Download CEVEnonroutine

Communicating in
Non-routine Situations
Module Three
The Cain Project in Engineering and
Professional Communication
ENGINEERING SERIES
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.
Analyze Non-routine Situations
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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?
In Non-routine Situations
Expect
Your Action
• Multiple
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communication events •
• Multiple audiences
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• Multiple possible
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benefits
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• Need to align goals, •
strategies
Anticipate connections
Foresee conflicts
Prevent losses
Build a team
Develop a plan
Follow up to assess
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)
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
Non-routine? No Final “First Drafts”!
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USE LEVELS OF EDITING
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First pass:
the basics (organization)
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Second pass: argument and evidence
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Third pass:
sentence-level correctness
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Final pass:
headings, titles, captions
RECONSIDER IMPACT ON AUDIENCES
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Accessibility, comprehensibility, usability,
interpersonal / intercultural effectiveness
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
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
Use Oral Communication
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For force of character
To quell rumors
For motivation
To share stress and
emotion
• For constructive
critique
Oral Communication for
Appreciation, Commendation
• Rely on specific details
• Apt metaphors and comparisons
• Feature/function/benefit order
A Special Case
Crisis Communication
Expect the unexpected
Build a team approach
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
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
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!
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.
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
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
Lead through Excellence
in Engineering Communication
More resources are available for you
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under “Engineering Communication” at
Connexions at http://cnx.org
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at the Cain Project site at
http://www.owlnet.rice.edu/~cainproj
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in your course Communication Folder in
OWLSPACE.