Managementcommunication——ACase-AnalysisApproachZhangDeMing張德茗1PartOneWhatismanagementcommunication?2Chapter1Communication3InformationisSociallyConstructedInformationisCreated,Shared,andInterpretedbyPeopleInformationNeverSpeaksforItselfContextAlwaysDrivesMeaningAMessengerAlwaysAccompaniesaMessage4DefiningCommunicationCommunicationisaboutmuchmorethansendingmessages,it’saboutthetransferofmeaning.However:Manypeople,particularlymanagers,confusetheactofcommunicatingwiththeprocessofcommunication.Theyhonestlybelievethatamessagesentisamessagereceived.Andamessagereceivedwouldcertainlybeunderstoodandcompliedwith.Forthem,communicationismostly,ifnotentirely,aboutsendingmessages.WhatcanbeCalledUsefulCommunication?WhenIunderstandasubjectthewayyouunderstandit—withalloftheintricacies,complexities,context,anddetails—thenyouhavecommunicatedwithme.IfIamnotonlyawareofwhatyouknowaboutasubject,buthowyoufeelaboutit,thenyouhavecommunicatedwithme.WhenIcomprehendjusthowimportantasubjectistoyouandwhyyouthinkit’simportanttotakeactionnow,youhavecommunicatedwithme.5ElementsofCommunicationIwillusethesentencesbelowtoexplaintheelementsofcommunication:

——Tosuccessfullytransfermeaningyoumustunderstandthateverymessageyoureceivecomesfromasenderwhoencodesthedetailsofitscontentandselectsamediumthroughwhichtotransmitwhatsheknowsorfeels.Thatmessagemaybeimpededbynoise,primarilybecauseofthecultural

contextagainstwhichitwillbedeliveredaswellasthefieldofexperienceofthereceiver.And,ofcourse,theeffectthemessagehaswilldependontheframeofmindorattitudinalsetwhichyoubringtothesituation,alongwiththesystemofethicsthatgovernscommunicationinyourorganization,yourindustry,andyoursociety.6PrinciplesofCommunication

Communicationisaprocessthatinvolveshalfadozenbasicprinciples.Thesearethingsweknowtobetrueabouthumancommunicationacrosstimeandcultures,acrossorganizationsandprofessions,andacrossnationsandeconomies.Aboveall,weknowthatcommunicationis:DynamicCircularIrreversibleContinuousUnrepeatableComplex7LevelsofCommunication

Humancommunicationalsooccursatvariouslevels.Thecomplexitiesoftheprocess,particularlyaudienceanalysisandmessageconstruction,elevateasthelevelofcommunicationelevates.CommunicationLevels:Intrapersonal

InterpersonalOrganizationalMassorPublic8BarrierstoCommunicationWhat’sholdingbackthetransferofmeaning?Broadlyspeaking,twobarrierskeepusfromcommunicationsuccessfully.PhysiologicalBarriersPsychologicalBarriers9CommunicatingStrategically(1)Tocommunicatestrategicallymeansseveralthings:——itmeansthatyourplansforcommunication,yourproposedmessages,themedium(ormedia)youselect,thecodeyouemploy,thecontextandexperienceyoubringtosituations,andtheethicsyouadoptwillallhaveadirecteffectontheoutcome.——itmeansyoushouldaskwhatendyouhopetoreach.Whatareyourcommunicationgoals?Ifyourarecommunicatingstrategically,thosegoalswillbealignedwithandwilldirectlysupportthegoalsoftheorganizationyouworkfor.Andateachlevelofyourorganization,thewaysyoucommunicatewillbeconsistentandaimedatthesameobjectives.10CommunicatingStrategically(2)Todevelopacommunicationstrategythatwillhelpyouandyourorganizationachievethegoalsyouhavesetforyourselves,youfirstmustaskyourselfafewquestionsrelatedtotheelementsofcommunication:?Sender

MediumMessageReceiverCodeFeedbackNoiseEffect11SuccessfulStrategicallyCommunication

