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.
Not only baby showers, but board rooms and caucuses are subject to missed invitations and can result in missed meetings, failed agreements, inaction, or incorrect action. The question is why did this, and more generally, why does this happen? And what can be done to prevent it from happening in the future?
When we determined that the open-yet-structured environment of an internal wiki could provide all the information organization and collaboration we needed, we knew we would be facing push-back from a certain segment of our user population.
Even a newspaper like The Times, with layers of editing to ensure accuracy, can go off the rails when communication is poor, individuals do not bear down hard enough, and they make assumptions about what others have done.
This presentation reports on an intercultural virtual team project conducted by students in two management communication courses, one at the University of Delaware (USA) and one at McGill University (Canada). The goal of the partnership between the two classes was to enhance students' ability to collaborate across cultures using a variety of technologies for collaboration, a skill they need in order to succeed in the increasingly global and technologically mediated environment of work. Each team, which included students from both universities, compared communication practices in a company or type of business that exists both in the United States and in Canada. Their task was to analyze how the practices reflect and shape the particular environments in which the businesses operate. During the project they advanced and monitored their work through different technologies, including blogs, email, and a designated collaborative Web-based workspace, and they produced several genres of documents reporting their achievements. This presentation first analyzes the advantages, vulnerabilities, and faultlines of virtual intercultural teamwork as students experienced them. We then describe conditions that help teams overcome the risks of virtual work and assess how well we were able to create these conditions in the courses.
When Monsanto attempted to release transgenic wheat in the upper Midwest of the US, localization efforts to accommodate stakeholders were unsuccessful. This paper explores this case briefly and suggests a new role for technical communicators as negotiators of technology.
Although academy-industry partnerships have been a subject of interest in professional communication for many years, they have barely been considered in terms of globally networked learning environments (GNLEs). This empirical case study of an academy—industry partnership, in which the authors participated, examines the opportunities and challenges in applying GNLE practices to the design of a corporate engineering communication workshop. Using genre-ecology modeling as the analytical framework, the study demonstrates how the pedagogical processes considered for inclusion in such a workshop may be embedded in a network of institutional genres, some of which are associated with strong regulating controls. The findings from this study have implications for those who are interested in applying GNLE practices in workplace contexts and for those interested in using a principled framework for representing the work of such partnership activities.
The authors of this article, a researcher and a practitioner, revisit the collaborative process by which a training program addressing report writing for police officers was developed and implemented as a means of understanding why and how this collaboration was successful. From this reflection, the authors offer four guidelines for others involved in similar efforts to help them obtain a direct pipeline to practice.
Give 3 designers 4 weeks to create multiple conceptual designs for 8 features and what do you get? If they are team of innovative designers you might get the designs and a new process. If they are a team of committed designers you might get the designs and an improved collaboration. We were lucky. We got all three.
Drawing on insights from Goffman's dramaturgical approach to interaction, this article demonstrates how meetings are team performances routinely concerned with sustaining or challenging interpretations of power relations. The data for this article were collected at a British embassy, relying on participant observation, audio recordings of weekly gatherings of Heads of Section, and interviews with the people that attended the meeting. The analysis focuses on the double role behavior of the Ambassador as the director and central player of a team performance and the conflicting ideologies these shifting roles entail.