1. Powerful Writing and Team Development Presentation

2. Program Goals and Objectives: Improving Writing: the Permanent Communication Skill

3. Five Reasons for Poor Writing pg.12 Thinking and planning that are unclear. Without a plan, writing often lacks direction. Effective planning leads to clear organization. Clarity is achieved when information is presented in a step-by-step process.Thinking and planning that are unclear. Without a plan, writing often lacks direction. Effective planning leads to clear organization. Clarity is achieved when information is presented in a step-by-step process. Failing to write with your audience in mind. Realize your audience’s level of knowledge. An audience-centered approach tells readers what they want to know in a way that is useful to them.Failing to write with your audience in mind. Realize your audience’s level of knowledge. An audience-centered approach tells readers what they want to know in a way that is useful to them. Writing to impress rather to communicate. Nothing impresses readers more than clear, simple communication that tells them what they want to know.Writing to impress rather to communicate. Nothing impresses readers more than clear, simple communication that tells them what they want to know. Failing to consider design as crucial. Information overload is a fact of life. Business people are often too busy to wade through pages of details to get the point of a letter. Use headings, bullets, indented paragraphs, and plenty of white space.Failing to consider design as crucial. Information overload is a fact of life. Business people are often too busy to wade through pages of details to get the point of a letter. Use headings, bullets, indented paragraphs, and plenty of white space. Failing to revise and edit. Documents need fine-tuning and sometimes major revisions.Failing to revise and edit. Documents need fine-tuning and sometimes major revisions.

4. Don’t write merely to be understood. Write so that you cannot be possibly misunderstood. Robert Louis Stevenson (1850-1934) Writer

5. No passion in the world is equal to the passion to alter someone else’s draft. H.G. Wells

6. Style Can Vary pg.14 In Accurate: Something is incorrect or stronger information is available and should be used.In Accurate: Something is incorrect or stronger information is available and should be used. In Appropriate: The tone is faulty.In Appropriate: The tone is faulty. In Consistent: Parallelism is violated or the organization’s standards are in question.In Consistent: Parallelism is violated or the organization’s standards are in question.

7. 1.Unconscious Incompetence We don’t know that we don’t know 3.Conscious Competence We work at what we don’t know 2.Conscious Incompetence We know that we don’t know 4.Unconscious Competence We don’t have to think about knowing it Developing New Habits: The Four Stages of Learning

8. THINK NOT INK Points to consider before sending a document. 1.Readers do judge your writing and thinking. 2.A well-written document gives your ideas visibility and authority within your organization. 3.Poorly written documents can make you appear incompetent or someone who spends little to no time analyzing. 4.You could be viewed as someone who has nothing worthwhile to say. As with first impressions, such perceptions are difficult to erase.

9. Roles of the Reader in Academic & Business Settings pg. 25 Academic TeachingTeaching Knows the “right” answer so often “knows what you mean” even if your writing is not clearKnows the “right” answer so often “knows what you mean” even if your writing is not clear Wants to see you use new vocabulary, concepts, organizational patternsWants to see you use new vocabulary, concepts, organizational patterns Expects deadlines to be met but will often award partial credit if they are not metExpects deadlines to be met but will often award partial credit if they are not met Usually discourages collaborationUsually discourages collaboration Must read the documentMust read the document Business Learning Does not know the “right” answer so probably does not “know what you mean” if your writing is not clear. Wants to understand your accurate information without effort Expects to be served promptly and courteously; does not expect excuses Does not care how the information was obtained May not finish reading the document

10. Roles of the Writer in Academic & Business Settings Academic LearningLearning Not conveying informationNot conveying information Expected to show knowledge of vocabulary concepts, organizational patternsExpected to show knowledge of vocabulary concepts, organizational patterns Partial credit possiblePartial credit possible Topic often from personal experience or literature and often involves choiceTopic often from personal experience or literature and often involves choice Deadlines imposed by another, often arbitrarilyDeadlines imposed by another, often arbitrarily Length of writing assignedLength of writing assigned Type of organization sometimes assignedType of organization sometimes assigned Collaboration usually discouragedCollaboration usually discouraged Business Teaching Conveying information Expected to be accurate and clear Accuracy crucial; no “credit” for almost! Topic dictated by client, customer or supervisor and seldom involves choice Some deadlines, flexible or self- imposed; others completely flexible No length of writing provided Type of organization seldom assigned Collaboration permitted, sometimes encouraged

