categoryallspace2-Articles Collaboration http://tc.eserver.org/dir/Articles/Collaboration A directory of resources about articles and collaboration in the field of technical communication. en-us Copyright (c) 2005-08 by the EServer. All rights reserved. tclib-editorial@eserver.org (TC Library Editorial Board) webmaster@eserver.org (Geoffrey Sauer) http://tc.eserver.org/images/newlogo.gif http://tc.eserver.org/dir/Articles/Collaboration http://tc.eserver.org/31583.html http://tc.eserver.org/31583.html Free and cheap tools (blogging software, cheap digital cameras) have made "many-to-many" communication possible. This is sometimes called the "rise of the creative class." People are shifting from being consumers to creators. http://tc.eserver.org/31526.html http://tc.eserver.org/31526.html It's no secret that networking is a key factor in career success. And failing to keep an active network can hinder your employment prospects if you suddenly find yourself in the job market with no contacts or references. As a professional communicator, you already know how important connections are. But a network must be continually nurtured, and you may be neglecting yours unintentionally. Here are 10 common networking mistakes and tips to avoid them http://tc.eserver.org/31547.html http://tc.eserver.org/31547.html In an effort to be less than constructive, here are ten sure-fire ways to alienate and de-motivate your team on your change journey. Hit-or-miss approaches don't go far enough; this is your chance to use the best methods of corporate torture and humiliation developed by dictators, steamrollers and other "tough guy" change agents. http://tc.eserver.org/31562.html http://tc.eserver.org/31562.html Communication professionals can and should have frequent, direct access to and influence on executive leadership. Your CEO needs you, but are you ready? It is a misperception that CEOs are too busy, uninterested or unreceptive. While some communicators have close contact with executives, many other communication professionals rarely see the CEO and may have many layers of management between themselves and that "C-level" suite. But you don't have to report directly to the CEO to get his or her ear. http://tc.eserver.org/31566.html http://tc.eserver.org/31566.html It's an undisputed fact. Some CEOs refuse to acknowledge that their communication skills could use a tune-up. Someone in your organization -- quite possibly you -- needs to assume responsibility for sharpening your CEO's communication skills. If your leader neglects this part of her leadership toolkit, it's time to offer some frank advice on how she can improve. You must also be prepared to deal with the sensitive matter of how to encourage the boss to accept the benefits of learning from a communication training workshop. http://tc.eserver.org/31567.html http://tc.eserver.org/31567.html Virtually every employee in an organization performs a discrete set of tasks. Only the leader sees the big picture -- unless the leader does a good job of conveying that big picture to his workforce. Of course, there's more to leadership than getting people to buy into your vision. http://tc.eserver.org/31517.html http://tc.eserver.org/31517.html A wiki is a web site that anybody can change. You may have already visited a wiki without even knowing it. Wikis are poised to become one of the most important online communication tools we’ve seen in a long time. While blogs are justifiably getting most of the attention paid to the online world these days, wikis are quietly weaving their way into both the external and internal communication world. http://tc.eserver.org/31484.html http://tc.eserver.org/31484.html Face time. According to the fourth annual survey of the North American workplace, from Netherlands-based staffing organization Randstad, those two words best describe the most preferred way for employers to communicate with employees. The 2003 Employee Review is based on findings from 2,826 telephone interviews conducted by RoperASW, making it one of the most extensive employee attitude surveys conducted in the U.S. “E-mail is far behind face-to-face meetings as the means of communication most preferred by employees,” said Joanne Reichardt, vice president of corporate communications and public affairs for Randstad North America. “In short, everyone wants face time.” http://tc.eserver.org/31440.html http://tc.eserver.org/31440.html Organizations with virtual teams have invested vast resources in recruiting and retaining a diverse workforce, offering cultural diversity training and providing the technology that makes the functioning of these teams possible. To ignore the opportunities and the potential pitfalls of these teams would minimize this investment. http://tc.eserver.org/31337.html http://tc.eserver.org/31337.html In today's world, employees are searching for meaning in their work. They want to understand the big picture and how they can contribute to it. Companies are increasingly being asked to put the values they mention in their mission statements into practice. It is against this background that teambuilding is acquiring a whole new meaning. http://tc.eserver.org/31338.html http://tc.eserver.org/31338.html To the uninitiated, a newsroom on deadline may seem more like a scene of chaos than a smoothly functioning team. Having spent the early part of my career in newsrooms and the rest in corporate settings, I can say that the closest I have ever come to the high-performing teams executives struggle to create has been in the world of daily news. http://tc.eserver.org/31339.html http://tc.eserver.org/31339.html With the birth of the Internet and the advancement of other information technologies, companies and organizations are now able to operate across borders, cultures and time zones at lower costs than ever before. One way this occurs is through virtual teams, which allow companies to maximize their global expertise and resources, while team members can remain in their home countries. http://tc.eserver.org/31276.html http://tc.eserver.org/31276.html Meet Scott, age 28, with a Dunkin' Donuts cup costume, a web site, a MySpace page and an archive of compelling brand content that, by the way, happens to rank number four in a Google search for the brand name. Scott is among the legions of brand enthusiasts who are knocking down the walls of the traditional "us versus them" brand relationship, demanding to be let in and be a part of the brand experience. http://tc.eserver.org/31277.html http://tc.eserver.org/31277.html Like most corporations, computer maker Dell offers a pop-up list of countries and regions on its web site. But, look closely between Saudi Arabia and Senegal, and you'll find a country called "Second Life." Click on it and you'll find that it's not a country but a world—of the virtual kind. http://tc.eserver.org/31278.html http://tc.eserver.org/31278.html Before you jump up and down about social media and the wonderfully transparent world it is creating, consider the consequences. There’s just no way to prevent those outside your walls from looking in. Leaky information, errant e-mails and inappropriate instant messages now have the capacity to become very, very public. If there's one lesson that communicators need to take away from the new social media, it's how to operate in a world of transparency. http://tc.eserver.org/31263.html http://tc.eserver.org/31263.html Many IABC members are hungry to get a seat at the corporate boardroom table. They want to be influencers. If you want to pull up a chair with the "C" level folks, networking is key. Networking is not asking, "Do you have work for me?" Networking is building long-term, mutually beneficial relationships. http://tc.eserver.org/31209.html http://tc.eserver.org/31209.html Managing internal communication across a global organization is an exciting and challenging task. How this task is approached will vary widely depending on the culture and structure of the particular organization, as well as the location of its headquarters. http://tc.eserver.org/31212.html http://tc.eserver.org/31212.html Today’s global marketplace teaches us that effective practices for internal communication in international corporations must be tuned to the cultural profiles of employees in their own countries. Internal communication departments are given the task of adapting company messages that effectively reach the organization’s global employee base. In order to ensure the effectiveness of these communications, organizations must first develop awareness, knowledge and intercultural skills within their internal communication teams. http://tc.eserver.org/31117.html http://tc.eserver.org/31117.html The fact that a Workplace could be considered 'quick' is not properly linked with the easiness to find information or with the speedy level of the communications: in this context it is linked to the Wiki feature