http://tc.eserver.org/dir/Careers/Collaboration A listing of the most recently indexed works about Careers 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/Careers/Collaboration http://tc.eserver.org/35637.html http://tc.eserver.org/35637.html The last half century has seen enormous change impacting the way we work. The world is shrinking with advances in information technology playing a crucial role in facilitating the global expansion of organizations. International teams are now a common phenomenon with many large organizations structuring their workforce according to function rather than geography. Successful organizations do not hesitate to move their talents around the world to ensure that they have the right skills and knowledge in the right location when necessary. But what does it take to manage such a culturally diversified and geographically dispersed team? http://tc.eserver.org/35516.html http://tc.eserver.org/35516.html Following up on his article in the September/October issue, Hart explores how to avoid “rats” in office politics and offers advice on combating coworkers who might not have your best interests in mind. http://tc.eserver.org/35456.html http://tc.eserver.org/35456.html In business, being able to read people and quickly get a sense of who you’re dealing with is an invaluable skill. It turns your encounter with a client into an opportunity to catch a glimpse of the upcoming project and how it will need to be handled. It is one of the building blocks of a professional relationship. In today’s digital age, the arena has shifted to the Web, and the online office space that most freelancers inhabit limits personal interaction. Though sussing out a client’s personality via online communication is difficult, it still remains an invaluable tool in your arsenal. http://tc.eserver.org/35405.html http://tc.eserver.org/35405.html A bad client relationship is like a bad marriage without the benefits. To avoid such relationships, or to fix the one you're in, learn the five classic signs of trouble. Recognizing the never-ending contract revisionist, the giant project team, the vanishing boss and other warning signs can help you run successful, angst-free projects. http://tc.eserver.org/35134.html http://tc.eserver.org/35134.html Now that job security with one organization is a relic of the past and companies are outsourcing training and other 'nonessential' functions, I suggest in my career communication classes that students develop the same inventive strategies to plan their employ- ment futures that management consultants use to market themselves in the 21st century. The most important of these skills is networking: the use of person-to-person, print, and electronic communication tools to alert potential employers that, as candidates, they are the confident, cooperative, uniquely qualified experts that companies seek. http://tc.eserver.org/35136.html http://tc.eserver.org/35136.html Can job references play an active role in shaping your career plans? Would you consider your references as part of your personal and professional network? Although most professionals may respond with a resounding 'Yes, of course!' to these questions, I realized that many of my students were skeptical about job references. To counter this, and to help improve their chances in the job market, I designed a multistep assignment that expanded students' understanding of job references and required them to identify persons who were potential job references and members of their career network. This article provides the details for the assignment. http://tc.eserver.org/34812.html http://tc.eserver.org/34812.html Years of experience with far-flung organizations have taught me more about the limits of telecommuting than about its advantages. I firmly believe that you should expect employees to show up for work, whenever possible, no matter what kind of company. The reasons for this have nothing to do with checking that people are actually working. It's about efficient communications, building company culture and camaraderie, and sharing the daily bits of work and personal experiences that create a shared sense of purpose. http://tc.eserver.org/34837.html http://tc.eserver.org/34837.html Much of the theory guiding career development research is grounded in studies of men's careers in professional positions. In addition to largely ignoring the career experiences of women, the career literature pays little attention to overcoming barriers to career advancement in organizations—a challenge many women and men both face over the course of their career development. Using survey data, analyses of in-depth interviews, and a focus group discussion with female executives in the high-tech industry, this study finds variations of three responses: exit, voice, and rationalizing to remain are used by women in response to career barriers. These responses form the foundation of a career barrier sensemaking and response framework presented in the study. Findings indicate that perceived organizational sanctioning of career barriers and the organization's commitment to the career advancement of other women also influence participants' responses to barriers and their strategies for sensemaking, respectively. http://tc.eserver.org/34348.html http://tc.eserver.org/34348.html Looking for a way to demonstrate your value to management? Pao’s advice is to become as involved in your organization as possible by volunteering for assignments and being proactive in project planning. http://tc.eserver.org/34341.html http://tc.eserver.org/34341.html Here are some suggestions to make better use of LinkedIn so that your professional network works for you. http://tc.eserver.org/34217.html http://tc.eserver.org/34217.html Much of today's news is bad, so much of it can adversely affect your career, and so much of it