11. Pro-Acting: A More Sensible Approach to Communication Take Charge of the Writing Process: Determine Date DueDate Due Date Revising and Editing CompletedDate Revising and Editing Completed Date Outlining and Rough Drafting DoneDate Outlining and Rough Drafting Done Date Data Analyzed, Interpreted, and EvaluatedDate Data Analyzed, Interpreted, and Evaluated Date Data Collected and OrganizedDate Data Collected and Organized

12. Project Deadline pg. 34 Isolate yourself.Isolate yourself. Don’t procrastinate.Don’t procrastinate. Know your objectives.Know your objectives. Give top priority to planning.Give top priority to planning. Break the job into individual tasks.Break the job into individual tasks. Make choices.Make choices. Keep a time log.Keep a time log. Reduce Interruptions.Reduce Interruptions. Avoid clock watching and other diversions.Avoid clock watching and other diversions. Concentrate.Concentrate. Strive to meet the deadline.Strive to meet the deadline.

13. Debriefing Sentence Variety In speech we use inflections and hand gestures to emphasize points we make. In writing, we vary our sentence length to emphasize points in our text.

14. Three Stages of the Writing Process pg. 39 Creating State: Why am I writing this?Why am I writing this? Who is my intended reader?Who is my intended reader? What do I want to say?What do I want to say? Quick Draft Shaping Stage Are these the points I want to make?Are these the points I want to make? Did I forget something?Did I forget something? Are any of the points fuzzy?Are any of the points fuzzy? What did I say that I could leave out?What did I say that I could leave out? Does this sound like me?Does this sound like me? Do I believe what I said?Do I believe what I said? Completion Stage Engage you readers Use vivid, active, hopping-with-aliveness words, delete dull, lifeless, vague, and otherwise boring words.Use vivid, active, hopping-with-aliveness words, delete dull, lifeless, vague, and otherwise boring words. Cut, cut, cut. Cut words that say the same thing – such as actual truth. Cut words that modify meaninglessly – such as kind of. Cut clichés – such as “pursuant to our next meeting,” and “do not hesitate to contact me.”Cut, cut, cut. Cut words that say the same thing – such as actual truth. Cut words that modify meaninglessly – such as kind of. Cut clichés – such as “pursuant to our next meeting,” and “do not hesitate to contact me.”

15. Proper Format pg. 45 Format and neatness are aids to readability. The physical presentation of your message is one important way you can achieve your goal of getting the receiver to read your message.Format and neatness are aids to readability. The physical presentation of your message is one important way you can achieve your goal of getting the receiver to read your message. Do your documents pass the eye test?Do your documents pass the eye test?

16. Date: April 3, 200_ To: All Employees From: Oliver Castle, President Subject: Reorganization of the Company As you well know, our company has had considerable difficulty this year with the collapse of the barunium market, with inflation hitting 12% and going up, with the labor difficulties we’ve had at several plants, and with the development of our new products, especially in the home products system. This situation has forced the management to assess our entire company and its operations with a view to finding a better way to organize it for improved profits and long-term efficiency. Some of our departments have been growing and shrinking without much rhyme or reason, and before this occasion we had not made the effort to take a really hard look at what we were doing. Instead, we were patching things here and there with the aim of eliminating duplication when we could and pulling together groups that belong together functionally. Now we are announcing a major reorganization to take effect on January 19. We will announce the details on January 12, such as when the desks will be moved and when new managers will hold meetings with various employees to whom the information is pertinent. We will also, at that time distribute a complete schedule setting forth who will be working for whom. In the meantime, we are announcing the following changes so the managers in charge of the affected divisions and departments can prepare for the reorganization. Charles Jones will assume duties as director of the new Office Products Division, leaving his present post as manager of typewriter and office equipment supplies. Janice Moreland will move from Vice President for Research to Vice President for Operations. Jack Spotter will be the new head of the Research Department, moving from his position as Assistant to the President to fill the position of Assistant to the President of Operations. Marilyn Belt will become director of the new Home Products Division, which used to have only project status. These changes in department managerial positions will take place on January 5. Current Assistant Directors will remain in their positions at that time unless otherwise notified. Then, on January 12, changes at the level of assistant directors will go into effect…

17. Paragraph pg. 46 A paragraph consists of one or more sentences that either state or develop a single idea. A paragraph can consist of one short sentence or ten or more sentences. It is a vehicle for simple or for complex ideas. Therefore, sentences must be deliberately written to form paragraphs.A paragraph consists of one or more sentences that either state or develop a single idea. A paragraph can consist of one short sentence or ten or more sentences. It is a vehicle for simple or for complex ideas. Therefore, sentences must be deliberately written to form paragraphs. CHARACTERISTICS OF AN EFFECTIVE PARAGRAPH 1.Unity 2.Coherence 3.Tone 4.Emphasis