of assuring a real-time updating access to contents and resources (data, information or knowledge and physical resources). http://tc.eserver.org/31119.html http://tc.eserver.org/31119.html The true collaboration occurs when people have the possibility to co-work on the same sub-task, activating a mechanism of new knowledge creation. Collaboration is not so obvious if is not clearly supported: the risk is to exchange this 'together' learning process with a simple cooperation process, producing not new knowledge but only a simple addition of individual regress knowledge. http://tc.eserver.org/31120.html http://tc.eserver.org/31120.html The possibility of sharing improves an effective distribution of common resources (meeting room, projector, corporate car...). In a more general acceptation of the term, the availability to ideas or previous solutions useful for different use is an advantage that make co-creation of new knowledge and a healthy circulation of knowledge possible. http://tc.eserver.org/31121.html http://tc.eserver.org/31121.html A common element between Wiki philosophy and innovation successful case histories, is the partial or total absence of structure or, saying better, of hierarchy. The possibility, in fact, to contribute in the same way, indifferently at which level you are involved in the organization, is one of the first steps towards the reduction of barriers to collaboration, participation and involvement in the organizational life. http://tc.eserver.org/31122.html http://tc.eserver.org/31122.html Strictly linked with transparency concept, openness is at the base of the principle that people work better if they have access to the right information and possibility to assume that all over the organization. The simple access to other group member data or the possibility to know activities scheduled also in other groups are normal operations in a mature context such as is allowed to look to other team solutions or results in order to decide something for the own team. http://tc.eserver.org/31045.html http://tc.eserver.org/31045.html As Business Analysts we have such a great opportunity everyday to use a variety of skills in ever changing project situations. This gives us the chance to showcase and develop in multiple areas that will help us evolve the profession of Business Analysis and help us each grow in our own careers. http://tc.eserver.org/31035.html http://tc.eserver.org/31035.html Short deadlines force project teams to quickly design, test, and release the product with little or no design documentation. If these documents are written, they generally are not well-written and are not comprehensive. The fact of the matter is that most project teams do not have enough staff to design the product, let alone write and manage documentation. This situation creates an ideal opportunity for technical writers to assist the project team in more ways than writing a user guide. http://tc.eserver.org/31015.html http://tc.eserver.org/31015.html Explains how a leading global law firm manages its market and client research. Outlines the firm's divisions, business activities and client base. Explains in detail how the firm uses business research, covering use of market intelligence on the business issues that an individual client faces, and the gathering of intelligence about the client, to disclose the nature and extent of the firm's ambitions to advise the organization concerned. Discusses the staffing of a law firm's business research capability, pointing out that not only staff expertise but also confidentiality concerns mean that it is not always efficient for lawyers to access internal and external information sources directly. Suggests that defining the minimum business research necessary improves the usefulness of the information delivered and saves the firm time -- and that removing the uncertainty about what is required improves job satisfaction as well. http://tc.eserver.org/31018.html http://tc.eserver.org/31018.html Web 2.0 technologies are becoming increasingly ubiquitous among younger generations of IT users and this is creating a new set of expectations about accessing quality information for business, research and academic purposes. The article looks at how this situation has impacted on the expectations of users of library and information services. Although there are solid reasons for standing by professional standards, there is little doubt that the next generation has a greater expectation around being participants in, rather than recipients of, knowledge sharing. How will this impact the status of the professional librarian and information manager, and to what extent should they change with this paradigm shift looming? http://tc.eserver.org/31020.html http://tc.eserver.org/31020.html In the discipline of design, the most common presentation genre is the critique, and the most central aspect of this genre is the feedback. Using a qualitative framework, this article identifies a typology of feedback, compares the frequencies of feedback types between different levels of design studios ranging from novice to expert, and explores what the feedback reflects about the social and educational context of these design studios. Results suggest that the feedback socialized students into egalitarian relationships and autonomous decision-making identities that were perhaps more reflective of academic developmental stages or idealized workplace contexts than of actual professional settings--therefore potentially complicating the preprofessional goals of the critique. http://tc.eserver.org/31003.html http://tc.eserver.org/31003.html QuikScan is a set of summarizing and highlighting techniques that enable readers to quickly find information in documents. The foremost goal of the QuikScan Project is to improve the quality of business meetings by supporting attendees who must deliberate over documents they may not have carefully read. We envision QuikScan as a new career path for professional editors. http://tc.eserver.org/31005.html http://tc.eserver.org/31005.html Communication technology has changed the way we think of the workplace. It is no longer a physical location with equipment and personnel coming together in one place. Equipment and people can now be spread across the campus, across the city, across the country, or across the globe. At the same time the authors write that the hierarchical structure of companies is changing along with the geography. Employees no longer need to do specific tasks given to them by a local supervisor, but instead they can all take responsibility for the welfare of the organization. Each and every employee can have his or her ideas for innovation taken seriously. An interesting corollary to this discussion, not brought up by Tapscott and Williams, are benefits of the collaborative workplace, not directly related to the bottom line. http://tc.eserver.org/30887.html http://tc.eserver.org/30887.html For contract web workers, consultants, and freelancers who work with far-flung collaborators, multiple clients, and constantly shifting teams, the rules of digital engagement--the way we interact with each other and resolve conflict in virtual space--are constantly changing. As we adapt to new ways of collaborating, we must also learn how to communicate effectively, set expectations, and build team confidence in an evolving work environment. http://tc.eserver.org/30845.html http://tc.eserver.org/30845.html Teaching students to write persuasive messages is a critical feature of any undergraduate business communications course. For the persuasive writing module in my course, students write a persuasive message on the basis of the four-part indirect pattern often used for sales or fund-raising messages. The course text I use identifies these four components by their rhetorical functions: gain attention, build interest, reduce resistance, and motivate action. http://tc.eserver.org/30829.html http://tc.eserver.org/30829.html I've often wondered what it would be like to throw a party and invite only technical writers. While we are a diverse bunch, we definitely share some common interests, pet peeves, etc. If you ever happen to arrange such a gathering, here are a few ideas for keeping your guests entertained. http://tc.eserver.org/30808.html http://tc.eserver.org/30808.html If you've been a technical writer for long, chances are you've had to convince someone of the importance of documentation. It just comes with the territory. People often don't see the value of writing technical manuals. So how do you convince them? http://tc.eserver.org/30774.html http://tc.eserver.org/30774.html It turns out that you can get out of a slump or handle pressure situations comfortably by merely changing your facial expressions. I have been trying this over the past several days and have been completely stunned with what happens. http://tc.eserver.org/30740.html