Successfulstrategicallycommunicationusuallyinvolvesthefollowingsixsteps:LinkYourMessagetotheStrategyandGoalsoftheOrganizationAttracttheAttentionofYourIntendedAudienceExplainYourPositioninTermsTheyWillUnderstandandAcceptMotivateYourAudiencetoAcceptandActonYourMessageInnoculateThemAgainstContraryMessagesandPositionsManageAudienceExpectations12TheTacticsofCommunicationHavingdecidedonastrategythatwillbestconveywhatyouintendyouraudiencetoknow,you’llwanttopaysomeattentiontothetacticsofcommunication.Thoseare:fact-finding,analysis,methods,timing,media,cost,andthedozensofassumptionsyoumustmakeaboutyouraudience,yourreasonsforcommunicating,andthecontextwithinwhichitalltakesplace.

13Chapter2ManagementCommunicationinTransition14WhatisManagementCommunication?Itisaboutthemovementofinformationandtheskillwhichfacilitateit—speaking,writing,listening,andprocessofcriticalthinking.Morethanaskill,it’salsoaboutunderstandingwhoyouare,whoothersthinkyouare,andthecontributionsyouasanindividualcanmaketothesuccessofyourbusiness.It’saboutconfidence—theknowledgethatyoucanspeakandwritewell,thatyoucanlistenwithgreatskillasothersspeak,andthatyoucanbothseekoutandprovidethefeedbackessentialtoyoursurvivalsasamanagerandaleader.15CommunicationisInventionManagersliterallycreatemeaningthroughcommunicationThroughcommunication——theaccountantscometotheconclusionthatthecompanyisindefault.——managersdecidewhotheywishtobe.——managersfigurethingsout.16ManagementSkillsRequiredforthe21stCenturyTechnicalSkillsRelatingSkillsConceptualSkillsTheRelationshipBetweenManagementLevelandTechnical,Relating,ConceptualSkillsManagementLevelTopManagersMiddleManagersFirst-LineManagersTechnicalSkillsRelatingSkillsConceptualSkills17CommunicationisveryImportanttoManagersManagementCommunicationisthecentralskillintheglobalworkplaceofthe21stcentury.Somenotionsaboutwhatmanagershavetodo:PeterDrucker“Managershavetolearntoknowlanguage,tounderstandwhatwordsareandwhattheymean.Perhapsmostimportant,theyhavetoacquirerespectforlanguageasthemostpreciousgiftandheritage.Themanagermustunderstandthemeaningoftheolddefinitionofrhetoricas‘theartwhichdrawsmen’sheartstotheloveoftrueknowledge.’〞RobertEccledsandNitinNohria“Toseemanagementinitsproperlight,theessenceofwhatmanagementisallabouttheeffectiveuseoflanguagetogetthingsdone.〞18Conclusions:Communicationandactionareinseparable.Withouttherightwords,usedintherightway,itisunlikelythatrightactionswilleveroccur.Wordsdomatter,theymatterverymuch.Withoutwordswehavenowayofexpressingstrategicconcepts,structuralforms,ordesignsforperformancemeasurementsystem.Languageistooimportanttomanagerstobetakenforgrantedor,evenworse,abused.Yourabilitytotakeaction——tohirepeople,torestructureanorganization,tolaunchanewproductline——dependsentirelyonhoweffectivelyyouuserhetoric,bothasaspeakerandasalistener.Youreffectivenessasaspeakerandwriterwilldeterminehowwellyouareabletogetotherstodowhatyouwant.Andyoureffectivenessasalistenerwilldeterminehowwellyouunderstandothersandcandothingsforthem.19ManagerRolesSeekandreceiveinformationbygossip,hearsay,speculation,scanperiodicalsandreports,maintainpersonalcontacts.