18. Guidelines: Paragraphs are developed around the content of the topic sentence and not always for the purpose or function of providing essential information for the reader.Paragraphs are developed around the content of the topic sentence and not always for the purpose or function of providing essential information for the reader. Problems with Paragraphs:Problems with Paragraphs: *too much information *different kinds of information *information which is not identified to ease understanding, quick scanning, and retrieval Each paragraph should:Each paragraph should: Contain only one main idea relevant to the purpose or function for the readerContain only one main idea relevant to the purpose or function for the reader

19. Use a Heading To… pg. 48 Make reports look less formidableMake reports look less formidable Enable the reader to tell at a glance what the major concerns areEnable the reader to tell at a glance what the major concerns are Improve readability and save time – the readers; not the writersImprove readability and save time – the readers; not the writers Help both reader and writer to stay on the subjectHelp both reader and writer to stay on the subject USE A HEADING TO: 1.Stress 2.Group 3.Balance 4.Arrange

20. User-Friendly Documents pg. 49 1.Don’t scare the eye 2.Give the reader’s eye and mind breathing space Make documents user-friendly: Use -- 1.White Space 2.Wide Margins 3.Short Paragraphs 4.Short Sentences (average of 16-20 words) Use the “eye test” to determine if your documents are user-friendly.

21. Formatting Review pg. 51 Check your Document SentencesSentences Limit your sentences to 16 - 20 words Limit your lists to 5 - 6 items Use Paragraphs every 5 to 7 sentencesUse Paragraphs every 5 to 7 sentences Add HeadingsAdd Headings The Heading Itself should: Be in bold type Be in bold type Be in larger type Be in larger type Be in a simple, clean font Be in a simple, clean font Be flush with the left margin Be flush with the left margin Clearly identify the contents Clearly identify the contents Paragraph HeadingsParagraph Headings The paragraph headings should indicate the purpose or content of the paragraph it identifies.

22. Date: April 3, 200_ To: All Employees From: Oliver Castle, President Subject: REORGANIZATION OF THE COMPANY Background As you well know, our company has had considerable difficulty this year with: The collapse of the barunium market Inflation hitting 12% and going up Labor difficulties at several plants Development of new products, especially in the home products system. This situation has forced the management to asses our entire company and its operations with a view of finding a better way to organize it for improved profits and long-term efficiency. Management Changes Name WILL move from … To … Charles Jones Manager, Typewriter and Director, Office Office Equipment Supplies Products Div. Janice Moreland V.P., Research V.P., Operations Jack Spotter Asst. V.P., Operations Dir., Research Maxwell Richardson Asst. To the President Asst. V.P., Operations Marilyn Belt Asst. to the Plan Dir., Home Products Manager Division Jed Franklin Asst. Dir., Finance Asst. Dir., Office Products Marsha Zettonelli Dir. Of Budgeting Asst. Dir., Home Products Memorandum to staff: The managers of these departments will inform the staff by special memo whether they will be moving with their current managers or staying in their current departments. In most cases there will be no change, as we are trying to keep as many departments intact as possible. Effective Dates: The effective dates for these changes are: January 5 changes in Corporate Officers and Division Chiefs January 12 announcement of details of reorganization, Assistant Directors move to new jobs.

23. Proofreading pg. 57 GUIDELINES: 1.Read the final copy for logic, meaning, clarity, interest, and persuasiveness 2.Read again for good sentence structure and punctuation 3.Read again and check for the following: Typographical errorsTypographical errors Spelling errorsSpelling errors Precise word choicePrecise word choice Agreement of subjects and verbsAgreement of subjects and verbs Correct tense of verbsCorrect tense of verbs Correct case for nouns and pronounsCorrect case for nouns and pronouns Agreement of pronouns and their antecedentsAgreement of pronouns and their antecedents 4.Proofread word by word and comma by comma in one of these ways: Use a ‘guide sheet’Use a ‘guide sheet’ Have someone read aloud the original draftHave someone read aloud the original draft Read your draft into a tape recorderRead your draft into a tape recorder Lay your copies side by side on a desk or table in front of you.Lay your copies side by side on a desk or table in front of you.

