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 , 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 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 Multiple communication events Multiple audiences Multiple possible benefits Need to align goals, strategies Anticipate connections Foresee conflicts Prevent losses Build a team Develop a plan Follow up to assess Expect Your Action

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”! 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

Choose Quality in 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 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

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

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! Team Spokesperson

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, , 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

More resources are available for you under “Engineering Communication” at Connexions at at the Cain Project site at in your course Communication Folder in OWLSPACE. Lead through Excellence in Engineering Communication