is maddeningly beyond your control. But there are things you can control, starting with your own behavior. Now more than ever, it's essential to ensure that idiosyncrasies and personal peccadillos don't undermine your career. Here are five cautionary tales of real CIOs whose tragic flaws did them in. http://tc.eserver.org/34082.html http://tc.eserver.org/34082.html I’ve been fascinated by businesses popping up around major metropolitan areas that create a shared workspace for independent workers. Imran Ali wrote about the trend of co-working spaces back in April, and I’ll be exploring the trend further as I look to set up a co-working space in my town. http://tc.eserver.org/34083.html http://tc.eserver.org/34083.html It’s interesting to see coworking snowballing as a phenomenon, but like many trends originating in dotcom culture, what’ll be most interesting is how these shifts begin to affect larger companies and more traditional employers. http://tc.eserver.org/34084.html http://tc.eserver.org/34084.html Recently a member of the global coworking mailing list, Joseph Holsten) recently created what’s essentially a recipe book of ‘how to’ guides for those seeking to setup a coworking community, coworking space or simply better operate the communities and spaces they’re already running. http://tc.eserver.org/33916.html http://tc.eserver.org/33916.html Members of Generation X are now at the midpoint of their careers and are increasingly being placed in management and supervisory positions. Xers are realizing that today's newly hired employees are no longer members of their generation but of a different and younger generation. This new generation of employees entering the workforce has been given such labels as Generation Next, Generation Y, Echo Boomers, and Digital Natives. Members of Generation X who not long ago were shaking their heads at the attitudes and viewpoints of the older employees are now finding their own perspectives being questioned by a new and younger generation, Generation Next. Nexters and Xers, like previous generations before them, are finding at times difficulty to work side by side because their experiences, goals, and expectations differ. http://tc.eserver.org/33700.html http://tc.eserver.org/33700.html In this article, I will identify some of the tools we have used to bring together contractors, writers, and clients for our projects. Often, to determine a tool’s value, I will use a trial version. Some tools are very valuable but cost more, while others are functional and free. Although I cannot recommend which tools are best for your organization, I do recommend trying those tools that might fit your needs. http://tc.eserver.org/33703.html http://tc.eserver.org/33703.html If I were bringing in new people to an already existing group, I would begin by studying everything I could find about the strength, weaknesses, personalities, and interests of all the people who would be working together. One thing I know from putting together teams of students is that managers (whether in the classroom or in business) need to base teaming on the strengths of the participants and not on the weaknesses. http://tc.eserver.org/33704.html http://tc.eserver.org/33704.html To make alternative work arrangements operate at maximum efficiency, you might need to fine-tune your team’s schedule. As a result, this could be one of the most useful activities for retaining key people and keeping morale high. In my experience, nearly everyone who has an alternative work arrangement realizes the value it brings to their work and personal lives, and will go to almost any length to maintain it. For one thing, when it comes to driving fewer days to an office in this age of soaring gas prices, it’s like giving employees a raise. http://tc.eserver.org/32513.html http://tc.eserver.org/32513.html Poor performers can drag down your whole team. Business and leadership coach John McKee shares some strategies for determining the underlying issues and turning those underachievers around. http://tc.eserver.org/32211.html http://tc.eserver.org/32211.html Conflict resolution is among the many tasks delegated to managers, yet it is often the most difficult to master. From individual performance appraisals to an all-out assault within a project team, managers are expected to not only have the wisdom of Solomon, but also the patience of a saint. Yet often, this skill is not cultivated, leaving many managers unable to adapt to instances that can bring even the best performing machine to a screeching halt. To help avoid this from happening, there are various tools and tactics that an organization can adopt to not only diffuse immediate threats to productivity, but also alleviate potential issues in the long run. http://tc.eserver.org/31884.html http://tc.eserver.org/31884.html Whether you’re a full timer or a contractor, you’ll eventually part ways with an employer. When you step out the door for the last time, what will you leave in your wake? A mess, or a way for your co-workers or replacement to quickly pick up where you left off? http://tc.eserver.org/31828.html http://tc.eserver.org/31828.html Skills in research, information architecture, interaction design, graphic design and writing define the recognized areas of User Experience design. However, there still remains much to discuss about what makes a UX team dreamy. Each UX Dreamteam has a finely tuned mix of skills and qualities, as varied as the environments in which they operate. Part two will address whether a person has the right ‘hard’ skills and ‘soft’ qualities like communication style, creativity and leadership ability to fit your particular organizational context. We’ll also touch on the quality of an individual’s personality that may or may not complement the others on your team. http://tc.eserver.org/31710.html http://tc.eserver.org/31710.html