There is nothing more difficult to carry out, nor more doubtful of success, nor more dangerous to handle, than to initiate a new order of things.

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1 PAF 101 Module 5, Lecture 6 There is nothing more difficult to carry out, nor more doubtful of success, nor more dangerous to handle, than to initiate a new order of things. -Niccolo Machiavelli

2 Class Agenda Announcements Some Advice on Prince Charts Strategies Change in South Africa Assignments

4 Community Service Final community service form due 4/23 at the beginning of class at 12:45 Short responses should be typed on a separate sheet of paper (unless you are in PAF 110) and stapled If late, points will be deducted as they are on modules.

5 The Big Event Info Don t need a signature We will have a list of those who showed up Bring in their cover sheet (without signature) Bring in answers to questions IF YOU ARE NOT GOING TO THE BIG EVENT, YOU STILL NEED A SIGNATURE

6 Dale Carnegie Fireside Chat

7 Dale Carnegie Principles Don't criticize, condemn or complain. Give honest and sincere appreciation. Arouse in the other person an eager want. Become genuinely interested in other people. point of view. Sympathize with the other person. Appeal to noble motives. Dramatize your ideas. Remember that a man's name is to him the sweetest and most important sound in any language. Be a good listener. Encourage others to talk about themselves. Talk in the terms of the other man s interest. Start with questions the other person will answer yes to. Let the other person do the talking. Let the other person feel the idea is his/hers. Try honestly to see things from the other person's Throw down a challenge. Begin with praise and honest appreciation. Call attention to other people's mistakes indirectly. Talk about your own mistakes first. Make the other person feel important and do it Ask questions instead of giving direct orders. sincerely. Let the other person save face. Avoid arguments. Praise every improvement. Never tell someone they are wrong Give them a fine reputation to live up to If you're wrong, admit it quickly and emphatically. Encourage them by making their faults seem easy Begin in a friendly way. to correct. Make the other person happy about doing what you suggest.

9 Competition Points Winners Losers As of 4/18/18 GROUP POINTS A 23 F 20 C 18 I 15 E 14 G 12 B 11 D 11 H 11

10 Quick Review of Prince Charts Be clear on proposed policy and government unit implementing it Assume the policy forecasted will happen by end of 2019 Learn as much as you can about the policy and the issue position, power and priority of the players

11 Strategy Exercises in Chapter 10 Come up one of the players in the Prince Chart who will take action to increase the likelihood that your policy will be implemented Come up with the action and discuss how it will change the Prince Chart

12 Prince Chart SU tuition increases should be held to the rate of inflation Player Issue Position Power Priority Prince Board of Trustees Chancellor Student Association Office of Financial Aid Alumni Association Probability of Implementation: 44 / 224 = 20%

Choosing A Player Select Player to execute a strategy Firm Issue Position High Priority High Power Player Issue Position Power Priority Prince

13 Choosing A Player Select Player to execute a strategy Firm Issue Position High Priority High Power Player Issue Position Power Priority Prince Board of Trustees Chancellor Student Association Office of Financial Aid Alumni Association

14 Exercise 10.1 Player Analysis Player Implementing the Strategy Strength Weakness Opportunity Threat

15 S.W.O.T. Analysis for Your Player Strength Capabilities? Competitive advantages? Resources, Assets, People? Experience, knowledge, data? Financial reserves, likely returns? Marketing - reach, awareness? Innovative aspects? Location and geographical? Processes, systems, IT, communications? Cultural, attitudinal, behavioral Weakness Gaps in capabilities? Lack of competitive strength? Reputation, presence and reach? Financials? Own known vulnerabilities? Timescales, deadlines and pressures? Effects on core activities, distraction? Reliability of data, plan predictability? Morale, commitment, leadership? Accreditations, etc.? 15 Opportunity Market developments? Technology development and innovation? Regional influences? New markets, vertical, horizontal? Niche target markets? Geographical, export, import? Information and research? Partnerships, agencies, distribution? Volumes, production, economies? Threat Political effects? Legislative effects? Environmental effects? IT developments? Market demand? New technologies, services, ideas? Vital contracts and partners? Sustaining internal capabilities? Obstacles faced? Sustainable financial backing? Economy - home, abroad?

