BUS 344 -Professional Power and Influence -Q&A

BUS 344 -Professional Power and Influence -Q&A

Question 1

In crafting their campaign, NJISJ did several things to persuade their business leaders and organization to see the advantage to "Ban the Box laws." To demonstrate both urban and suburban support for the idea (Ban the Box laws), the Institute worked with major and minor cities including Newark, Princeton, and New Jersey to enact their Ban the Box laws.

Question 2

NSISJ workforce development program. Through this initiative, caseworkers helped them improve their literacy and numeracy and develop effective subskills (Harvard Kennedy School, 2020, p. 6). It also helped clients acquire interview clothes, access social services, and, most importantly, empower them.   Brooks also worked with legislators to develop to draft a prisoner reentry legislation package.

Question 3

In New Jersey, the situation with mass incarceration was duly reflected in high rates of recidivism affecting the country in the 1980s. The state prisons were between from 7,000 to 31000 between 1980 and 1999.

Question 4

Koeppe was a believer in second chances, which made him join the NSIJ board. His driver and a personal friend had a criminal record. He also had key allies that proved extremely useful in the transition team relationship building. From the text, Brooks got to know various inside players in the corrections field. They got to know Brooks and the Institute's research work.

Question 5

During the second campaign of the ban the box initiative, NSISJ employed two major fronts. The inside game meant engaging business leaders, negotiating key work terms, and persuading civic leaders afterward. By contrast, the outside game entailed an aggressive mobilizing effort featuring media campaigns, street protests, and an effort to generate political pressure. Upon assessing the strength of the team. Greenberg, who was the NJISJ second chance campaign, had a strong policy background (Harvard Kennedy School, 2020, 11). In strategizing their second campaign efforts, the boards leveraged networks and workforce development team credibility. Greenberg decided to employ both approaches. Specifically, this approach involved tuning messaging: Instead of going by the initial "Ban the box" slogan, the legislators employed a different message, "Opportunity to compete." With the new slogan, companies were less resistant since they still had control over the major functions of their business and had a fairer capitalistic approach to hiring.

Question 6

Compromise is critical in maintaining relationships. In many settings, compromise features either as negotiation or a discussion. First, to create strong, lasting relationships, one must be ready to lose before winning. An overcharged attitude towards winning introduces negotiations complexities and makes it hard to listen to team members. Other key strategies may include embracing an open mind and showing appreciation. These strategies are critical for crafting a mutually agreeable contract and resolving conflicts within and outside organization interactions in business settings.

Works Cited

Harvard Kennedy School. (2020). STRATEGIC MOVES & TOUGH CHOICES: THE CAMPAIGN BEHIND NEW JERSEY’S ‘BAN THE BOX’ LAW. https://case.hks.harvard.edu/strategic-moves-tough-choices-the-campaign-behind-new-jerseys-ban-the-box-law/