TheMangerRolesCategoryRoleActivityInterpersonalFigureheadPerformceremonialandsymbolicdutiesdealwithacknowledgementsandrequestsrelatedtotheirstatus.LeaderBeresponsiblefortheworkofsubordinates,directandmotivate,train,counsel,andcommunicatewithsubordinates.LiaisonEstablishandmaintaincontactsbothinsideandoutsideorganization,usemail,phonecalls,meetings.

InformationalMonitor20Initiateimprovementprojects,identifynewideas,realizechangesintheenvironmentanddelegateidearesponsibilitytoothers.

TheMangerRolesCategoryRoleActivityInformationalDisseminatorPassprivilegedinformationtosubordinates,sendmemosandreports,makephonecalls.SpokespersonSendinformationtheoutsiderssuchaslobby,supplies,newsmedia,throughspeeches,reporters,memos..DecisionalEntrepreneurDisturbancehandlerReacttoconditionsinvoluntarily,takecorrectiveactionduringdisputesorcrises,resolveconflictsamongsubordinates,adapttoenvironmentalcrises.

21TheMangerRolesCategoryRoleActivityDecisionalResourceallocatorDecidewho,when,howmuchandwhygetwhatresources;schedule,budget,setpriorities.NegotiatorRepresentdepartmentduringnegotiationofunioncontract,sales,purchase,budgets,representdepartmentinterests.22MajorCharacteristicsofthe

Manager’sJobTimeisFragmentedValuesCompeteandtheVariousRolesareinTensionTheJobisOverloadedEfficiencyisaCoreSkill23WhatVaries

inaManager’sJob?TheEntrepreneurRoleisGainingImportanceSoistheLeaderRoleManagersMustCreateaLocalVisionasTheyHelpPeopleGrow24WhatDoManagersDoAllDay?Inthetextbook:Managersspendtheirtimeengagedinplanning,organizing,staffing,directing,coordinating,reportingandcontrolling.

Intherealcases:StudiesbyProfessorHarveyMintzbergofMcGillUniversityHeobservedCEOsonthejobtogetsomeideaofwhattheydoandhowtheyspendtheirtime.Hefound,forinstance,thattheyaveraged36writtenand16verbalcontactsperday,almosteveryoneofthemdealingwithadistinctordifferentissue.Mostoftheseactivitieswerebrief,lastinglessthannineminutes.StudiesbyLeeSproull

ManagersstudiedbyLeeSproullshowedsimilarpatterns.Duringthecourseofaday,theyengagedin58differentactivitieswithanaveragedurationofjustnineminutes.StudiesbyRosemaryStewart

Shefoundthatthemanagersshestudiedcouldworkuninterruptedforhalfanhouronlyninetimesduringthefourweeksshestudiedthem.

25TalkIsTheWork——managersspendabout75%oftheirtimeinverbalinteraction.Thosedailyinteractionsinclude:One-onOneConversationsTelephoneConversationsVideoTeleconferencingPresentationstoSmallGroupsPublicSpeakingtoLargerAudiences26Conclusions:Mostmanagementworkisconversational.Whenmanagersareinaction,theyaretalkingandlistening.Managersspendabout2/3to?oftheirtimeinverbalactivity.Managerstakeverbalconversationstogatherinformation,stayontopofthings,identifyproblem,negotiatesharedmeanings,developplans,putthingsinmotion,giveorders,assertauthority,developrelationships,andspreadgossip.Throughotherformsoftalk,suchasspeechesandpresentations,managersestablishdefinitionsandmeaningsfortheirownactionsandgivesothersasenseofwhattheorganizationisabout,whereitisat,andwhatitisupto.27WhyCommunicatingasAManagerisDifferentSeveralfactorsinbusinesslifealterthewaywelookatcommunications.Thesefactorsinfluencethewaywewriteandspeakwithothers,rightdowntowordselectionandformat.Theyinfluenceourwillingnesstolistenortodevotetimetotheconcernsofothers.Andtheyinfluencethewaywethinkaboutourdailyproblems,responsibilities,andchallenges.LevelsofResponsibilityandAccountabilityOrganizationalCultureOrganizationalDynamicsPersonalityPreferences28TheMajorChannelsofManagementCommunicationareTalkingandListening——mostmanagersspendthelargestportionoftheirdaytalkingandlistening.(NorthAmericanadultsspendmorethan78%oftheircommunicationtimeeithertalkingorlisteningtootherswhoaretalking.)Communicationchannels:

speechesandpresentationsfromthedaisorteleconferencepodium,meetings,telephonecalls,interviews,tours,informalvisits.CommunicationGoals:

tohearwhatothersarethinking,togatherinformationinformallyfromthegrapevine,tolisteninonofficegossip,topassalongviewpointsthathaven’tyetmadetheirwaytothemoreformalchannelsofcommunication,ortocatchupwithacolleagueorfriendinamorerelaxedsetting.29TheRoleofWriting——writingplaysanimportantroleinthelifeofanyorganization.Ofcourse,it’simportancevariesindifferentorganizationsWritingisaCareerSifterManagerDoMostofTheirOwnWritingandEditingDocumentsTakeOnLivesofTheirOwn30Manager’sGreatestChallengeEverymanagerbelievesheorsheisbasicallyagoodcommunicator.Thegreatestchallengeformanagersis:——firstadmittotheflawsintheirskillsetandthenworktirelesslytoimprovethem.31Manager’stask

asaprofessionalFirst,recognizeandunderstandyourstrengthsandweaknessesasacommunicator.Second,improvingyourexistingskills.Third,bealerttoopportunities,however,todevelopnewskills.Forth,toimproveyourprofessionalstandingasamanager.——acquireaknowledgebasethatwillworkforthe21stcentury.——developtheconfidencetobeasuccessfulmanager,particularly,underconditionsofuncertainty,change,andchallenge.32PartTwoCulturalContextreceivercommunicatorMessageChannelFeedBack33MessageChannelListeningWritingSpeaking34Chapter3Speaking35WhySpeak?SomeSpeakingOccasionsSomespeakingassignmentsaredirectiveinnatureSomespeakingopportunities,however,arevoluntaryinnature

Someotheroccasions

TwoKeystoSuccessTakingcontrolofthesituationPreparingyourselftosucceed36HowtoPrepareaSuccessfulManagementSpeech(1)Herearefifteenideastoprepareyourselfforanyspeech,largeorsmall,importantorimpromptu.Focusonthese,oneattime,andyou’reunlikelyevertodevelopsweatypalmsonthepodiumagain.DevelopastrategyGettoknowyouraudienceDetermineyourreasonforspeakingLearnwhatyoucanabouttheoccasionforyourtalkKnowwhatmakespeoplelistenUnderstandthequestionslistenersbringtoanylisteningsituationRecognizecommonobstaclestosuccessfulcommunication37HowtoPrepareaSuccessfulManagementSpeech(2)Supportyourideaswithcredibleevidence.OrganizeyourthoughtsKeepyouraudienceinterestedSelectadeliveryapproachDevelopyourvisualsupportRehearseyourspeechDevelopconfidenceinyourmessageandinyourselfDeliveryourmessage

Thefifteenideasabovewillbestudieddetailedinthefollowing38DevelopaStrategyWhatexactlyisastrategyforpublicspeaking?——simplybut,it’sareasonforspeaking,aknowledgeofwhowillhearyourspeech,andsomesenseofthecontextinwhichitwilloccur.Threebasicelementsforcommonstrategy

——twenty-three-hundredyearsago,Aristotletoldhisstudentstheywouldhaveagreaterchanceforsuccessastheypreparedtodeliveraspeechiftheywouldfirstconsiderthreebasicelements:audience,purpose,andoccasion.39GettoKnowYourAudienceBeforeyougoanyfurtherinyourpreparation,performasimpleaudienceanalysis.Thisinvolvesjusttwosteps:knowingsomethingaboutthepeopleyou’llspeaktoandknowingwhypeoplelisten.

