Technical Comms Process Nf

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Technical Communications: Technical Communications: Process Process

Project ManagementProject Management

• Growing Significance in Today’s Business Growing Significance in Today’s Business WorldWorld

• More Competitive: Time, Resource, and More Competitive: Time, Resource, and Cost Cost Management Requirements are More Management Requirements are More DemandingDemanding

• Projects: User Documentation, Projects: User Documentation, Presentations, Presentations, Training Course Material, Training Course Material, Sales Proposals, Sales Proposals, Marketing Data SheetsMarketing Data Sheets



Duties and Skills of the Project LeaderDuties and Skills of the Project Leader

• Plans and Coordinates Project ActivitiesPlans and Coordinates Project Activities• Project Completed On Time and Within BudgetProject Completed On Time and Within Budget• Work Well with Peers and Motivate Writing TeamWork Well with Peers and Motivate Writing Team• Excellent Oral and Written Communication SkillsExcellent Oral and Written Communication Skills• Manage Time, People, Resources, and Multiple Manage Time, People, Resources, and Multiple

Responsibilities EffectivelyResponsibilities Effectively• Interview and Evaluate New Writing Candidates Interview and Evaluate New Writing Candidates

and Make Recommendations to Managementand Make Recommendations to Management



Administrative Tasks for the Project LeaderAdministrative Tasks for the Project Leader

• Anticipates Problems Affecting Project GroupAnticipates Problems Affecting Project Group• Schedules Writing and Production ResourcesSchedules Writing and Production Resources• Delegates Project Writing TasksDelegates Project Writing Tasks• Forecasts Special Needs/Ensures They are Forecasts Special Needs/Ensures They are

MetMet• Informs Management and Peers of Project Informs Management and Peers of Project

StatusStatus



Administrative Tasks for the Project LeaderAdministrative Tasks for the Project Leader

• Creates Documentation Plans and Creates Documentation Plans and Monthly Status Monthly Status ReportsReports

• Provides Management with Performance Provides Management with Performance Evaluation Information for Each Member Evaluation Information for Each Member

of the of the Project TeamProject Team• Ensures that All Documentation Project Ensures that All Documentation Project

Tasks are Tasks are CompletedCompleted• Keeps Records of Project ActivitiesKeeps Records of Project Activities



Writing-Related Tasks for the Project LeaderWriting-Related Tasks for the Project Leader

• Provides Support, Mentorship, and TrainingProvides Support, Mentorship, and Training• Provides Technical Direction for the Writing TeamProvides Technical Direction for the Writing Team• Ensures that Documentation Standards Are MetEnsures that Documentation Standards Are Met• Reviews Documentation for Readability, Reviews Documentation for Readability, Accuracy, Accuracy,

Consistency, and StyleConsistency, and Style• Identifies Future Documentation RequirementsIdentifies Future Documentation Requirements• Suggests and Implements Process Improvements Suggests and Implements Process Improvements



Client-Relation Tasks for the Project LeaderClient-Relation Tasks for the Project Leader

• Explores Opportunities with Potential Explores Opportunities with Potential CustomersCustomers

• Analyzes Customer Documentation NeedsAnalyzes Customer Documentation Needs• Negotiates Project Costs and SchedulesNegotiates Project Costs and Schedules• Coordinates People, Budgets, and SchedulesCoordinates People, Budgets, and Schedules• Primary Contact for All Documentation IssuesPrimary Contact for All Documentation Issues• Communicates All Relevant Project Information Communicates All Relevant Project Information

to to the Members of the Project Writing Teamthe Members of the Project Writing Team



Suggestions for Project LeadersSuggestions for Project Leaders

• Set Expectations and Manage ThemSet Expectations and Manage Them• Clearly Explain Your Expectations; Don’t Clearly Explain Your Expectations; Don’t

Leave Leave Anything OutAnything Out• Make It Clear: Developers Expected to Make It Clear: Developers Expected to

Spend Time Spend Time with Writers; Documentation with Writers; Documentation Part of ProductPart of Product

• Keep Channels of Communication OpenKeep Channels of Communication Open• Ask for the Product’s History, if Relevant Ask for the Product’s History, if Relevant

to to Learning More About Product FeaturesLearning More About Product Features




• Remain Professional at All TimesRemain Professional at All Times• Detailed Planning = Professional AtmosphereDetailed Planning = Professional Atmosphere• Positive and Professional Attitude Lends to Positive and Professional Attitude Lends to

CredibilityCredibility• Ensure that Presentations are Professional: Ensure that Presentations are Professional:

Examine Room, Check Audio/Visual Examine Room, Check Audio/Visual Equipment, Equipment, Use Visual Aids at Every Use Visual Aids at Every Opportunity Opportunity




• Establish a Respectful Relationship from Establish a Respectful Relationship from the Start: the Start: Ask Client About Their Preferred Ask Client About Their Preferred Way of Working, Way of Working, e.g., Email? In-Person? e.g., Email? In-Person? Regular Meetings?Regular Meetings?