http://tc.eserver.org/30740.html Community collaboration has become an influential interorganizational phenomenon that provides innovative solutions for social problems. This critical case study uses dialogic theory to investigate how collaboration stakeholders negotiate creative and democratic outcomes. Findings demonstrate how a dialogic moment, although embedded in a homogenous partnership that facilitated discursive closure, constituted meaningful organizational change. The study empirically extends the theoretical claim that diversity resides in the communication situation and reveals that collaboration practices and stakeholder models are better understood when grounded in dialogic theory. http://tc.eserver.org/30724.html http://tc.eserver.org/30724.html According to research in educational psychology, advance organizers lead to better learning and recall of information. In this research, the authors explored advance organizers from a business perspective, where larger documents are read under time pressure. Graphic and verbal advance organizers were manipulated into six versions of an advisory report, read by 159 experienced professional readers in a between-subjects design. Their reading time was limited to encourage selective reading. The results show that graphic advance organizers facilitate selective reading, but they do not enhance recall. Verbal advance organizers introducing a problem enhance recall, and graphic advance organizers moderate the effects on both selective reading and recall. http://tc.eserver.org/30707.html http://tc.eserver.org/30707.html There's an irony about agile development. There is no hard evidence that it produces better software, faster. And formal adoption rates, admittedly hard to measure, don't reach the 20 percent mark. Yet the ideas that underpin agile development--defining requirements incrementally, writing software in short stints, seeking customer feedback, testing code as it's written, frequent builds--have caught on like wildfire. They are widely accepted as sound development practices, even among teams that have not formally adopted them. http://tc.eserver.org/30711.html http://tc.eserver.org/30711.html Within democratic theory, the deliberative variant has assumed pre-eminence. It represents for many the ideal of democracy, and in pursuit of this ideal, online discussion forums have been proposed as solutions to the practical limits to mass deliberation. Critics have pointed to evidence which suggests that online discussion has tended to undermine deliberation. This article argues that this claim, which generates a stand-off between the two camps, misses a key issue: the role played by design in facilitating or thwarting deliberation. It argues that political choices are made both about the format and operation of the online discussion, and that this affects the possibility of deliberation. Evidence for the impact of design (and the choices behind it) is drawn from analysis of European Union and UK discussion forums. This evidence suggests that we should view deliberation as dependent on design and choice, rather than a predetermined product of the technology. http://tc.eserver.org/30726.html http://tc.eserver.org/30726.html This study was designed to test the effects of favor and apology on compliance and to explain any potential effect via indebtedness, gratitude, and liking. Two experiments were devised to accomplish these ends. In the first experiment favor and apology were varied in the absence of a transgression to see if apologizing for not providing a favor can be used proactively to increase compliance. In the second experiment favor and apology were varied in a more common scenario, following a transgression. Results show that favor has a positive effect on compliance mediated by gratitude when using a general prosocial request and by liking when using a more altruistic request. Results also suggest that apology has a positive effect on liking and that apology has an indirect effect on compliance under certain conditions. http://tc.eserver.org/30727.html http://tc.eserver.org/30727.html This study investigates the effects of shared cognition on group member satisfaction and group task performance. The hypotheses are that groups who have shared cognition concerning communication rules, such as politeness and efficiency, will be more satisfied with their group processes and will perform a task better than will those in groups lacking shared cognition concerning communication rules. The research involved 67 groups (N = 236) performing a radio assembly task for 20 minutes. Group members in the shared cognition condition received the same instructions to communicate politely (or efficiently). In the non-shared cognition condition, some members in a group received instructions to communicate politely and other members in the same group received instructions to communicate efficiently. The data are consistent with the part of the hypothesis relating to satisfaction but not to the one relating to performance. http://tc.eserver.org/30702.html http://tc.eserver.org/30702.html This article reports a case study of three multinational companies that work together in a consortium, focusing on intercompany and intracompany variation in writing products and processes. The authors discuss variation in two genres: meeting minutes and internal memos. Adopting a social constructionist, communities of practice (CofP) approach, they argue that the companies form overarching constellations of CofP. Although the participants broadly work with the same genres of written documents, the form of these documents varies according to the local context, audience, and purpose. The authors discuss the implications of their findings, with particular reference to the difficulty writers face when they make the transition from writing for one community of practice to writing for another. http://tc.eserver.org/30728.html http://tc.eserver.org/30728.html The inferences individuals make about others' goals is an integral, but neglected, aspect of empirical and theoretical work on social interaction. An original theoretical framework is proposed to account for interindividual agreement and certainty of goal inferences. Two experiments applied the framework to explain how contextual ambiguity and tactical functionality affected agreement and certainty. Results generally support hypotheses regarding agreement, such that goal inferences converged (i.e., interobserver agreement increased) as the context and tactic became more compatible, yet results largely do not support hypotheses for inference certainty, as the only significant effect that emerged was that certainty was higher in unambiguous than ambiguous contexts. A reconsideration of the theoretical framework on goal detection is discussed and implications are advanced. http://tc.eserver.org/30621.html http://tc.eserver.org/30621.html As companies become more internationally orientated, joint projects among groups in different countries are becoming more common. These projects offer unique opportunities, including learning about another culture and the chance to travel. They also present obstacles, including difficulties in communication. Time differences allow a small window for phone calls. Periodic face-to-face meetings are essential, since they build under- standing and tolerance that carry over into communication by phone or electronic mail. Cultural and national differences in business practice further complicate the picture. It is important to work out all procedures, standards, and objectives in writing for the project to succeed. http://tc.eserver.org/30589.html http://tc.eserver.org/30589.html SIGs exist to serve specialized needs within the greater organization. Special Interest Groups (SIGs) and Professional Interest Committees (PICs) are a tool by which the local chapters can serve a diverse range of special interests, boosting chapter membership. The Lone Star Chapter (Dallas/Fort Worth) began hosting SIG meetings three years ago. Currently, with four active SIGs, we are hosting an additional 100 to 200 members per month. This is how we built our SIGs to promote membership in STC. In the spring of 1990, a group of disgruntled contractors began to meet formally to discuss dissatisfaction with insurance plans for independents available through the society. We had been meeting informally for many years, to discuss the job market, rates available, and generally to gossip. We call it networking. personal contact or the sudden ice storm we had that night attendance was down significantly. From that point, we have kept a mailing list updated from our sign-in sheets, and sent postcard reminders about each meeting. http://tc.eserver.org/30597.html http://tc.eserver.org/30597.html Double agents on writing teams provide benefits to both product developers and technical writers with their unique skills and