Whatshouldyouknowaboutyouraudience?AgePersonalBeliefsIncomeEthnicOriginKnowledgeoftheSubjectEducationOccupationSocio-EconomicStatusSex/GenderAttitudeTowardtheSubject40DetermineYourReason

forSpeakingAristotletoldhispupilsthatpeoplerisetospeakforthreebasicreasons:toinform,topersuade,ortoinspire.

Someauthorshavearguedthatallspeakingispersuasive.It’sright,butit’sespeciallyimportanttoknowwhetherornotyouraudienceexpectsyoutotakeapositionregardingthesubjectofyourspeech.Allpublicspeakingshouldinform(withouttellingpeoplewhattheyalreadyknow).Itshouldalsoinspirewhenappropriatetotheoccasion.Butmanagers—youngmanagers,inparticular—shouldbecarefultomakecertaintheyknowtherolethatisexpectedofthemastheyrisetospeak.41LearnWhatYouCanDo

AboutTheOccasionInadditiontoknowingwhowillhearyourtalkandthereasonsforwhichyouwillspeak,itmayalsobeusefulforyoutoknowsomethingabouttheoccasion.Manyoccasionssimplycallforapolite,informativepresentationOtherswillaskthatyouincorporatesomethemeintoyourspeechthatarisesfromthemoment.Otheroccasionscallfordifferentthemes.Remember:Asamanager,youraudiencewillplaycloseattentiontoyourwords,tothetoneofyourspeech,andtoyourapproachtothesubject.Youareinchargeandtheyexpectyoutosaytherightthing.Itwon’talwaysbeimmediatelyclearwhattherightthingistosay,butyouraudiencewillknowitwhentheyhearit.42WhatMakesPeopleListen?ConsultantandspeechcriticSonyaHamlinsaysthatpeoplelistentospeechesforthreebasicreasons:theirownself-interests,whoistellingthestory,andhowitistold.Herearetwooppositespeakingstylesandrelevantwords:PositiveSpeakingStyles*Warm*Honest*Friendly*Exciting*Interesting*Knowledgeable

*Organized*Creative*Confident*Inspiring*Open*AuthenticNegativeSpeakingStyles*Pompous*Vague*Unenergized*Complex*Patronizing*Unsure

*Formal*Irrelevant*Stuffy*Monotonous*Closed*NervousPeoplereactpositivelytospeakingstylestheregardaspositive,also,theyreactnegativelytospeakerswhosestyleisnegative.Somakeyourspeakingstylepositive,embracingallthoseattributesdescribedaspositive.And,dowhatyoucantoeliminateoravoidthosespeakingstylesdescribedasnegative.43UnderstandTheQuestionsListenersBringtoAnyListeningSituationHerearesevenbasicquestionsyoushouldbepreparedtoanswer,eitherdirectlyorinthecourseofyourtalktothem.DoYouKnowSomethingINeedtoKnow?CanITrustYou?AmIComfortableWithYou?HowCanYouAffectMe?What’sMyExperiencewithYou?AreYouReasonable?WhoDoYouRepresent?44RecognizeCommonObstaclestoSuccessfulCommunicationEverymanagerfacesbarrierstosuccessasaspeakingoccasionarises.Somebarriersarefairlymundane,othersaremoreseriousandcanpresentgreatdifficultyforaspeaker.ObstaclestoSuccessAppeartoFallBroadlyintoTheseFiveCategories.StereotypesPrejudiceFeelingsLanguageCultureCommunicationObstaclescanProvokeNegativeReactionsIfthespeakerhasmadelistenersfeelsufficientlydumb,theymaywithdrawentirelyBeginwiththefamiliarandmovetotheunfamiliar.Makelistenersfeelthattheyarejustassmartasyouare