• Explain Your Role at Start of ProjectExplain Your Role at Start of Project• Attend Client Team Meetings (Denotes Attend Client Team Meetings (Denotes

Control/Gains Respect)Control/Gains Respect)• Get to Know the Client: Meet with Each Get to Know the Client: Meet with Each

Developer Developer Individually at Start of ProjectIndividually at Start of Project




• Look Around Client’s Office for Common Look Around Client’s Office for Common Points of Points of Interest; Have Lunch or Coffee with Interest; Have Lunch or Coffee with ClientClient

• Establishing a Rapport with Client Makes Establishing a Rapport with Client Makes it Easier it Easier to Extract Relevant Information for to Extract Relevant Information for the the DocumentationDocumentation

• Try to Have a Meeting for the First Draft Try to Have a Meeting for the First Draft Review Review with All Reviewers: Saves the Time with All Reviewers: Saves the Time Spent Spent Chasing Down Reviewers with Chasing Down Reviewers with Opposing Opposing ViewpointsViewpoints



Typical Project Problems and SolutionsTypical Project Problems and Solutions

Problem:Problem: Getting Inaccurate End-User Getting Inaccurate End-User Information from the DeveloperInformation from the Developer

Solution:Solution: Involve the End User at the Beginning Involve the End User at the Beginning of the Projectof the Project




Problem:Problem: Gaining Permission to Obtain Input Gaining Permission to Obtain Input from a Potential User; Some Project Managers from a Potential User; Some Project Managers Do Not Seem to Trust the Writer’s Capabilities Do Not Seem to Trust the Writer’s Capabilities in Dealing with the End Userin Dealing with the End User

Solution:Solution: Build Up Trust with the Project Build Up Trust with the Project Manager; Explain How You Are Going to Manager; Explain How You Are Going to Interview the End User; Anticipate Any Interview the End User; Anticipate Any Questions or Objections and Prepare Your Questions or Objections and Prepare Your ResponsesResponses




Problem:Problem: Getting the Most Out of the Interview Getting the Most Out of the Interview with the End Userwith the End User

Solution:Solution: Watch the End User in Action; Some Watch the End User in Action; Some Users Are Too Busy or Not Effective at Users Are Too Busy or Not Effective at Answering Questions; Observe and Ask Answering Questions; Observe and Ask Pertinent Questions to Gain InformationPertinent Questions to Gain Information




Problem:Problem: Not Getting Review Comments from a Not Getting Review Comments from a Key Reviewer and You Feel Uncomfortable Key Reviewer and You Feel Uncomfortable ‘Haunting’ the Reviewer‘Haunting’ the ReviewerSolution:Solution: Speak with Their Supervisor and Yours; Speak with Their Supervisor and Yours; Ensure that You Documented and Communicated Ensure that You Documented and Communicated the Deadline for Draft Review Comments. the Deadline for Draft Review Comments. Arrange Review Meetings; Some Reviewers Have Arrange Review Meetings; Some Reviewers Have Trouble Documenting Comments, but in a Trouble Documenting Comments, but in a Meeting Meeting They Can Express Their Comments VerballyThey Can Express Their Comments Verbally




Problem:Problem: Client Dictates the Style and Content of Client Dictates the Style and Content of the Manual, Creates Document Templates, Does the Manual, Creates Document Templates, Does Not Believe in Documentation Plans, and Does Not Not Believe in Documentation Plans, and Does Not Include the Writer in Documentation MeetingsInclude the Writer in Documentation MeetingsSolution:Solution: Meet with the Client and your Supervisor; Meet with the Client and your Supervisor; Explain (with Discretion) that Writers Are Explain (with Discretion) that Writers Are Consultants Who Manage the Writing Effort Instead Consultants Who Manage the Writing Effort Instead of Passively Taking Advice and Direction from the of Passively Taking Advice and Direction from the Client; Maintain Writing, Editing, Planning, and Client; Maintain Writing, Editing, Planning, and Scheduling StandardsScheduling Standards




