Reference no: EM132117661

Response 1

I would like to discuss about the first part which is People. Even though all the parts which Kirk described are important still I believe in order to fulfill the project the first responsibility I to know the expectation of the stakeholders and audiences.

Audiences are the receivers of messages. Typically, companies or organizations are "pushing" information out to audiences - disseminating material without the goal of listening in return. A common example is when companies issue news releases.

They have information about an event, an acquisition or a policy decision that is important for their audiences to know, but they most likely are not looking for those audiences to weigh in at the time of release - just like Jerry Seinfeld. He is telling us his jokes and humorous observations.

Stakeholders, on the other hand, are groups or individuals who are directly impacted by the decisions and actions of an organization or company. And that table can turn - stakeholders can impact an organization with their decisions and actions. They actively participate in an organization's reputation management. That's why it is important for organizations to take the time and resources to listen to their stakeholders and understand their expectations.

Then, that organization can share back with its stakeholders how its meeting those expectations through its business operations, social impact and financial stability.

A dialogue has started. And by engaging with its stakeholders, an organization is in a better position to actively practice reputation management by adapting, preparing or responding if an issue arises or becomes a crisis.

In the scenario above, before a company makes a major decision about an event, an acquisition or a policy change - if reputation management is a genuine priority - it has sought and taken into account the input of its stakeholders.

Stakeholders' perceptions and actions play a crucial role in an organization's reputation management.

Reference: Kirk, A. (2016). Data Visualisation: A Handbook for Data Driven Design (p. 50). SAGE Publications.

Response 2

I chose "Resources: skills, technology" to discuss why Kirk states it will impact my critical thinking and shape my ambition.

Skills, you must take inventory of the available capabilities on the team. You may take inventory of yourself, on the personal capabilities that you possess. Not only offer what skills you have and what skills you don't, but also which of these skills are you good at. What skills go you have available as a team and what weaknesses exist.

Working as a team some skills can be compensated for or enhanced. By recognizing the available talent in the group, you should choose and place wisely to optimize available resources. The availability and optimal utilization (critical thinking) of skills can shape ambition.

Technology tools are plentiful for data visualization and becoming more and more holistic.Meaning there are some packages that will do almost everything, as a complete suite.

In previous times, varying tools were used to accomplish different tasks. Different tasks entailed the many stages of prepping the data, developing the data, and visually presenting the data. Now technological tools accomplish almost every task. However, cleaning the data is sometimes a manual task and may require writing custom code in languages such Python and R. (The R Project for Statistical Computing, 2018)

Skills must be learned, enhanced, and adapted to ever changing technology. Skills must have the underlying principles that are developed as critical thinking when stepping though a process and knowing the correct and efficient direction. Having clear knowledge of data analysis principles allows ambition to grow, knowing you can accomplish the task.

Possessing the skills (principle fundamentals and critical thinking), and technology allow you to "embrace the constraints" and "heighten your creative senses and lead to successful, innovative solutions". (Kirk, 2016)

References

McKeen, J. D., & Smith, H. A. (2009). IT Strategy; Issues and Practices (2nd Edition ed.). Upper Saddle River, NJ: Pearson Education, Inc.