24. When I stand before God, at the end of my life, I would hope that I would not have a single bit of talent left but could say, “I used everything you gave me.” Erma Bombeck (1927-1996) Syndicated Columnist

25. Team Skills Good Morning! Welcome to...

26. Orientation Why am I here? Trust Building Who are you? Goal/Role Clarification What are we doing? Commitment How will we do it? Renewal Why Continue? High Performance Wow! Implementation Who does what, when, where? Project Management Model Initiation & Definition PlanningExecution Tracking Close-Out Team Performance Model Team Skills

27. Assessment –What do I do in a group? Please refer to handout to complete this assessment. Team Skills

28. Information and Opinion Giver Information and Opinion Seeker Initiator and Time Keeper Direction Giver and Recorder Summarizer Coordinator and Liaison Diagnoser Energizer Reality Tester and Critic Evaluator Task Functions Team Skills

29. Participation EncouragerParticipation Encourager Harmonizer and ReconcilerHarmonizer and Reconciler Tension RelieverTension Reliever Communication Helper and Procedure MonitorCommunication Helper and Procedure Monitor Evaluator of Emotional ClimateEvaluator of Emotional Climate Process Observer and Participation Monitor Standard Setter and Consensus Seeker Active Listener Trust Builder and Candor Monitor Interpersonal Problem Solver Maintenance Functions Team Skills

30. Criteria for Effective Goals Effective goals should meet the SMARTS test: 1. Specific 2. Measurable 3. Attainable & Agreed Upon 4. Relevant, Reinforced, and Results Oriented 5. Time Bound 6. Stretch Team Skills Please refer to handout for more information.

31. Effective goals should meet the Zest Test: –There’s a real sense of urgency. The goal must be achieved. –We feel a great sense of challenge. –Success is clear and measurable. –We’re really working together to achieve. –The stakes are big. We’ll be up if we win and down if we don’t. –We’re not afraid of mistakes; we’ll try anything that might work. Team Skills Please refer to handout for more information.

32. What prevents teams from achieving goals; from being high performing? Complacency and lack of commitmentComplacency and lack of commitment Vague missionVague mission Non-smart goalsNon-smart goals No team rulesNo team rules No conflict or unmanaged conflictNo conflict or unmanaged conflict Surface communication and ineffective listeningSurface communication and ineffective listening Segment 3: Commitment Team Skills

33. What is Conflict? Conflict is an expressed struggle between two people who perceive incompatible goals or incompatible approaches to accomplish a common goal or a principal way/reason people change and believe and behave differently! Team Skills

34. What Causes Conflict in a Team?  Competition for limited resources  Clash of values  Poorly defined responsibilities  Change  Normal drives for success, recognition and power  Poor listening skills  Individuals with different information Team Skills

35. Exercise: Conflict What is Your Primary Conflict-Handling Style? For each of the 15 items, indicate how you rely on the tactic by circling the appropriate number. Team Skills Please refer to handout to complete this exercise.

36. Conflict: Five Options Team Skills

37. Conflict Styles: A Brief Summary Avoiding is unassertive and uncooperativeAvoiding is unassertive and uncooperative Conflict is postponed Accommodating is unassertive and cooperativeAccommodating is unassertive and cooperative May help in future negotiations Competing is assertive and uncooperativeCompeting is assertive and uncooperative Someone wins, someone loses Compromising is intermediate in both assertiveness and cooperativenessCompromising is intermediate in both assertiveness and cooperativeness Both sides get something & give up something Collaborating is both assertive and cooperativeCollaborating is both assertive and cooperative Both sides win and have an opportunity to create a new environment Team Skills

38. Conflict, Collaboration, & Commitment We can progress through collaboration, only if we are willing to move beyond our positions. It's not the conflict that is important, but the outcome. Each member must be 70% comfortable with the decision but 100% committed to working to make it happen. Team Skills

39. 39 Delegate: to entrust! To send;…to appoint; to assign responsibility or authority (or should it be authority and responsibility?) Why Don’t We Delegate? A.No faith in Subordinates B.Fear of Superiors C.Desire for Personal Credit D.Misjudgment of Time Team Skills

40. Delegation Musts 1.Understand the need for delegation. 2.Designate objective/goals and performance standards. 3.Set a time limit for completed work. 4.Show your interest. 5.Measure results. Team Skills

41. Structure AgendasAgendas StepsSteps RulesRules Assigned RolesAssigned Roles Interaction Give-and-take Discussion Reactions to Talk Opportunities for Creativity Open-Ended Discussion Decision-making Teams Need a Balance of… & Team Skills

42. A Final Thought on Teamwork Never doubt that a small group of thoughtful, committed people can change the world. Indeed, it is the only thing that ever has. - Margaret Mead - Margaret Mead Team Skills

43. THE Final Thought on Teamwork To move the world, we must first move ourselves. -Socrates -Socrates