16 Thinking About Strategies A strategy for Exercises is a specific action your chosen player will take to move the probability close to his or her issue position. Making arguments using research and emotion are a given and therefore cannot be your strategy

17 Thinking About Strategies Player Issue Position Power Priority Prince Board of Trustees Chancellor Student Association Office of Financial Aid Alumni Association What actions can SA take to change: Issue Position Power Priorities

18 Change Issue Position of Players With: Lowest issue position (best to start with) Highest priority Highest power Player Issue Position Power Priority Prince Board of Trustees Chancellor Student Association Office of Financial Aid Alumni Association

19 Threats must: Target a specific player Be credible Not push other players to oppose you Not raise priority of the players that oppose your position Player Issue Position Power Priority Prince Board of Trustees Chancellor Student Association Office of Financial Aid Alumni Association

20 Credible Not illegal Specific Promises must be: A.K.A horse trading, back scratching, quid pro quo, trade-offs Player Issue Position Power Priority Prince Board of Trustees Chancellor Student Association Dean of Financial Aid Alumni Association

21 A compromise is taking less than you wanted. Specific Appealing to the player Credible Not throwing the baby out with the bath water

22 Numbers Money Actions to take to change your player s power: Long terms and very difficult Allies

23 How the greatest change agent of the 20 th century used the Prince System

24 Facts About South Africa Population About 13% White, 75% Black, 9% Mixed, and 3% Indian in 1980 s 16th Century Dutch Colonize and Become Afrikaners British Takeover After Beating Up Afrikaners National Party Establishes Apartheid As Law 1950 s-1990 s - Organized and Violent Opposition Multi-Racial Regime Headed By Mandela Takes Power

25 Facts about Mandela Joins African National Congress (ANC) in 1942 Jailed in 1963 Released in 1990* Becomes President in 1994 *Prince System born in early 1970 s

26 Figure 1: 1986 Prince Chart One person, one vote in South Africa Player Issue Position Power Priority Prince ANC Communist Party Pan African Congress Liberal Party National Party Conservative Parties West and Int l Business Military Inkatha Probability of Implementation: 98/373= 26%

Figure 2: 1990 Prince Chart One person, one vote in South Africa Player Issue Position Power Priority Prince ANC +5 3 5 +75 Communist Party +5 1 5 +25 Pan African Congress +2 1 2 +4 Liberal

27 Figure 2: 1990 Prince Chart One person, one vote in South Africa Player Issue Position Power Priority Prince ANC Communist Party Pan African Congress Liberal Party National Party Conservative Parties West and Int l Business Military Inkatha Probability of Implementation: 238/313= 76%

28 Facts About South Africa Timing is everything, as in the case of all change Decline of South African Economy Building of International Pressure Fall of Soviet Union Growing fear of civil war by all sides

29 Facts About South Africa Major challenges were overcome by threats, promises, horse trading, and compromise 1. Cohesion of friends ANC, PAC, Lib. Party, Communist Party, Inkatha, International Business and Most Countries 2. Building Trust with enemies National Party, Military, Conservative Parties

30 Lessons About Change Change is very slow and very hard Macro social, economic, and political trends have to be properly aligned Fear is the most powerful source of change, greed is the second most powerful Capacity for compromise comes from culture, circumstance, and leadership

31 Political Strategy Consultant Frank J. Lazarski President United Way of Central New York 518 James Street P.O. Box 2129 Syracuse, New York

32 For Next Class Review what you wrote for Complete the exercises in Chapter 10 Start thinking about 11.1 Bring a question for Frank Lazarski Community service forms due on 4/23 by 12:45! You cannot hand the form in after 4/27

RE: PROPOSED CHANGES TO THE SKILLED MIGRANT CATEGORY

RE: PROPOSED CHANGES TO THE SKILLED MIGRANT CATEGORY JacksonStone House 3-11 Hunter Street PO Box 1925 Wellington 6140 New Zealand Tel: 04 496-6555 Fax: 04 496-6550 www.businessnz.org.nz Shane Kinley Policy Director, Labour & Immigration Policy Branch Ministry