlight key ideas.
o Consider using thought-provoking quotations to introduce the main
theme(s).
o Use dynamic language to make ideas more vivid. Employ colourful words
that create images. “We are staring down the abyss” rather than “We have
problems”.
o Use intensifiers to show your passion towards the ideas you're conveying.
For instance, “This idea is extremely exciting” rather than “this is an
exciting idea”

Page 8 of 9
B8093 – Management Presentations 2012
Competing Values

o Use dramatic pitch changes, strong stresses, repetitions and rhetorical

pauses to highlight key words and phrases.

Page 9 of 9