Problem:Problem: Availability of Developers Availability of DevelopersSolution:Solution: Prepare a List of Questions and Meet Prepare a List of Questions and Meet with the Developer to Go Over Them; with the Developer to Go Over Them; Acknowledge that You Realize the Developer Is Acknowledge that You Realize the Developer Is Busy; Prepare Weekly Status Reports and Busy; Prepare Weekly Status Reports and Distribute Reports to Peers, Managers, and Distribute Reports to Peers, Managers, and Clients; Ask Developer to Delegate a Reliable Clients; Ask Developer to Delegate a Reliable Information Source; or Ask Developer’s Information Source; or Ask Developer’s Supervisor to Free Up Some Time for the Supervisor to Free Up Some Time for the Developer to Provide the Required InformationDeveloper to Provide the Required Information



Managing Your Client’s ExpectationsManaging Your Client’s Expectations

• Some Clients Expect You as the Writer to Some Clients Expect You as the Writer to Write Write the Documentation from Thin Airthe Documentation from Thin Air

• Educate Them About the Possible Educate Them About the Possible Sources of Sources of Information: Interviews, Legacy Information: Interviews, Legacy Documentation, Documentation, Functional Specifications, Functional Specifications, and Other Sources and Other Sources



Expectations for Each Project ParticipantExpectations for Each Project Participant

• GoalsGoals• ProblemsProblems• ExpectationsExpectations• Pressures (Time, Other Projects or Pressures (Time, Other Projects or

Requirements)Requirements)• Options (Documentation Style, Tools, Options (Documentation Style, Tools,

Design, Design, Review Process, and Others)Review Process, and Others)• Restrictions (Time, Decisions, Budget)Restrictions (Time, Decisions, Budget)• Likes and DislikesLikes and Dislikes



Expectations for Each Project ParticipantExpectations for Each Project Participant

• Style of Work (Casual, Formal, Email, Style of Work (Casual, Formal, Email, Team Team Meetings, One-On-One Meetings, Meetings, One-On-One Meetings, etc.)etc.)

• Special Needs (e.g., Section 508)Special Needs (e.g., Section 508)• Levels of Documentation ConfidentialityLevels of Documentation Confidentiality• Audience Profile and Task AnalysisAudience Profile and Task Analysis• Language Translation Requirements (if Language Translation Requirements (if

Any)Any)



Sources of InformationSources of Information

• Information Sources Provide the Initial ‘Ball Information Sources Provide the Initial ‘Ball of of Wax’Wax’

• Use Meetings/Draft Reviews to Continually Use Meetings/Draft Reviews to Continually ‘Play ‘Play Catch’ with Reviewers, Continually Growing Catch’ with Reviewers, Continually Growing and and Refining This ‘Ball’ of InformationRefining This ‘Ball’ of Information

• Start Out with a Rough Outline, Topic Start Out with a Rough Outline, Topic Headings Headings and Sentences, Then Paragraphs, and Sentences, Then Paragraphs, Tables and Tables and IllustrationsIllustrations



Potential Sources of InformationPotential Sources of Information

• Developers and SupervisorsDevelopers and Supervisors• Functional and Design SpecificationsFunctional and Design Specifications• Marketing Specifications and Business PlanMarketing Specifications and Business Plan• Legacy Documentation and Development Legacy Documentation and Development

PlanPlan• Project Documents (Project Initiation Project Documents (Project Initiation

Document, Document, Project Office Document, Business Project Office Document, Business Vision, Use Vision, Use Cases, Analysis and Design, Test and Cases, Analysis and Design, Test and Phase Phase Review Documents, and Others)Review Documents, and Others)



Draft Reviewer’s ExpectationsDraft Reviewer’s Expectations

• Many Reviewers Are Unsure What Is Many Reviewers Are Unsure What Is Expected of Expected of ThemThem

• Sometimes Perform Cursory Review Sometimes Perform Cursory Review Because “It’s Because “It’s the Writer’s Job” to Publish the Writer’s Job” to Publish the Documentationthe Documentation

• Some Reviewers Think They Should Some Reviewers Think They Should Concentrate Concentrate on Correcting Grammar and on Correcting Grammar and Rewriting ContentRewriting Content



Reasons for Draft ReviewsReasons for Draft Reviews

• To Ensure Technical AccuracyTo Ensure Technical Accuracy: Does the : Does the Documentation Accurately Describe the Way Documentation Accurately Describe the Way Things Work? the Screens? the Procedures? Things Work? the Screens? the Procedures? Methods? Hardware Descriptions?Methods? Hardware Descriptions?

