Managing Conflict

Conflict is characteristic in any situation that brings diverse groups together to manage tasks and obstacles. Nowhere is that more apparent than in business environments based on hierarchical structures where teams are inherited and divergent objectives create barriers to effective teamwork. Conflict resolution is among the many tasks delegated to managers, yet it is often the most difficult to master.

Harris, Kerri. Writing Assistance (2007). Articles>Management>Collaboration>Workplace

Managing Content Hypergrowth  

To cope with a flood of assets, site owners turn to content management software. As they outgrow their “home brew” solutions, they buy packaged applications -- even though today’s products are immature.

Dalton, John P., Harley Manning and Katharine M. Gardiner. Forrester Research (2001). Articles>Content Management>Workflow

Managing Content: Version Control in a Collaborative Workplace  

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.

Angier, Jenny and Paul Foy. STC Proceedings (2005). Articles>Content Management>Collaboration

Managing Documentation Projects in an International Environment: The Supervisor's Role  

The technical publications department of a major corporation is always a complex environment. When this environment also involves dealing with the issues of an international company and almost daily interaction with international counterparts, the opportunities and challenges are greatly increased. Joining a large-scale, ongoing publications project under these conditions requires quick learning and the rapid acquisition of new skills. For a project of this type to succeed, a supervisor must successfully solve a unique set of problems and is rewarded with enhanced opportunities for growth and professional development.

Chapman, Stephen C. STC Proceedings (1993). Articles>Documentation>Management>International

Managing Email Content—Challenges and Benefits  

As more organizations embrace e-mail as their primary method of communication, most overlook the fact that e-mail contains evidence of business decisions, actions and transactions.

Abaza, Bisher. KMworld (2001). Articles>Knowledge Management>Email

Managing Geographically Distributed Teams  

This paper summarizes recent literature on virtual organizations, as well as Tec-Ed’s practical experience in managing project teams whose members are in different geographic locations, have different skills and responsibilities, and seldom meet face to face. It reviews how we share corporate culture, gain insight into clients, build trust, and develop the professional synergy that enables efficient cooperation and effective results. It also discusses the challenges facing our centralized staff who support workers in regional offices, from troubleshooting unseen hardware and software to keeping corporate archives up-to-date.

Anscheutz, Lori. Tec-Ed, Inc. (1998). Articles>Usability>Management

Managing Information in a Manufacturing Environment: A Case Study in Knowledge Management  

The authors were invited to evaluate the communication and information flow in a large manufacturing company that wanted to implement a knowledge management effort. They studied sample documents, analyzed communication processes, conducted two site visits, and produced a detailed report on their analysis of the communication flow. The paper covers how to conduct a site visit, how to structure on-site interviews, how to collect data, and how to analyze the data using well-established techniques and tools for communication optimization. We believe the results of our analyses are generalizable to other technical communicators involved in knowledge management efforts in manufacturing and industrial settings.

Grady, Helen M. and Marjorie T. Davis. STC Proceedings (2005). Articles>Knowledge Management>Case Studies

Managing Large Localization Projects With Virtual Teams around the Globe  

Managing a large localization project into multiple languages with virtual teams around the globe requires careful planning and solid processes to ensure successful completion of the project within time and budget. It also requires shared responsibilities by all parties, strong technical and administrative support, daily project tracking, and excellent communication channels and norms to ensure performance and collaboration.

Warren, Marie-Anne and John Mulligan. STC Proceedings (1999). Articles>Management>Localization

Managing Life Sciences Content

Life sciences have been called the least automated industry in the world, but some pharmaceutical companies, medical device manufacturers, and healthcare-related organizations are working to dispel that image by implementing targeted content management solutions aimed at shortening the amount of time it takes to get new products to market.

Rockley Group, The (2004). Articles>Content Management>Scientific Communication>Workflow

Managing Organizational Change that Results from Adopting New Technologies  

This workshop helps managers explore key issues involved in successfully adopting new technologies--identifying potential barriers, generating approaches to overcoming them, and developing implementation strategies using case study materials.

Huff, Claudia H. and Nancy E. Davis. STC Proceedings (1993). Articles>Management>Technology

Managing Project Risk  

Risk management is as much art as science. Being aware of what risks are and how they can affect a project can be the difference between success and failure. Three elements of risk management—regardless of project size or scope—will influence success: understanding what risks are; developing and detailing categories of risk; and building a mitigation plan into the project plan. This approach to risk management benefits the project manager by bringing into focus—as early as possible in the project life cycle—many potential detriments to project success. When folded into a repeatable project management methodology, these processes can translate into dollars as the probability of meeting calendar and budget goals increases.

Bierbower, James G. STC Proceedings (1998). Articles>Project Management>Risk Communication

Managing SMEs - Part 1: A Primer for Success

Just the thought of dealing with Subject Matter Experts (SMEs) can create stress in the life of any documentation manager. Philip Rastocny provides in-depth insight on how best to deal with SMEs.

Rastocny, Philip. Writing Assistance (2006). Articles>Management>Documentation>SMEs

Managing SMEs - Part 2: Selling the Concept to Management

Part 2 switches the focus to members of your management team and what you can do to sell your team’s professionalism. Also included are hints on how your writers can individually sell themselves to gain cooperation from SMEs.