Great leaders are not always born that way. Unfortunately, many management training programs don't sufficiently emphasize leadership development, but instead focus on fundamentals and the day-to-day tasks that confront managers within the organization. This article takes a look at how having vision and then communicating it is the foundation of leadership and contributes to the makeup of a truly great leader. http://tc.eserver.org/31734.html http://tc.eserver.org/31734.html Trying to convince multiple individuals to head in the same direction requires figuring out the mindsets of those multiple people and what it takes to motivate them to follow your lead. The article discusses four "hats" managers may have to wear and which management “hat” works best for each situation. http://tc.eserver.org/31546.html http://tc.eserver.org/31546.html Some people seem to thrive on change. How do they do it? How do they manage change in a way that they not only survive, but also excel? They seem to make change work for them. Here are five essentials on how to take your team through times of transition. One of the most significant essentials for success during transition is teambuilding. Leaders who can challenge, motivate and empower their teams through change are successful. http://tc.eserver.org/31534.html http://tc.eserver.org/31534.html Your reputation depends on your ability to be a public-spirited, plain-talking professional who serves the interests of your audience rather than your organization. http://tc.eserver.org/31437.html http://tc.eserver.org/31437.html Engagement. Is it the latest corporate buzzword? Not for serious business leaders who understand the correlation between engaged employees and improved financial performance. They see engagement as a source of competitive advantage. All things equal, they believe, an organization that has engaged employees will outperform one that doesn’t. http://tc.eserver.org/31433.html http://tc.eserver.org/31433.html If you work for a large corporation, you don't have to worry about who handles the invoicing, pays the bills, or manages pesky clients. But if you're a small business owner, all this quickly becomes your concern. Anecdotal evidence suggests that entrepreneurs are increasingly linking up with colleagues to work on specific projects or to create virtual agencies. http://tc.eserver.org/31262.html http://tc.eserver.org/31262.html Did you know that every person you encounter has at least 250 people in his or her personal network? Imagine the possibilities if you were connected to a small percentage of those individuals. Multiply that by the number of friends you have, and you've expanded your networking opportunities exponentially. http://tc.eserver.org/31223.html http://tc.eserver.org/31223.html One of the traditional signs of corporate success has been the corner office. Yet today some of the most successful communication executives don't have an office at all. They work from home, the airport, a visitor’s cubicle at headquarters, the back of a cab, a corner Starbucks or a beachfront cottage. If you’re setting up a corporate communication department today, it’s time to think outside the box—or the cubicle—when it comes to locating yourself and your coworkers. http://tc.eserver.org/31110.html http://tc.eserver.org/31110.html Thoughts on how a contract technical communicator can become part of a development team, and set the tone for the writers who follow. http://tc.eserver.org/31041.html http://tc.eserver.org/31041.html It's not about what software you use, or how you organize your document, or how big the document is; but about whether the expectations the client has set, have been met. The question is, then, how do we assure we're meeting all the client's expectations? The answer is client buy-in. http://tc.eserver.org/30615.html http://tc.eserver.org/30615.html Organizations can do many things to vitalize their people. The Information Development organization at the IBM Corporation in Cary, NC, uses a closed-loop process in which we evaluate employee satisfaction, identify problems, and attempt to correct the problems (then reevaluate and so on). Your organization too can use this process to improve your employees' participation, involvement in your quality program, and morale. http://tc.eserver.org/30148.html http://tc.eserver.org/30148.html Numerous helpful references and courses teach us how information developers can create value for clients through good project management, but getting our partners to recognize that value remains a challenge. http://tc.eserver.org/30126.html http://tc.eserver.org/30126.html The technical publications group of The Johns Hopkins University Applied Physics Laboratory was restructured to eliminate the traditional hierarchical organization in favor of multiple concurrent work teams. Every job is assigned to a work team, and people usually are on several teams at once, as leaders of some teams and members of others. We present two case studies describing teams that operated very differently. The teaming system allows us to tailor the approach to the needs of different clients. http://tc.eserver.org/29902.html http://tc.eserver.org/29902.html If the technology 'bubble' and the subsequent economic slowdown have demonstrated nothing else, we are more aware than ever of the need to change with the times, redefine ourselves, and ensure that we're demonstrating maximum value to our company and clients. In the context of the current economy, the more value you can demonstrate, the more likely you will be employed. This paper briefly describes a model for contribution within a technical communication career and provides specific and practical advice for moving toward the most valued, strategic contributions. http://tc.eserver.org/29767.html http://tc.eserver.org/29767.html Social