perspectives. You'll be more likely to get the information you need when you need it because your double agent has already set the stage for success. Learn the benefits of having a double agent working with technical writers as a part of the product development team. Discover valuable secrets never before divulged to the public that you can use to work with your product developers. Take out your magnifying glass and look for the clues. http://tc.eserver.org/30587.html http://tc.eserver.org/30587.html Most companies want to be recognized for producing usable products, for the quality of products must be high if they are to be accepted into today's competitive market. However, usability planning relies on interaction with other departments and their members. In other words, the most successful way to ensure product usability is to set up a test team consisting of representatives from various departments. This paper details the members of that test team and discusses their overall responsibilities in the testing process. http://tc.eserver.org/30564.html http://tc.eserver.org/30564.html If we've been asked by a peer to review his or her work before it is sent out to be scrutinized by the world, our job is to neither edit nor rewrite the information. Our job is to give helpful, specific feedback about where the information communicates well and where it needs work. The more we understand about how to review a peer's work effectively, and how doing this is different from editing, the better feedback we can provide. http://tc.eserver.org/30576.html http://tc.eserver.org/30576.html For technical communicators, storyboarding is a path to collaboration with team members and users. Collaboration and storyboarding help technical communicators get new ideas, find new structures, and discover new modes of expression. In this workshop, you will learn about storyboards and how to develop them. You will also participate in exercises on conducting and collaborating on a storyboard review and on writing a storyboard specification. You will discover how collaboration helps create the context, organization, and design of a document through the use of storyboards. http://tc.eserver.org/30537.html http://tc.eserver.org/30537.html Most graduate students at the Air Force Institute of Technology's School of Logistics and Acquisition Management write their theses as a team project. However, the Institute has gathered no systematic information about how students manage their collaborative thesis-writing processes. This research gathers descriptive quantitative and qualitative data from 1992 graduates concerning how they composed the teem-authored thesis. In addition, this research extends the collective vocabulary concerning collaborative writing, particularly when applied in academic settings. http://tc.eserver.org/30390.html http://tc.eserver.org/30390.html This paper is an explanation of a low-cost and high-fun method used by the Lone Star Chapter to recognize officers and committee managers for their work during the past year. http://tc.eserver.org/30391.html http://tc.eserver.org/30391.html Developing a strong student STC chapter is a challenging and rewarding experience. Those of us who are involved in this process can certainly benefit from sharing our ideas in a directed workshop atmosphere. Participants will exchange ideas and formulate working strategies for the development, maintenance, and growth of a student chapter. http://tc.eserver.org/30398.html http://tc.eserver.org/30398.html This progression presents a structured approach to client-vendor communications that can enhance quality; ease frazzled nerves; and result in win-win situations for clients, vendors, end users, and their organizations. Participants will discuss how clear, structured communications can strengthen their roles as clients and vendors of publication products and services. Participants will review the checklist that this vendor developed for use from initial contact to contract to project completion. Discussion will address how participants can develop their own customized checklists. http://tc.eserver.org/30347.html http://tc.eserver.org/30347.html This article discusses some important issues in implementing a software documentation review process. If you are part of a small development organization and have few reviewer resources available, you may have to improvise techniques for providing the services and procedures suggested here. http://tc.eserver.org/30355.html http://tc.eserver.org/30355.html Assigning responsibility without sharing authority is like making someone a peanut butter and jelly sandwich, but leaving out the bread. They know what they're supposed to chew, but have absolutely no way to handle, no way to manage the project. http://tc.eserver.org/30319.html http://tc.eserver.org/30319.html When you get fed up and do decide to blaze your own trail, don't forget to take some friends along with you. You never know when you're going to run into a wild past participle that you need help taming. http://tc.eserver.org/30326.html http://tc.eserver.org/30326.html If listening isn't in the mix when developing documentation, then the project may not cook. http://tc.eserver.org/30325.html http://tc.eserver.org/30325.html NetWorks is an association of people involved in public relations, technical/computer documentation, marketing, fund raising, planning and development, training, journalism, editing, video production and publishing. We have a common interest in sharing ideas, information and resources. http://tc.eserver.org/30255.html http://tc.eserver.org/30255.html In this podcast, I interview Brenda Huettner about strategies for overcoming the top 10 Worst Things Subject Matter Experts Say or Do. http://tc.eserver.org/30210.html http://tc.eserver.org/30210.html This article uses qualitative material gathered at the Los Alamos National Laboratory (LANL) to construct a model of the rhetorical activity that occurs at the boundaries between diverse communities of practice working on complex sociotechnical systems. The authors reinterpret the notion of the boundary object current in science studies as a rhetorical construct that can foster cooperation and communication among the diverse members of heterogeneous working groups. The knowledge maps constructed by team members at LANL in their work on technical systems are boundary objects that can replace the demarcation exigence that so often leads to agonistic rhetorical boundary work with an integrative exigence. The integrative exigence realized by the boundary object of the knowledge map can help create a temporary trading zone characterized by rhetorical relations of symmetry and mutual understanding. In such cases, boundary work can become an effort involving integration and understanding rather than contest, controversy, and demarcation. http://tc.eserver.org/30216.html http://tc.eserver.org/30216.html If you are not delegating properly, you are making your own life more difficult. In turn, your subordinates suffer because their interests and talents are being overlooked, however unintentionally. http://tc.eserver.org/30214.html http://tc.eserver.org/30214.html Successful meetings are the end result of a∆ careful planning process. To successfully organize an educational meeting for a community or professional organization, you need to follow a series of steps. http://tc.eserver.org/30199.html http://tc.eserver.org/30199.html The single most important factor in a successful CMS implementation lies with you and your people. Your staff members are the principal users of the system, and the SMEs in your organization are the secondary users. It is their adoption of the new processes and governance structures that makes or breaks a CMS implementation. According to some, process and cultural change accounts for 90%, while technology contributes only 10% to the success of a CMS. http://tc.eserver.org/30171.html http://tc.eserver.org/30171.html If you area technical writer who writes software documentation, chances are you have been informally involved in testing the software that you are documenting. In larger organizations, entire divisions are devoted to thoroughly testing software before it is released. In smaller organizations, this position could be informal or nonexistent. In this workshop, you will learn a basic methodology for testing software that you can use as a starting point for a new or expanded career. http://tc.eserver.org/30139.html http://tc.eserver.org/30139.html Most of us struggle every day with keeping the lines of communication open between developers, subject matter experts (SMEs), customers, and writers. Sometimes you can circumvent these difficulties by simply walking upstairs or across the hall and chatting with the appropriate person. But what happens when it's not a staircase or hallway separating you but a very large ocean? The best way to keep