BUS 344 -Professional Power and Influence -Q&A
Question
In
responding to all questions/prompts focus on issues and actions described in
this case itself. Draw from assigned readings where you can to support your
observations and conjectures.
Discussion Questions (10pts)
1.
What were the most
prominent bases of power the NJISJ was able to utilize? Provide some
discussion of how NJISJ developed and sustained those bases of power. (1pt) |
|
2.
What were some key
“power moves” executed by Cornell William Brooks during his tenure at the
NJISJ? Cover 2 or 3, and provide some rationale regarding why they would be
considered an effective way to enhance the institute's influence. (2pt) |
|
3.
Describe an example
of how environmental changes beyond NJISJ’s control delivered an unexpected
setback. How did the institute respond? (1pt) |
|
4.
Based on the case
reading and your studies in this course, what do you think were the key
factors in the NJISJ’s successful influence of Al Koeppe? (1pt) |
|
5.
What do you feel
were the most critical components of NJISJ’s efforts to influence business
leaders to support change? (2pt) |
|
6.
Compromise is
ultimately a major outcome of this story, and this can be a very difficult
result where ethics, morality and social justice are concerned. What is your
best take on deciding when, if ever, compromise should be deemed acceptable
and when it should not be. The standard to meet here is an authentic and
well-reasoned response. (3pts) |
|


Solution
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/




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