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Communicating in Non-routine Situations

Communicating in Non-routine Situations. Module Three . The Cain Project in Engineering and Professional Communication ENGINEERING SERIES. Introduction to Module Three.

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Communicating in Non-routine Situations

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  1. Communicating in Non-routine Situations Module Three The Cain Project in Engineering and Professional Communication ENGINEERING SERIES

  2. Introduction to Module Three This module explains how to approach non-routine situations that require e-mail, written communication, and oral communication (including crisis communication). Most companies have developed successful ways of dealing with the situations they face frequently. However, non-routine situations can reduce efficiency and cause multiple problems because the organization and its communication fail to deal with critical aspects of the unexpected or unfamiliar. Understanding a more analytical and strategic way to deal with unfamiliar situations can increase the chances that novel circumstances work to your benefit and the company’s productivity.

  3. Analyze Non-routine Situations • Invest time in analysis and planning • Note the social process • Look for hidden audiences • Consider the legal context • Keep a long-term horizon • How might a future reader use or understand the document?

  4. In Non-routine Situations • Multiple communication events • Multiple audiences • Multiple possible benefits • Need to align goals, strategies Expect Your Action • Anticipate connections • Foresee conflicts • Prevent losses • Build a team • Develop a plan • Follow up to assess

  5. Maintain Audience Files • Use contact database • Keep record of contacts • Allow other writers access to fill in • Build relationships over time (Relationships pay off in non-routine situations)

  6. Non-routine Planning • Analyze situation and audiences • Get advice from supervisor • State comprehensive purpose uniting stakeholders’ objectives • Choose a persuasive approach, organization • Lay out a production process and schedule • Decide how to weigh outcomes

  7. Non-routine? No Final “First Drafts”! • USE LEVELS OF EDITING • First pass: the basics (organization) • Second pass: argument and evidence • Third pass: sentence-level correctness • Final pass: headings, titles, captions • RECONSIDER IMPACT ON AUDIENCES • Accessibility, comprehensibility, usability, interpersonal / intercultural effectiveness

  8. Choose Quality in E-mail • Myth of informality • Organize info from “general” to “specific,” but put important information in subject line and first paragraph • Reference and attach documents • Don’t force re-reading old message (put your response first) • Correct errors BEFORE they are printed and displayed

  9. Use Written Communication • To define change (getting everyone “across the bridge” in a non-routine situation) • To establish values and expectations • As reference guide • For map or instructions

  10. Use Oral Communication • For force of character • To quell rumors • For motivation • To share stress and emotion • For constructive critique

  11. Oral Communication for Appreciation, Commendation • Rely on specific details • Apt metaphors and comparisons • Feature/function/benefit order

  12. A Special CaseCrisis Communication Expect the unexpected Build a team approach

  13. Expect the Unexpected • Work with the committee or group responsible for safety and evacuation • Have a “safety minute” at regular meetings • Know what has happened at other companies and communities • Develop a plan for response

  14. Team Communicates in Advance • Lets everyone know who is on the team • Distributes handy e-mail and phone lists • Has practice drills or mock events • Makes sure communication systems work under varied disaster conditions

  15. Team Spokesperson • Gives only known facts; don’t speculate! • Doesn’t give names of injured or deceased • Emphasizes working toward solution • Promises more info and gives it!

  16. Making Announcements • Tell what has happened • Advise action to be taken • Explain conditions or manner of action • Tell where to get more information or when more will be released.

  17. To Review a Press Release • Check for correct contact person, phones, e-mail, and favorable headline • News slant - not puffy but positive • Organize info from most to least important • Give quotes and usable information • Avoid statements that imply legal responsibility (leave that to the lawyers) • Put background facts last

  18. Keep Big Picture in Mind in Non-routine and Crisis Situations! • Plan ahead and follow the plan • Additional audiences may become involved • Legal aspects may be important • More background may be needed • Involve others and get back to audience to answer queries

  19. Lead through Excellence in Engineering Communication • More resources are available for you • under “Engineering Communication” at Connexions at http://cnx.org • at the Cain Project site athttp://www.owlnet.rice.edu/~cainproj • in your course Communication Folder in OWLSPACE.

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