an overseas project on track is to put together a writing team in the most convenient location; meet at least once with the development team; and set up your communication channels early. http://tc.eserver.org/30129.html http://tc.eserver.org/30129.html Technical communicators today often work with associates at locations across the city, state, country or world. Electronic tools can facilitate communication. At Unisys Corporation, we use Portable Document Format (PDF) files, networked DocuTech printers, networked and shared PC hard drives, and Microsoft NetMeeting for training. We have also addressed human concerns about sharing equipment, files, and jobs by helping people find a positive motivation to share. http://tc.eserver.org/30106.html http://tc.eserver.org/30106.html When it comes to working on distributed teams or one with global development partners spread around the world, you need to use every tool you can to make interaction easier. http://tc.eserver.org/30100.html http://tc.eserver.org/30100.html Calm tension, communicate more easily, and run your projects more efficiently by applying the right relationship management techniques. http://tc.eserver.org/30093.html http://tc.eserver.org/30093.html This study looks at how an information and communication technologies (ICT) rich environment impacts team conflict and conflict management strategies. A case study research method was used. Three teams, part of a graduate class in instructional design, participated in the study. Data were collected through observations of team meetings, interviews with individual members, plus analysis of electronic documents exchanged among team members. Findings indicate that all teams experienced conflict at some level and that conflict management strategies evolved over time. ICT played a dual role in the conflict management of teams. These technologies seemed to facilitate conflict management by offering a formal means of communication, making communication more effective, with minimal wasted or unnecessary efforts; and creating opportunities for more thoughtful reactions, with chances for reflection on the content. However, ICT also aggravated conflict, specifically when strategies for use were imposed, when team members became blunt and forthright, and when misinterpretations occurred because of differing sense of urgency in replying to emails. http://tc.eserver.org/30005.html http://tc.eserver.org/30005.html A 20 minute monologue about the best way to get information from SMEs--sit by them, permanently if possible. Many IT organizations station the writer remotely from the developers, programmers, and other SMEs, but nothing could be more damaging to getting the information you need. Increasing your proximity also increases the communication you receive. http://tc.eserver.org/29942.html http://tc.eserver.org/29942.html As much we think we are multitaskers, there's a limit to what we can process. How has technology's enabling of communication anywhere and everywhere affected us in the context of traditional activities? How do they interplay with each other? http://tc.eserver.org/29927.html http://tc.eserver.org/29927.html A simple, semi-structured, one-on-one interview can provide a very rich source of insights. Interviews work very well for gaining insights from both internal and external stakeholders, as well as from actual users of a system under consideration. Though, in this column, I'll focus on stakeholder interviews rather than user interviews. http://tc.eserver.org/29889.html http://tc.eserver.org/29889.html The expanding definition of technical communication requires an organization with a multidisciplinary set of skills (ranging from editing to visual design to user interface design to usability testing to programming) to meet the new demands. While the members of such a multidisciplinary organization have common goals, they also have unique and specialized needs for education, communication, and shared practices based on their specific skills. Nurturing, developing, and sustaining these distinct skills requires an infrastructure that supports divergent communities of practice, yet still encourages cross-pollination of ideas and integration of processes toward a common goal. http://tc.eserver.org/29890.html http://tc.eserver.org/29890.html The purpose of this paper is to help educators and trainers design realistic working environments for team writing assignments and, thus, to prepare students to function on high-performance teams in the workplace. This paper describes differences and similarities between academic and industrial team working environments. It focuses on the kinds of tasks teams are asked to perform, the time and other constraints under which teams operate, the types of considerations that go into selecting people to participate in a team, the members' expectations about teamwork, the rewards used to recognize effective teamwork, and the role of the manager or course instructor. This paper offers suggestions to address some of the key challenges. http://tc.eserver.org/29892.html http://tc.eserver.org/29892.html This article provides a review and analysis of asynchronous chat sessions used by students to produce a collaborative formal proposal in an undergraduate technical communication service course at Bowling Green State University. The author/investigator reviewed archived chat sessions of the two most successful student groups and compared their experience to the conclusions drawn by a previous study on collaborative writing in the virtual classroom. The current study represents an initial exploratory attempt to replicate and/or refute the results of the prior study. http://tc.eserver.org/29899.html http://tc.eserver.org/29899.html In 2002, the Orlando Chapter of STC initiated a new competition to encourage local area and employer recognition of excellence in technical communication. In establishing the award, the Orlando Chapter increased its dialog with employers, helped raised the visibility of the profession in the area, honored its founder and its continuing relationship with a local university, and increased its level of service to chapter members. This paper describes the objectives established for the award program, how it was judged, and how the chapter benefited from its creation. http://tc.eserver.org/29900.html http://tc.eserver.org/29900.html This workshop explores the creative use of humor as a de-stressor in the often deadline-driven, pressure-filled world of technical communication, while also addressing the inherent risks involved with this strategy. Three specific techniques involving metaphor, psychology, and incongruity are exemplified in the opening presentation. Participants then form teams to apply these techniques and other strategies to relieve stress in volatile business/technical scenarios. http://tc.eserver.org/29805.html http://tc.eserver.org/29805.html Although scholars have examined how individuals deal with information that is unavailable on decision-making tasks, little research has explored how groups deal with missing information. The present study proposes two ways groups can address information that is unavailable: by employing a diminished information set or by inferring the value of missing information. Both of these approaches are tested using an information sharing task. Groups are compared with information unavailable to any member, available but unshared among group members (i.e., hidden profile), and available and shared among all group members. Evidence indicates that group members may utilize both strategies to deal with missing information. http://tc.eserver.org/29729.html http://tc.eserver.org/29729.html This article, as well as our conference presentation, catalogues a year in the symbiotic relationship between the Orlando Chapter of STC, the University of Central Florida's technical writing program, and the student-run technical communication club, Future Technical Communicators (FTC)--and the ways in which this powerful partnership has helped sustain many of the chapter's varied and successful initiatives that led to its designation as a Chapter of Distinction in 2003. In this article, authors Bonnie Spivey and Dan Voss report on the UCF-STC legacy, the development of the chapter's new mentoring program, their contribution to educational outreach/ fundraising, and the numerous ways in which these institutions are working together. http://tc.eserver.org/29753.html http://tc.eserver.org/29753.html Based on the action research model of inquiry, this article is an interpretive ethnographic case study, exploring the power of narratives as a sensemaking device for members of a women's resource network in a large corporation during a time of significant organizational change, and the influence of storytelling on the networking practices of its members. Data are based on participant observation, formal and informal