45SupportYourIdeasWith

CredibleEvidenceWhileyourreputationorthesubjectyouareplanningtospeakaboutmaykeepanaudiencewithyouforawhile,youhaveamuchbetterchanceofconvincingthemofthevalueinyourideasifyousupportyourtalkwithcurrent,believable,easy-to-understandevidence.It’sprobablybesttobeginwithyourownexperience,knowledge,andinterest.Considernewideas,information,andtechniques.Asyouconsiderhowtosupportyourspeech,thinkabouttheavailabilityandqualityofsupportmaterial.Talktosomeexperts.Knowhowmuchtimeisavailable.46OrganizeYourThoughts(1)Awell-organizedtalkiseasytofollow,sensibleinitspatterns,andhasafeelingofcoherence.Eachspeechhasanintroduction,amainbody,andaconclusion.Althoughyou’llnotbeawareoftheseseparateparts,buttheyeachexisttoserveanumberofimportantpurposes.YourIntroductionAwell-craftedintroductionwillhelpyoutogettheaudience’sattentionandallowthemtosettleinandfocusonyourtopicandyourreasonforspeakingtothem.HowShouldYouBegin?Manyprovenmethodsareavailabletoyouasyoubeginaspeech.Considerthese:HumorAstrikingexampleAreferencetotheoccasionAstatementofopinionAnanecdoteAdramaticforecastAsuitablequotationAdescriptionApredictionAclimacticmomentAprovocativequestionCurrentorrecentevents47OrganizeYourThoughts(2)HowShouldYouStructureYourSpeech?Regardlessofwhichpatternyouselectforyourspeech,researchindicatesthatyourstrongestormostimportantpointshouldbeplacedeitherfirstorlastforemphasis.Foranoverallpatternoforganization,considerone(ormore)ofthefollowing:Cause-and-effectChronologicalorderTopicalorganizationProblem-solutionGeographicSpatial

AnyAdviceBeyondStructureKeepitsimpleKeepitbriefTalk,don’treadRelax

HowShouldYouConclude?Becertainyoucluepeopleintothefactthatyourspeechiscomingtoanend.Don’tleavethemwonderingifthere’smoretocome.Leavethemwithaclear,simple,unambiguousmessage.Don’tletthemleavetheroomwonderingwhatthiswasallabout.

48KeepYourAudienceInterestedIfyouareworriedaboutkeepingyouraudienceinvolvedasyouspeak,thinkabouttheseideasasyouprepareyourremarks.ProvideOrder,StructureGiveThemSomethingTheyCanUseMakeItLogicalMakeItReasonableMakeItClearUseWordsTheyUnderstandKeepItMovingAnswerTheirQuestionsAllayTheirFearsRespectTheirNeeds49SelectADeliveryApproachYouhavefouroptionsfordeliveringaspeech.Youprobablyshouldn'tdependonmorethanjustoneortwoofthem.Memorizedspeechesaredeliveredverbatim,word-for-wordjustastheauthorswrotethem.Manuscriptedspeechesarefarmorecommonamongmanagerialandexecutivespeakingevents.Theyarealwaysberead.Extemporaneousspeechesare,perhaps,thebestamongyouralternatives,theyaredeliveredeitherwithoutnotesorwithvisualaidstopromptyourmemory.Impromptuspeechesaredeliveredwithoutanypreparationatall.50GivingAnImpromptuTalkWhensomeoneasksyoutostandupand“offerafewremarks〞,modestyusuallydictatesthatyousayverylittle,butprotocolusuallydemandsthatyousaysomething.Hereareafewideasthatmayhelp.MaintainYourPoiseDecideonYourTopicandApproachDoNotApologizeSummarizeYourPointandPositionBeSincere,Honest,andDirect51DevelopYourVisualSupportWhenVisualSupportNeeded?Ifyoucan’tsayiteasily,youmaybeabletoshowit.Butremember,graphs,charts,tables,andphotographsareusuallyhelpful,butnotalways.Don’tshowsomethingyoudon’tplantotalkabout.Anddon’ttalkatlengthabouttingsyoucan’tshoworreinforcevisuallyifyouchoosevisualaids.WhenDoVisualWorkBest?Whenyouareworkingwithnewdata,complexortechnicalinformation,oranewcontext.Visualaidswillalsohelpyouwithnumbers,facts,quotes,andlists.Geographicalorspatialpatternswillalsofrequentlybenefitfromvisualaids.GoodVisualsWill…Besimplein

natureExplainrelationshipsUsecoloreffectivelyBeeasytosetup,displayandtransportReinforcethespokenmessage52RehearseYourSpeechShouldYouPractice?