psychology and organization development suggest that virtually all people, and all teams, must deal with conflicting impulses toward effective and ineffective behaviour. Research shows that it is a basic human trait to want to succeed, to be in control, and to avoid embarrassment. Group dynamics research also suggests that teams operate on two dimensions: the task or work dimension, and the social or relationship dimension. High-performing teams pay attention to both the task and social environments. They create an environment that minimizes the occurrence of face-saving and defensive behaviour. This environment is usually characterized by honesty and authenticity, by the use of relevant and verifiable information, and by a willingness to own up to mistakes. http://tc.eserver.org/29883.html http://tc.eserver.org/29883.html Looking for work can be lonely, frustrating, depressing, and demoralizing. Job seekers can battle these effects by joining a support group that not only motivates and empowers, but also provides concrete information about how to conduct a job search. STC WorkQuest is such a support group sponsored by the Pittsburgh Chapter of the Society for Technical Communication. http://tc.eserver.org/29437.html http://tc.eserver.org/29437.html Experts claim you'll spend 1500 hours in meetings during a typical 30-year career--that is, if you can duck some meetings by looking busy and if you can retire early. If you duck slowly or plan a long career, you could easily spend more time in meetings than you spend working. Fortunately, a little planning and some quick thinking should let you turn meetings into a blessing--or at least a tolerable evil. http://tc.eserver.org/29373.html http://tc.eserver.org/29373.html If you have ever been forced to deal with business types who have no technical know-how, then you know how these types can work against IT's progress. Here's how to improve your business/IT communication by concentrating on the strategic goals. http://tc.eserver.org/29341.html http://tc.eserver.org/29341.html A CEO is enamored with technology but doesn't understand the issues involved in implementing his time- and money-hungry IT ideas. What would you do to solve this problem? http://tc.eserver.org/29346.html http://tc.eserver.org/29346.html Traditional approaches to management won't work with knowledge workers, who are brilliant yet notoriously resistant to being managed. http://tc.eserver.org/29348.html http://tc.eserver.org/29348.html You may not have the time to read or the money to burn on analysts' reports, but adopting a technical mentor can help you keep your skills fresh. Here are the pros and cons of making the move. http://tc.eserver.org/29274.html http://tc.eserver.org/29274.html It is a helpful exercise to develop a tagline for yourself, in the same way that professionals in a previous generation were encouraged to develop a mission statement. With shortening attention spans, today's professional needs only a few-word tagline to fit in the sound bite of management's smaller time slots. http://tc.eserver.org/29254.html http://tc.eserver.org/29254.html In order to be effective in the usability business, you have to face the fact that you'll have to deliver bad news. You have to talk about what's not working. You might have to bruise egos and make your client uncomfortable. http://tc.eserver.org/29048.html http://tc.eserver.org/29048.html The profession of technical communication is in transition. While a few might argue that we are in danger of being swallowed up by large, institutional realignments, it seems more likely that the future workplace (as characterized by Senge, among others) will put communication, culture, and collaboration at the center of work. However, in order for the profession to exploit these opportunities, we must understand the impact of integrated information technology (IT) on organizations. I summarize the interaction of corporate culture, leadership/management, human resources, and advanced networking and web-based applications (more commonly called an Intranet) for the successful integration of new IT products into an established and well-defined organization. Background research for this paper was conducted as part of an Army Summer Faculty Research and Engineering grant. http://tc.eserver.org/28188.html http://tc.eserver.org/28188.html Every technical writer should have strong writing skills. Just as important, in my judgment, is a keen sense of technical curiosity. As a hiring manager, I look for it in every job applicant I interview. If you do not have this sense naturally, you can develop it. http://tc.eserver.org/27845.html http://tc.eserver.org/27845.html Constructive feedback can help you feel more confident about your skills at a number of stages of your career. Whereas you might feel that you need client feedback more as a new freelancer than when you’re established, assessments of your work can also be valuable when you have moved to a new area, are working with a new client, are trying to break into a specialized field or type of publication, or want to negotiate for a better rate. http://tc.eserver.org/27569.html http://tc.eserver.org/27569.html The first and most basic rhythm of the Agile feedback cycle is the daily standup. It's just what it sounds like - a daily meeting where everyone stands up for the duration of the meeting. When I give Agile workshops, one of the questions I'm often asked is how to do daily standups when the teams are geographically dispersed. While this can be a challenge to coordinate and maintain, you'll soon find that the benefits of the daily communication make it well worth the effort. Here are several options to consider with your team: http://tc.eserver.org/27562.html http://tc.eserver.org/27562.html This paper focuses on re-defining the job of project manager to better