Rastocny, Philip. Writing Assistance (2007). Articles>Management>Collaboration>SMEs

Managing the Development of Information Products: An Experiential Learning Strategy for Product Developers    

Increasing numbers of technical communicators and professionals in such diverse fields as software engineering, computer science, training, and human factors in the product development mix together. The process of developing information products has become cross-functional and interdisciplinary. Functional distinctions between those now at work in that process have blurred. Technical communicators have begun to define usability requirements up front and to participate in product design decisions; software engineers have begun to worry about the product's ability to communicate with users; and HCI (human-computer interaction) professionals work within the product development team on a variety of levels to address user concerns, from the user's work context to the product's dialogue and messaging strategies.

Skelton, T.M. Technical Communication Online (2002). Articles>Management>Information Design

Managing the Monster, Managing the Zoo  

Every technical communicator, whether controlling a single large project or a dozen small ones, must develop a set of management skills appropriate to the task in order to remain a qualified member of the communication team. This calls for being part diplomat, part technical expert, part salesman, and part rhinoceros.

Wise, Daniel E. and Elizabeth Bailey. STC Proceedings (2005). Articles>Project Management>TC

Managing Valuable Chapter Content

One of the ways that STC chapters can improve their value proposition to present and prospective members is to make available some of the best content that is created by and owned by the chapter members.

Kinder, Meredith and Sheila Loring. Carolina Communique (2006). Articles>Content Management>Community Building>STC

Review: Managing Virtual Teams: Getting the Most from Wikis, Blogs, and Other Collaborative Tools

Review of 'Managing Virtual Teams: Getting the Most from Wikis, Blogs, and Other Collaborative Tools' by Kit Brown, Brenda Huettner, and Char James-Tanny.

Olson, Amy. Carolina Communique (2008). Articles>Reviews>Management>Online

Managing Virtual Teams: Getting the Most from Wikis, Blogs, and Other Collaborative Tools--Interview with the Authors

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.

Brown, M. Katherine 'Kit', Brenda P. Huettner, Char James-Tanny and Tom H. Johnson. Tech Writer Voices (2007). Articles>Collaboration>Content Management>Podcasts

Managing Your Documentation Monster: Project Management for the 90's  

If you've ever had trouble figuring out what your boss wants or needs, and how to deliver the project in a timely manner, this is the demonstration for you! From a nuts and bolts approach to developing an iron clad project plan, to managing the process and marching the completed project in a timely and professional manner, this demonstration covers a lot of ground in a short time. Tips, tricks, and checklists will be available to each attendee.

Glick-Smith, Judith L. and Karen A. Steele. STC Proceedings (1993). Articles>Documentation>Project Management

Review: Managing your Documentation Projects    

Documentation projects require a significant amount of coordination and planning, and managers often find themselves faced with the challenge of successfully integrating a range of new elements including international legal requirements, new players, budgets and scheduling demands to make a product successful. Most often they look around for solutions to develop an effective strategy for their documentation projects that places control in their hands.

Kudesia, Saurabh. International Journal for Technical Communication (2006). Articles>Reviews>Documentation>Project Management

Managing Your Information

Large paper documents can be difficult to manage and control, but large online documents and huge volumes/suites of information can be a nightmare if you do not use management software from the beginning. There are many different types of ways you can approach managing your materials.

Rockley, Ann. Rockley Bulletin (1998). Articles>Knowledge Management>Content Management

The Marathon of Chapter Presidency  

This panel discussion becomes what the audience deems it to be. Each panelist is a past STC chapter president. Issues are audience-dependent but may include topics such as handling volunteers, managing money, recruiting members, and so forth. Join this informal discussion to share ideas, quandaries, and solutions for successfully leading a chapter.

Graham, Bonni, Mark Hanigan, Linda Oestreich, Jeff Staples and Carolyn Watt. STC Proceedings (1998). Articles>Management>Community Building>STC

The Marathon of Chapter Presidency  

This panel/discussion takes shape as the audience molds it. Each panelist is a past STC chapter president and has managed to successfully run the “Marathon of Chapter Presidency.” The past-presidents panel comprises senior members, associate fellows, committee managers, and other leaders of the society Issues are audience-dependent but may include topics such as handling volunteers, managing money, recruiting members, and so forth. Join this informal discussion to share ideas, quandaries, and solutions for successfully leading a chapter. All current, past, and potential chapter leaders are welcome.

Brogan, Barbara B., Steven M. Cascone, Mark Hanigan, Linda L. Oestreich, and Charlotte J. Ruenzel. STC Proceedings (1994). Articles>Management>Community Building>STC

The Marathon of Chapter Presidency: How to Compete and Win  

Listen to and talk with past and present STC chapter presidents about the positive side of lessons learned in running a chapter. Each panelist will initially address a specific issue that he or she faced as chapter president. Issues vary but will include tips on getting volunteers, learning more about your chapter members, and maybe most importantly, reaping the benefits and joys of chapter leadership. Join this informal discussion and take some new, exciting ideas back to your home chapter.

Oestreich, Linda L., Steven M. Cascone, Mark Hanigan Carolyn L. Watt, John C. Hurd and Kathleen B. Aughey. STC Proceedings (1993). Articles>Management>Community Building>STC