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Both popular and social science literature are replete with recommendations for enhancing communication effectiveness, typically defined as improving the clarity and impact of the spoken and written word. However, managing internal organizational processes and external market competitiveness often requires a different communication strategy, specifically silence and non-disclosure, while adhering to statutory regulations. This paper summarizes the rationale for communication prohibitions, highlights counter forces mitigating their intended effects, and offers recommendations for successful implementation. The three major counter forces are employee motivation and perception, changing socio-cultural norms, and organizational structures reflecting virtual teams and project teams. The eight recommendations for combating these forces are subsumed under one of two categories: creating an organizational culture supporting prohibitions, and executing the prohibitions with a minimum of employee resistance. In summary, employees charged with maintaining secrecy and adhering to non-disclosure prohibitions must view those restrictions as reasonable, warranted, equitable, and legal.

The essence of effective persuasion and negotiation comes down to the ability to craft "frames." A frame orients a reader or listener. It provides the perspective we want the other party to adopt, a rationale for the evidence we present, and the sequential pattern for presenting that evidence. Building a frame consists of four basic steps: 1) Determine your specific objective; 2) Conduct a SWOT (strengths, weaknesses, opportunities, threats) analysis of the other party's current status; 3) Determine the other party's core values; and 4) Write a simple, vivid, evaluative statement linking the three sides. The frame must orient a decision-maker to assess information from the specific perspective that casts the most favorable light on your proposal.