interviews, focus groups, and document analysis, including presentations, meeting notes, and e-mail correspondence. Drawing on the concepts of sensemaking, identity construction, and habitus, analysis of the members' stories suggests three key conclusions: reliance on collectively constructing stories; use of stories to deal with ambiguity and anxiety; and use of stories to construct and regulate identity. When viewed through a narrative lens, these results illuminate the interconnection of storytelling and networking strategies in a women's resource network that provides a hybrid of both expressive and instrumental benefits. http://tc.eserver.org/29634.html http://tc.eserver.org/29634.html Frequent updates for a swarm of modular plug-ins were interrupting work on larger, higher-value projects. Worse, development was happening in a time zone 12 hours away, making communication a major bottleneck. Faced with fixed resources and growing commitments, our writing group extended existing tools to automate information gathering and rough draft creation, thereby halving the writer time each module required. This paper describes the user interface, tool extensions, and reusable information approach we used to solve the problem. http://tc.eserver.org/29862.html http://tc.eserver.org/29862.html Holding competitions at regional and local levels enhances the value a chapter provides its members. This workshop, designed for chapter leaders and competition managers, provides a practical and well-tested plan for managing the chapter’s annual competition. Attendees will receive a complete package of samples, spreadsheet and document templates, and presentation slides that they can customize for their chapters. http://tc.eserver.org/29659.html http://tc.eserver.org/29659.html The increasingly collaborative nature of the workplace--including writing teams and documentation groups--heightens the need for sophisticated document management solutions. Written for managers of workgroups and writing/editorial leads, this paper examines some common issues, including version control, document lifecycle management, and support for collaborative authoring and review. This paper also presents a model for finding and implementing a technology solution that makes sense for your team, as well as a case study of a successful implementation. http://tc.eserver.org/29694.html http://tc.eserver.org/29694.html The twenty-year partnership between the Orlando Chapter and the technical writing program at the University of Central Florida (UCF) has reached new heights in the past two years. This paper reviews several highly successful programs that have either grown directly out of the UCF-Orlando Chapter partnership or which have benefited from and been improved by it: (1) an annual scholarship program; (2) student projects that benefit the chapter (or feature the chapter as client); (3) strong student support to the STC AccessAbility SIG; (4) an annual fund-raising initiative; (5) an educational outreach initiative to Central Florida high schools, and (6) a highly successful formal mentoring program pairing students with professionals. http://tc.eserver.org/29685.html http://tc.eserver.org/29685.html In technical communication, we talk about bridging academy and industry quite often, and we usually brainstorm ways that academics can forge relationships with professional organizations. This paper focuses on the reverse: helping technical communicators seek out academics who can help with workplace writing problems. Academics can offer expertise in training, problem-solving methodologies, and research facilities and can help organizations work through problems of collaboration, technology, design, and communication. http://tc.eserver.org/29884.html http://tc.eserver.org/29884.html Learning to be a good editor requires much more than learning the rules of grammar, diction, spelling, and punctuation. Editing requires a complex skill set, including an eye for document design, an awareness of how different document features affect readability, an understanding of how to manage the document development process, including the role of an editor in that process, and the ability to work with a variety of not just documents, but the creators of those documents--the authors. This paper discusses strategies to enable editors to develop productive, collaborative relationships with authors. Within the context of a capstone course in technical editing, students describe various strategies they used to develop editing plans, negotiate levels of edit and conduct editor/author conferences, and how they managed editing projects involving real authors and their documents. http://tc.eserver.org/29698.html http://tc.eserver.org/29698.html As a chapter President, starting the Transformation process can seem a daunting task. Once you have the committee in place, directing its efforts can leave you with even more questions. Not sure what to do next? Look to the corporate Bingo card to help set your course. While the blocks of the corporate Bingo card generate chuckles, smiles, and even more jokes, it also provides direction, guidance, and some thought-provoking considerations for your chapter's transformation. http://tc.eserver.org/29707.html http://tc.eserver.org/29707.html Wikis allow distributed teams to collaboratively write and edit documents through the Internet in a shared online workspace, without the need for special HTML knowledge or tools. The flexibility of wiki technology is a boon for increased cooperative work on large team projects. However, wiki technology also complicates notions of usable design as the information architecture of a wiki site may be created on the fly by all participants rather than by a dedicated technical communicator. This paper describes the basic technology of wikis, some advantages and disadvantages, and areas of concern with regard to information design. http://tc.eserver.org/29546.html http://tc.eserver.org/29546.html Today's organizations must contend with increasingly complex communications environments that feature a wide array of communications methods. Employees, business partners, and customers communicate with one another through infinite combinations of phones, voice messaging, e-mail, fax, mobile clients, rich-media conferencing and other communication gadgets. One thing that is very important is proper communication. Whether you use the age-old snail mail or an email, the key to success lies in effective communication. One should get clear message as to what exactly is required or told by you. It is very important to streamline communication whether you are conversing in person or through an age-old snail mail, email or over the phone. http://tc.eserver.org/29547.html http://tc.eserver.org/29547.html Video conferencing is the technique of meeting in a group over a network employing video and audio transmission technology and equipment. Armed with information about video conferencing businessmen, technologists, scientists and government heads started to explore ways to bring the world closer together and enable meetings of many people located in different parts of the globe. Video conferencing is the process of being able to see and interact with a group of people located at any point of the world at the same time. http://tc.eserver.org/29545.html http://tc.eserver.org/29545.html Video is a Latin word that means 'I see'. This technology includes, capturing, transmitting and replaying visual media. Video is actually the technique of turning a series of still images into moving images and the technology to do this varies through time. Video has come a long way from the black and white images that used to move much like a fast slide show just a couple of decades ago. Live video was made possible with the invention of the 'Vidicon', which was the heart of the video camera. This was first used in television cameras in the large television studios. Today, video cameras come in various shapes and sizes to match the work they are required to do. Small video cameras that fit into the palm of your hand are the most common and inexpensive cameras that produce very high quality images that can be stored on discs or video tape. http://tc.eserver.org/29464.html http://tc.eserver.org/29464.html More than most people, technical communicators are aware that if communication is not effective, conflicts can arise. Find out more about the Thomas-Kilmann conflict mode instrument (TKI) and how to identify your predominant conflict style. http://tc.eserver.org/29450.html http://tc.eserver.org/29450.html You may only get one opportunity in a home visit and good planning and preparation is important. Here are some tips and hints from recent home site visits in both China and Taiwan. http://tc.eserver.org/29436.html http://tc.eserver.org/29436.html Subject-matter experts, managers, and other reviewers tenaciously resist