Absolutely,rehearsalwilldoatleastthreethingsforyourspeech:ItwilllimittimingItwillimproveyourtransitionsItwillpolishyourdeliveryandbuildconfidenceShouldYouUseNote?

Manyextemporaneousspeakerswillusetheirvisualsupporttoprompttheirmemories.Ifyoudochoosetousenotecards,herearesomesuggestions.Ataminimum,theyshouldbe:SimpleCompactEast-to-followEasy-to-handleNumberedReadable53DevelopConfidenceinYourMessageandYourselfUnderstandingyourmessageandknowingthatyouhavebothqualitysupportandawellorganizedspeechareimportanttoyoursuccess,butsoisself-confidence.Rehearsalwillhelp.And,asyouworkonyourself-assurance,considerthis:you’retheexpert.Useyourinterest,yourexpertise,andyourbackgroundtoyouradvantage.Themoreconfidentyouare,themorecredibleyouare.Themoreprofessional,sincere,andcapableyouseem,themorelikelytheaudienceistobelieveyouandbuyintoyourmessage.54DeliverYourMessage(1)BeforehandRoomLayoutVisual-AidsTimeLimitsNotesTryitoutDate,Time,andLocationMicrophoneandAcousticsStageLecternLightsAsYou

Speak:Stepuptothepodium,breathedeeply,smile,thinkpositively,andspeak.Doyourbesttobeoneofthem(unlessit’sobviousyouarereallynot).Usehumorwhereitmaybeappropriate(unlessyouarenotfunny).Shareyourownexperiences,values,background,goals,andfears.Focusoncurrent,localevents,andotherissuesknowntotheaudience.55DeliverYourMessage(2)Beginbymovingfromthefamiliartotheunfamiliar.Talkprocessfirst,thendetail.Blueprintthespeech:tellthemwherethistalkisgoing.visualizeanddemonstrate.Useinterimsummaries,transitions.Giveexamples.Humanizeandpersonalize.Tellstories,dramatizeyourcentraltheme.Useyourself,involvethem.56Chapter4Writing57PrefaceBusinessWritingIsVeryImportantBusinesswriting,atitsbestandatitsworst,isanexpressionofthevaluesandbeliefsoftheorganization.Businesswritingisimportantbecause,themostimportantprojectsanddecisionsinthelifeofabusinessendupinwriting.Writingisacareersifter.ButMostBusinessWritingIsBadMostbusinesswritingisn’tterrible—someis,ofcourse—butmuchofitisjustbadlyorganized,passive,notparallelinstructure,litteredwithjargonandobscureterminology.Why?——Mostbusinesswritingisn’tbadforjustonereason.It’saresultofaseriesofreasons,andheadingthelististhis:writerssimplyarenotwritingforthebenefitoftheirreaders.ACase

58AnIntroduction

ToGoodBusinessWritingGoodbusinesswritingissimple,clear,andconcise.Goodwriting,inbusinessandelsewhere,isapleasuretoread.Goodwriting—thatis,writingwithpower,grace,dignity,andimpact—takestime,carefulthought,andrevision.Eventhoughwritingseemslikehardworktomanyofus,youcanlearntodoitwell.59FifteenWaysToBecomeABetterBusinessWriter(1)Herearefifteenguidelinesforbetterwriting—asupplement,ifyouwill,totherulesofgrammar,syntax,andpunctuationyoulearnedinschool.Thesewerecr