• To Ensure CompletenessTo Ensure Completeness: Are There Any : Are There Any Omissions? Is Everything Covered that Needs to Omissions? Is Everything Covered that Needs to

Be?Be?• Is the Document Readable? Do Is the Document Readable? Do

Explanations Explanations Follow a Logical Progression? Follow a Logical Progression? Are They Clear and Are They Clear and Understandable? Do Understandable? Do They Make Sense?They Make Sense?



Reasons for Draft ReviewsReasons for Draft Reviews

• Is Too Much Material Covered? Is Too Much Material Covered? • Are There Unnecessary Explanations? Are There Unnecessary Explanations?

Figures? Figures? Sections? Chapters?Sections? Chapters?• Are Figures and Tables Helpful, Clear, Are Figures and Tables Helpful, Clear,

and and Accurate?Accurate?• Is There a Need for Additional Text? Is There a Need for Additional Text?

Figures? Or Figures? Or Other Content?Other Content?• Are All References to Text, Figures, and Are All References to Text, Figures, and

Tables Tables Accurate and Appropriate?Accurate and Appropriate?



Draft Review Instructions (Cover Letter)Draft Review Instructions (Cover Letter)

• Cover Letter Should Accompany Each Cover Letter Should Accompany Each Draft Draft Review Copy Review Copy

• ‘‘Draft Review Copy’ Written on Each PageDraft Review Copy’ Written on Each Page• For Online Documentation: Print Out For Online Documentation: Print Out

Pages for a Pages for a Standard Hard-Copy Review, OR… Standard Hard-Copy Review, OR… Centralized Centralized Online Feedback Table on IntranetOnline Feedback Table on Intranet—Follow Up —Follow Up with with a Team Review Session a Team Review Session of Electronic Version via of Electronic Version via an Overhead an Overhead ProjectorProjector



Draft Review PhasesDraft Review Phases

• Rough Draft (New or Drastically Changed Rough Draft (New or Drastically Changed Product)Product)

• First DraftFirst Draft• Second Draft (Final Draft)Second Draft (Final Draft)• Signoff DraftSignoff Draft



Rough DraftRough Draft

• Usually Start This Draft with Functional Usually Start This Draft with Functional Specifications and Interviews with DevelopersSpecifications and Interviews with Developers

• Artwork, Screens, Menus, and Messages Artwork, Screens, Menus, and Messages May Not May Not Be AvailableBe Available

• Indicate Incomplete SectionsIndicate Incomplete Sections• Review Layout, Outline, Omissions, Review Layout, Outline, Omissions,

Accuracy of Accuracy of Descriptions and Procedures Descriptions and Procedures • Specific/Complete Review Comments Specific/Complete Review Comments

Required: Required: “???,” “Huh?,” “Wrong,” Are Not “???,” “Huh?,” “Wrong,” Are Not UsefulUseful



First DraftFirst Draft

• ‘‘Flesh Out’ Headings and All Sections Flesh Out’ Headings and All Sections Should Have Should Have a Substantial Amount of Text a Substantial Amount of Text

• Almost All Artwork, Screens, Menus, and Almost All Artwork, Screens, Menus, and Messages Should Be AvailableMessages Should Be Available

• Issues Regarding Layout, Outline, Issues Regarding Layout, Outline, Omissions, Omissions, Accuracy of Descriptions and Accuracy of Descriptions and Procedures Should Procedures Should Have Been AddressedHave Been Addressed



Second (Final) Draft Second (Final) Draft

• Almost Ready for ProductionAlmost Ready for Production• Check for Accuracy and CompletenessCheck for Accuracy and Completeness• If Last-Minute Functional Changes If Last-Minute Functional Changes

Produce Produce Numerous Changes in the Draft, Numerous Changes in the Draft, Incorporate Incorporate Changes and Introduce Changes and Introduce Another Second (Final) Another Second (Final) Draft—Notify Everyone Draft—Notify Everyone that Schedule May Be that Schedule May Be ImpactedImpacted



Signoff Draft Signoff Draft

• Reviewer’s Last Chance Reviewer’s Last Chance • Check that All Earlier Changes Have Check that All Earlier Changes Have

Been Made Been Made • Check that Last-Minute Changes Are Check that Last-Minute Changes Are