our nagging to review documents properly, often delaying reviews until it's too late to do a good job. It's not that they inherently oppose quality control; rather, the problem's in the amount of work required to review something thoroughly, and 'work' is a physics concept. Conveniently, reviewers--like falling objects--follow the same laws of physics as the rest of the universe, and understanding those laws helps you predict reviewer behavior and take appropriate countermeasures. http://tc.eserver.org/29431.html http://tc.eserver.org/29431.html It's obvious that almost all the changes you make will affect your user community, but considerably less obvious how helpful that community can be about providing feedback before you make the changes. http://tc.eserver.org/29427.html http://tc.eserver.org/29427.html A lot of STC chapter and SIG mailings are done the old-fashioned way: envelopes stuffed by hand, and stamped manually or--occasionally--with a stamp machine. That's an awful lot of work, and expensive too. When I confronted this problem a few years back for my current employer, some research revealed a solution that eliminated the annual pressganging of volunteers to stuff envelopes and also saved us a fair bit of money. http://tc.eserver.org/29414.html http://tc.eserver.org/29414.html Define your audience, and their needs, explicitly and carefully. The definition process may lead you to include additional material such as indexes, system requirements, and contextual notes (e.g., lists of exceptions), as well as the preplanned documentation. http://tc.eserver.org/29415.html http://tc.eserver.org/29415.html Get to know your new teammates. Get to know your audience. Define the product's features. Create a mockup of the user interface. Begin to document the features and interface. http://tc.eserver.org/29413.html http://tc.eserver.org/29413.html Editors, professional or otherwise, can be annoying individuals. The trick is to focus on the helpful parts of that annoyance and try to ignore the less-helpful parts. http://tc.eserver.org/29405.html http://tc.eserver.org/29405.html Open source software development is not just about providing the source code for your application. It is much more about building a community around a shared project. That takes time. I think the biggest myth about open source software is that you say 'hey, I'm open source now' and suddenly thousands of qualified people give up nights and weekends to work on your code. http://tc.eserver.org/29367.html http://tc.eserver.org/29367.html Technical support relies heavily on users' abilities to perform tasks, and we're all more than familiar with the difficulty involved with assisting inexperienced computer users. Most widespread worms and viruses take hold and spread due to poorly maintained systems, commonly home systems found on broadband networks. http://tc.eserver.org/29362.html http://tc.eserver.org/29362.html One sure-fire way to improve help desk morale and raise awareness of your technical support team is to write a help desk mission statement. Get some tips on what to include and find some samples of other mission statements. http://tc.eserver.org/29336.html http://tc.eserver.org/29336.html Want to know the secret to better quality documentation and improved software design? Will Kelly outlines how the key is an effective relationship between project managers and technical writers. http://tc.eserver.org/29345.html http://tc.eserver.org/29345.html One of your most effective means to communicate with team members may not involve words. See why senior editor Matthew Osborn believes body language can say it all. http://tc.eserver.org/29323.html http://tc.eserver.org/29323.html I was shocked today when I realized I hadn't ever written a post on tagging. At the ASTD TechKnowledge conference, when I explained Web 2.0 to a group, tagging was an integral part of the conversation. But tagging requires you to take a step back from the web, and consider how you think. http://tc.eserver.org/29215.html http://tc.eserver.org/29215.html Technical communication practices have been changed dramatically by the increasingly ubiquitous nature of digital technologies. Yet, while those who work in the profession have been living through this dramatic change, our academic discipline has been moving at a slower pace, at times appearing quite unsure about how to proceed. This article focuses on the following three areas of opportunity for change in our discipline in relation to digital technologies: access and expectations, scholarship and community building, and accountability and partnering. http://tc.eserver.org/29027.html http://tc.eserver.org/29027.html This philosophical article explores individuality and innovation (creating new technology) as they relate to the communication approaches of scientists, engineers, and technologists. I suggest that effective communication between technical and non-technical people is difficult because technical communication lacks humanity, a personal dimension. I also suggest that dimension is lacking because technical people give up their identity to be considered competent and I argue that a different approach to communication education for scientists, engineers, and technologists is required to equip them with requisite communication skills to make their personal contribution to successful innovation. http://tc.eserver.org/29060.html http://tc.eserver.org/29060.html E-mail has significantly impacted the way we communicate in business, possibly going so far as to affect the social structure of organizations. One under-explored effect of e-mail is how it impacts communication in smaller organizations. Given the ability of regular face-to-face interaction, is e-mail necessary to boost communication? A report of employee attitudes in one small business did provide an opportunity to observe the impact of e-mail on communications and employee attitudes. As a result, it is suspected that interoffice e-mail may serve to link formal and informal communication channels, particularly in terms of including managers to the informal communications network. http://tc.eserver.org/29097.html http://tc.eserver.org/29097.html This article explores the complexity in Rohan's observation that "although texts in progress create community, this function hasn't value; in the world of business works in progress must be free" [1, p. 130]. To do so, the article describes the history of the development of the paper sewing pattern, discusses the role personal communications with consumers played as the genre evolved, and offers observations on the kinds of instruction provided by sewing machine and pattern companies. The extent to which gender and authority are connected in communications between consumers and corporate authors is explored. The article concludes by observing that once a genre is sufficiently established to become a standard, two changes occur: industries adopt authority for only certain types of necessary information, and women's authorship becomes anonymous, corporate, and personal exchanges with consumers are curtailed to save the expense. http://tc.eserver.org/29072.html http://tc.eserver.org/29072.html This article compares the response rates for obtaining journal reprints from colleagues when the requests are made using postcards with or without a self-addressed return label. Higher response rates were obtained from the cards with the self-addressed return labels, and more women responded than did men, but these differences were not statistically significant. http://tc.eserver.org/29133.html http://tc.eserver.org/29133.html Talking on the phone is usually a private activity, but it becomes a public activity when using a cellphone in certain spaces. Unlike a traditional payphone in public, cellphones do not have privacy booths. Therefore, the ways in which people respond to cellphone calls in public spaces provide markers for social topographical space. In this study I explore how cellphone users negotiate privacy when using cellphones in public space and how those within the proximity of the caller negotiate space in response to these callers. Based on a year-long study involving observation fieldwork and in-depth interviews, I discuss the flexibility with which people constantly negotiate their private and public sense of self when using and responding to cellphones in public spaces. http://tc.eserver.org/29118.html http://tc.eserver.org/29118.html Individual students in two different sections of an undergraduate civil engineering laboratory were tasked with preparing three professional-quality laboratory reports. The teaching assistant and/or instructor used established criteria to grade the first two reports prepared by students in one section. The first two reports prepared by students in the other section were peer evaluated by assigned fellow students within the same laboratory section using