Writing Across the Curriculum

The phrase 'writing across the curriculum' is relatively new, as far as I am aware. I want to examine its underlying meaning, its various administrative forms, and its implications for the faculties of colleges and of high schools to look at the theory, the practice, and occasionally the history of the notion.

Kinneavy, James L. ADE Bulletin (1983). Articles>Editing>Writing>Collaboration

Writing Programs and the English Department

A couple of years ago John Gerber, in an article in the ADE Bulletin, urged a broadened definition of 'literacy,' one that would encompass all study relating to linguistic artifacts, from the most elementary reading and writing to the most differentiated scholarship and composing. Nearly all college English departments do include much of this broad range, but the inclusion is rarely an integration. Instead, there's the English major and the freshman composition program and the creative-writing courses and, sometimes, the courses for nonmajors: film, popular culture, folklore; business and technical writing; and so forth. In large departments different faculty members may specialize in one or another of these units, and the chairman, who is supposed to be running the whole six-ring circus, can scarcely get the different sorts to talk to one another. What integration occurs begins and ends with the yearly departmental cocktail party.

Johnson, Paula. ADE Bulletin (1979). Articles>Editing>Writing>Collaboration

You Lost Me in the Third Paragraph: A Guide to Gracious Criticism

When a colleague comes to you for criticism, for help, for feedback, you are not helping that colleague if you say, 'Looks okay to me.' An important skill in college and in the work force is that of giving solid, instructive criticism. This handout is designed to teach you this skill.

George Mason University. Articles>Editing>Collaboration

QuikScan: An Innovative Approach to Support Document Use in Meetings  

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.

Zhou, Quan and David K. Farkas. STC Proceedings (2006). Articles>Collaboration>Methods>Usability

Wikinomics: What does it Mean for Technical Communication?

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.

Hackos, Bill. Center for Information-Development Management (2007). Articles>Collaboration>Online

Harnessing Collective Expertise: Delivering Market and Client Intelligence Research Within a Law Firm    

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.

Blaxland, Diane. Business Information Review (2008). Articles>Business Communication>Legal>Collaboration

Professionalizing Knowledge Sharing and Communications: Changing Roles for a Changing Profession    

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?

Cullen, John T. Business Information Review (2008). Articles>Business Communication>Collaboration>Online

Critiquing Critiques: A Genre Analysis of Feedback Across Novice to Expert Design Studios    

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.

Dannels, Deanna P. and Kelly Norris Martin. Journal of Business and Technical Communication (2008). Articles>Editing>Collaboration

Documents That No Project Cannot Be Without

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.

Dick, David J. Carolina Communique (2008). Articles>Documentation>Project Management>Collaboration

Being Seen in the BA Scene

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.

Wick, Angela. BA Collective (2007). Articles>Business Communication>Collaboration

Whikibility Cultural Key Drivers: Quickness

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).

Cammarata, Vincenzo. Grow Your Wiki (2007). Articles>Content Management>Collaboration>Wikis

Wikibility Cultural Key Drivers: Collaboration

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.

Cammarata, Vincenzo. Grow Your Wiki (2008). Articles>Content Management>Collaboration>Wikis

Wikibility Cultural Key Drivers: Sharing

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.

Cammarata, Vincenzo. Grow Your Wiki (2008). Articles>Content Management>Collaboration>Wikis

Wikibility Cultural Key Drivers: Peering

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.

Cammarata, Vincenzo. Grow Your Wiki (2008). Articles>Content Management>Collaboration>Wikis

Wikibility Cultural Key Drivers: Openness

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.

Cammarata, Vincenzo. Grow Your Wiki (2008). Articles>Content Management>Collaboration>Wikis

Five Facets of Successful Global Communication

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.

Samuels, Paul. Communication World Bulletin (2008). Articles>Business Communication>Collaboration>International

Effective Internal Communication in Global Organizations

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.

Apud, Salvador and Talis Apud-Martinez. Communication World Bulletin (2008). Articles>Business Communication>Collaboration>International

Network Your Way to a Seat at the Table

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.

Susman, Karen. Communication World Bulletin (2007). Articles>Collaboration>Community Building

Leveraging Collaborative Environments

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.

Key, Rob. Communication World Bulletin (2007). Articles>Web Design>Collaboration>Social Networking

Where in the World Is Second Life?

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.

Gronstedt, Anders. Communication World Bulletin (2007). Articles>Collaboration>Community Building>Social Networking

Ready for Life in Transparencyville?

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.

Fernando, Angelo. Communication World Bulletin (2007). Articles>Web Design>Collaboration>Social Networking

The Link Between Communication and Teambuilding

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.

Cambié, Silvia. Communication World Bulletin (2006). Articles>Communication>Collaboration

Teambuilding Insights from the Newsroom

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.

Dunsavage, Jeff. Communication World Bulletin (2006). Articles>Collaboration>Journalism>Workflow

Global Teams: Communicating Across Time, Space and, Most Important, Cultures

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.

Apud, Salvador and Talis Apud-Martinez. Communication World Bulletin (2006). Articles>Collaboration>International>Cultural Theory

Communicating Effectively in Intercultural Virtual Teams

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.

Oetzel, John and Martina H. Myers. Communication World Bulletin (2005). Articles>Collaboration>Online