CorrectCorrect• Read the Document CarefullyRead the Document Carefully• Make Final Check for Accuracy and Make Final Check for Accuracy and

Completeness Completeness



Releasing the Official Documentation Releasing the Official Documentation

• Document Placed on Company Network Document Placed on Company Network • Notify All Relevant Personnel Notify All Relevant Personnel • Depending on Their User and Business Depending on Their User and Business

Roles, Roles, Employees Can Access the Employees Can Access the Documentation for Documentation for Reading and/or for Reading and/or for Internal/External Distribution Internal/External Distribution



Documentation Monitoring and ControlDocumentation Monitoring and Control

• For Print Documentation: Title, Draft/Release For Print Documentation: Title, Draft/Release Version Number, Date of Release on Header Version Number, Date of Release on Header and/or Footer of Each Pageand/or Footer of Each Page

• Version Numbers: Draft = Non-Zero Right of Version Numbers: Draft = Non-Zero Right of Decimal Point (e.g., v0.1, v1.3, v2.7, etc.) Decimal Point (e.g., v0.1, v1.3, v2.7, etc.)

• Version Numbers: Official Release = Zero Version Numbers: Official Release = Zero Right of Right of Decimal Point (e.g., v1.0, v2.0, v3.0, Decimal Point (e.g., v1.0, v2.0, v3.0, etc.) etc.)

• Archiving/Shredding to Conform with Archiving/Shredding to Conform with International International Standards (e.g., ISO 9000)Standards (e.g., ISO 9000)



Documentation Monitoring and ControlDocumentation Monitoring and Control

Typical Development Process for a Document:Typical Development Process for a Document:

1.1. Documentation PlanDocumentation Plan

2.2. Draft ReviewDraft Review

3.3. Official Release and ImplementationOfficial Release and Implementation

4.4. Operation Change Order Form (if Applicable)Operation Change Order Form (if Applicable)

5.5. Documentation Control and MaintenanceDocumentation Control and Maintenance



MeetingsMeetings

• Be Clear About the Purpose of the MeetingBe Clear About the Purpose of the Meeting• Prepare and Distribute an Agenda Prior to Prepare and Distribute an Agenda Prior to

the the Meeting Date Meeting Date • Guarantee Participant AttendanceGuarantee Participant Attendance• Run Your Meeting EffectivelyRun Your Meeting Effectively• Deal with Problem ParticipantsDeal with Problem Participants• Follow Up After the MeetingFollow Up After the Meeting



Be Clear About the Purpose of the MeetingBe Clear About the Purpose of the Meeting

• Is It an Informative Exchange or a Is It an Informative Exchange or a PresentationPresentation

• To Resolve ConflictsTo Resolve Conflicts• To Analyze Current Trends and Plan for the To Analyze Current Trends and Plan for the

FutureFuture• To Improve Existing WorkTo Improve Existing Work• To Provide Training and DevelopmentTo Provide Training and Development



Prepare/Distribute Agenda Prior to MeetingPrepare/Distribute Agenda Prior to Meeting

• Clear Identity of the Group That’s Clear Identity of the Group That’s MeetingMeeting

• Limited Amount of Agenda Items with a Limited Amount of Agenda Items with a Prioritized Prioritized List Presented in Logical OrderList Presented in Logical Order

• A List of People Who Will Contribute to A List of People Who Will Contribute to the the Meeting and What They Will ContributeMeeting and What They Will Contribute



Guarantee Participant AttendanceGuarantee Participant Attendance

• Emphasize the Necessity of the MeetingEmphasize the Necessity of the Meeting• Insist on the Importance of Individual Insist on the Importance of Individual

Attendance Attendance and Contributionand Contribution• Choose a Date, Time, and Location That’s Choose a Date, Time, and Location That’s

Suitable Suitable to Those Invitedto Those Invited• Follow the AgendaFollow the Agenda• Set Up a Plan for Unexcused Absences Set Up a Plan for Unexcused Absences



Run Your Meeting EffectivelyRun Your Meeting Effectively

• Begin on TimeBegin on Time• Review Agenda and Set ObjectivesReview Agenda and Set Objectives• Follow the AgendaFollow the Agenda• Assign Action Items/Establish Target DatesAssign Action Items/Establish Target Dates• Summarize the Agreements ReachedSummarize the Agreements Reached• Resolve Loose Ends and IssuesResolve Loose Ends and Issues• Record Meeting MinutesRecord Meeting Minutes• End Meeting on TimeEnd Meeting on Time