identical grading criteria. The peer evaluated section had a higher class average than the teaching assistant/instructor graded section on the fist two reports. The third report prepared by students from both sections was graded by a professional educator/architect without knowledge of a student's class section. The peer evaluation students also had a higher class average on the third report, suggesting that the peer evaluation process may have positively contributed to those students' writing skills. http://tc.eserver.org/29103.html http://tc.eserver.org/29103.html The author argues that users see texts as tools when they recognize the texts' specific value and function within highly localized use settings. The author argues that users "ground" their texts to local use settings by altering the ways in which the texts structure and represent information (e.g., underlining, annotation, and sketching). The author discusses three practices by which texts are grounded as tools in document reviews: mode shifting, layering, and marking. These practices reflect different ways by which users add, subtract, and restructure information in a text so that it is usable under very specific conditions. This article explores document review as a practice in which grounding is the object of discussion (how others use the reviewed documents) and a practice by which review is facilitated. These observations will be important for exploration of technology to support "grounding" practices. http://tc.eserver.org/29066.html http://tc.eserver.org/29066.html A strategic planning and measurement planning project was undertaken by an 800-employee Maintenance department of a major Canadian gas transmission company to establish a stable direction and performance guide. Employee morale was so diminished from six years of constant reorganization and downsizing that the newly appointed vice-president was skeptical that the department would be able to meet its new goals unless a highly participative process was used. The project therefore was designed to use an input-reaction process between employees and managers to create a shared vision, strategic plan, and measurement system. Past projects of this nature had involved management personnel only and often goals were not achieved because few employees felt motivated by the "top-down" directives. This process produced a motivating vision, a highly doable performance plan, and a well-accepted measurement system within the allotted project schedule. http://tc.eserver.org/28921.html http://tc.eserver.org/28921.html Every project has its own unique set of 'opportunities'--also known as challenges. Many of these challenges relate not to the quality of our work, but rather to the communication of our ideas. Often in the course of design, you must communicate complicated concepts to a non-technical (and often uninterested) project sponsor, client, or stakeholder. So how do you capture their interest, get their understanding and buy-in, and finally move on? http://tc.eserver.org/28902.html http://tc.eserver.org/28902.html By working closely together in harmony, product management, UX, and engineering can achieve synergy, making the product user experience greater than the sum of their individual efforts. http://tc.eserver.org/28887.html http://tc.eserver.org/28887.html The advent of e-publishing has brought a revolution in journal publication, subscription, access, and delivery. Print journals' publishing costs include high article processing costs, and high production and marketing costs. E-journal production and access costs are increasing due to the rising cost of infrastructure, customer support, IT savvy human resources, etc. While these costs form the base, other pricing factors include the number of nodes, multiple campuses, an access mode, training, perpetual access, etc. Dwindling library budgets and the growing number of journals force libraries to form consortia for accessing e-journals. The old concept of 'consortium' is a strategic alliance of institutions having common interests. http://tc.eserver.org/28888.html http://tc.eserver.org/28888.html This paper estimates the growth of Science and Technology (S&T) journals in post-independence India. http://tc.eserver.org/28873.html http://tc.eserver.org/28873.html Subject matter experts, under the influence of modernist notions of authorship, often view technical writers as mere grammar and punctuation specialists and marginalize them as their ignorant 'other.' Technical writers, on the other hand, as rhetoricians occupying a liminal space between different disciplines, can understand different disciplinary rhetorics. If subject matter experts, instead of marginalizing technical writers, would view them as liminal subjects who are knowledgeable in different disciplinary rhetorics, then technical writers, through liminal practice, may be able to use their knowledge of audience and rhetoric to improve the quality of documentation. http://tc.eserver.org/28805.html http://tc.eserver.org/28805.html Virtual, global teams require us to use our communication skills in ways that were unimaginable twenty years ago. Learn about ways to build successful working relationships in virtual environments. http://tc.eserver.org/28800.html http://tc.eserver.org/28800.html Who decides what's best for a website? Highly skilled professionals who work with the site's users and serve as their advocates? Or schmucks with money? Most often, it's the latter. That's why a web designer's first job is to educate the people who hold the purse strings. http://tc.eserver.org/28763.html http://tc.eserver.org/28763.html I talk with Katherine (Kit) Brown, Brenda Huettner, and Char James-Tanny about their latest book, Managing Virtual Teams: Getting the Most from Wikis, Blogs, and Other Collaborative Tools. http://tc.eserver.org/28664.html http://tc.eserver.org/28664.html Every time we reach across discipline boundaries to keep a product team focused on users, drive changes to products or services based on user data we've collected, or design interactions with a clear focus on the target user, we are functioning as agents of change within our organizations. http://tc.eserver.org/28642.html http://tc.eserver.org/28642.html Brainstorming is an individual or group process for generating alternative ideas or solutions for a specific topic. Good brainstorming focuses on the quantity and creativity of ideas: the quality of ideas is much less important than the sheer quantity. After ideas are generated, they are often grouped into categories and prioritized for subsequent research or application. http://tc.eserver.org/28644.html http://tc.eserver.org/28644.html There are two basic alternatives for structuring a usability/UCD group within an organization: members of the group can be centralized in a single department, or, members can be distributed among development teams. http://tc.eserver.org/28630.html http://tc.eserver.org/28630.html In the self-help section of bookstores, there is abundant advice for communication in everyday situations--with bosses, parents, children, lovers and even animals. Worthwhile advice is to be found, but there also exists a prominent strain of advice that offers solutions that actually worsen the problem. http://tc.eserver.org/28631.html http://tc.eserver.org/28631.html Adult bullying at work is a shocking, terrifying, and at times shattering experience. What's more, bullying appears to be quite common, as one in ten U.S. workers report feeling bullied at work, and one in four report working in extremely hostile environments. Workplace bullying is repetitive, enduring abuse that escalates over time and results in serious harm to those targeted, to witnessing coworkers, and to the organizations that allow it to persist. Bullying runs the gamut of hostile communication and behavior and can consist of excluding and ignoring certain workers, throwing things and destroying work, public humiliation and embarrassment, screaming and swearing, and occasionally even physical assault. What makes workplace bullying so harmful is its persistent nature. Exposed workers report that bullying goes on and on, lasting for months and--in many cases--even years. http://tc.eserver.org/28320.html http://tc.eserver.org/28320.html Wikis allow distributed teams to collaboratively write and edit documents through the Internet in a shared online workspace, without the need for special HTML knowledge or tools. The flexibility of wiki technology is a boon for increased cooperative work on large team projects. However, wiki technology also complicates notions of usable design as the information architecture of a wiki site may be created on the fly by all participants rather than by a dedicated technical communicator. This paper describes the basic technology of wikis, some advantages and disadvantages, and areas of concern with regard to information design.