Deal with Problem ParticipantsDeal with Problem Participants

• Listen—Do Not DebateListen—Do Not Debate• Talk Privately with Problem MembersTalk Privately with Problem Members• Turn Negative Behavior into Positive Turn Negative Behavior into Positive

ContributionsContributions• Encourage Group CensureEncourage Group Censure



Follow Up After the MeetingFollow Up After the Meeting

• Distribute Meeting Minutes PromptlyDistribute Meeting Minutes Promptly• Encourage the Completion of Action Encourage the Completion of Action

ItemsItems• Placing Unfinished Business on the Placing Unfinished Business on the

Agenda for Next Agenda for Next MeetingMeeting



Meeting with the End UserMeeting with the End User

• Ensure They Don’t Feel They’re Being QuizzedEnsure They Don’t Feel They’re Being Quizzed• Ask What’s Wrong with the ProductAsk What’s Wrong with the Product• Ask What Needs to be Known When Using ItAsk What Needs to be Known When Using It• Ask What Knowledge Would Help Simplify the Ask What Knowledge Would Help Simplify the

ProcessProcess• Ask End User What Other Product Resources Ask End User What Other Product Resources

They They Can Provide (e.g., People or Information)Can Provide (e.g., People or Information)



Assertive BehaviorAssertive Behavior

• Alternative to Powerlessness and Alternative to Powerlessness and ManipulationManipulation

• Barriers to Self Expression: Barriers to Self Expression: • No Right to Question Developer’s OpinionsNo Right to Question Developer’s Opinions• Fearful that Engineer Will Complain to Your Fearful that Engineer Will Complain to Your

SupervisorSupervisor• Lack Assertion Skills; e.g., Don’t Know How to Handle Lack Assertion Skills; e.g., Don’t Know How to Handle

aa

Pushy DeveloperPushy Developer




• Changes in Project Are Certain—Be Changes in Project Are Certain—Be PreparedPrepared

• Material Is Added Material Is Added • Deadlines Are ShortenedDeadlines Are Shortened• Need for Negotiation and UnderstandingNeed for Negotiation and Understanding




• Sometimes Difficult or Impossible to Meet Sometimes Difficult or Impossible to Meet RequestRequest

• Assertive Behavior and Negotiation Skills Assertive Behavior and Negotiation Skills Can Can Effect a Win-Win Compromise Effect a Win-Win Compromise



Dealing with Demands and CriticismDealing with Demands and Criticism

• Record All Meeting MinutesRecord All Meeting Minutes• Last-Minute Additions with No Schedule Last-Minute Additions with No Schedule

SlipSlip• People Tend to React to Criticism People Tend to React to Criticism

EmotionallyEmotionally• Emotional Responses Lead to Aggressive Emotional Responses Lead to Aggressive

BehaviorBehavior• It’s Not the Anger, It’s How You Manage ItIt’s Not the Anger, It’s How You Manage It



Guidelines to Reacting to CriticismGuidelines to Reacting to Criticism

• Separate the Person from the ProblemSeparate the Person from the Problem• Do Not Over-Generalize—Get SpecificsDo Not Over-Generalize—Get Specifics• Do Not Counter-Attack—Loss of Self Do Not Counter-Attack—Loss of Self

ControlControl• Do Not Offer Excuses or Remain Silent—Do Not Offer Excuses or Remain Silent—

Speak UpSpeak Up



Guidelines to Reacting to CriticismGuidelines to Reacting to Criticism

• Don’t Say You Agree When You Don’t—Don’t Say You Agree When You Don’t—Express Express

• Listen—Before Interrupting and Offering Listen—Before Interrupting and Offering SolutionsSolutions

• Ask for More Information—To ClarifyAsk for More Information—To Clarify• Ask for a Solution—Pose Opened-Ended Ask for a Solution—Pose Opened-Ended

QuestionsQuestions



Responding to Valid CriticismResponding to Valid Criticism

• Accept It: “You’re Right. I’ll Change It.” Accept It: “You’re Right. I’ll Change It.” • Delay: “I’ll Need to Discuss This with My Delay: “I’ll Need to Discuss This with My

Manager Manager First. I’ll Get Back to You.” (Ensure First. I’ll Get Back to You.” (Ensure that You Do)that You Do)

• Disagree in Part: “I Agree with Your First Disagree in Part: “I Agree with Your First Two Two Comments; However, the Last One Comments; However, the Last One Seems Seems Unjustified.”Unjustified.”