fit the self-managed team environment, one of the core agile principles. Special emphasis is placed on the shift to servant leadership, with its focus on facilitation and collaboration. Mapping of PMBOK knowledge areas to agile practices is discussed at length. After reading this paper, project managers should have a better understanding of what changes they need to make professionally, and how to make these changes in order to survive the transition to an agile software development approach. http://tc.eserver.org/27384.html http://tc.eserver.org/27384.html Discusses making usability routine throughout your organization. http://tc.eserver.org/27221.html http://tc.eserver.org/27221.html Could your department's contributions be better understood and valued? This workshop will give you some ideas for improving your department's image. You'll learn some time-honored marketing techniques for finding out what your customers think of your efforts. You'll also find out how to use those techniques to change perceptions. You'll discover ways to prevent second-guessing of your document designs. And you'll find out how to promote your services to the rest of your organization. http://tc.eserver.org/27086.html http://tc.eserver.org/27086.html During the last few years in projects, I interacted with a lot of clients. All these projects were based offshore, where client interaction was mainly through emails or teleconferences. When you do not work face-to-face with clients, communication is key to win your clients' confidence. http://tc.eserver.org/26926.html http://tc.eserver.org/26926.html For projects of importance, you need divergent skills to succeed. It is not possible to find an individual with all of the skill sets needed, nor would you want to. To create a first rate website or software product, you need many tasks to be done in parallel, which means that more than one person has to be working at them. As soon as two or more people are involved, the dynamic for how decisions are made, and how work gets done, becomes important. Any group of people can do work together, but it takes the right approach and team philosophy for that group to produce good work. Collaboration is critical in any creative pursuit involving groups of people, from filmmaking, to urban architecture or even web and software development. http://tc.eserver.org/26918.html http://tc.eserver.org/26918.html What follows is some advice for managers on how to manager people, especially talented people. I worked for nine years at Microsoft, sometimes managing projects, sometimes managing people, but always with a manager above me. I think I’m smart, but many of the people who have worked for me definitely were. Over the years I’ve experienced many mistakes and successes in both how I was managed, and how I managed others. There's no one way to manage people, but there are some approaches that I think most good managers share. http://tc.eserver.org/26690.html http://tc.eserver.org/26690.html Examines the ways in which electronic communication has affected interaction of coworkers in the workplace and the responsibility of technical communicators to ensure positive interactions with coworkers. http://tc.eserver.org/26279.html http://tc.eserver.org/26279.html Established business owners and new entrepreneurs often have a difference of opinion about networking. The old-timers usually say that networking is one of their most important sources of business, while the newcomers frequently claim to put a lot of effort into networking without seeing much return. What's going on here? http://tc.eserver.org/26210.html http://tc.eserver.org/26210.html Some team members wanted the guide to be extremely prescriptive of format and content. Others insisted that it offer only minimal guidelines. A compromise was unacceptable to either side. http://tc.eserver.org/25368.html http://tc.eserver.org/25368.html Will cyberspace fulfill our dreams of creating a new work environment where not only women but men can choose to work remotely at home, rocking babies with one hand while pushing pixels with the other? There are no easy answers. http://tc.eserver.org/25156.html http://tc.eserver.org/25156.html Are you a home-based studio or freelancer? The benefits are many for the solo designer, but feeling isolated can spell trouble. http://tc.eserver.org/25143.html http://tc.eserver.org/25143.html We must understand that if we graduate engineering students who have a full complement of communication skills, we will better prepare them to be more effective professionals as well as highly valued citizens. Clear communcation and clear thinking are mutually reinforcing. Together they are a powerful combination that will serve well the individual, our nation and world in the exciting years ahead. http://tc.eserver.org/24917.html http://tc.eserver.org/24917.html A panel of experts will discuss how negotiating with vendors, business partners, peers, or employees can turn differences to mutual gain. Whether the technical communicators finds professional fulfillment and financial success from permanent or contract employment, as an employee or as a manager, the panel will offer suggestions, rules of thumb, and examples of how to optimize success in the work environment. The perspectives offered will be from the viewpoints of the consultant, the contractor, and the organization. Two papers, “Successful Contract Consulting” and “Negotiating Rules for Technical Communicators” provide background for this panel. http://tc.eserver.org/24690.html http://tc.eserver.org/24690.html Effective teams develop a synergy that cannot be estimated or measured, but is an end result of successful projects. This synergy can be contributed to effective communications and insightful task and resource assignment. By identifying team membership styles, and applying these styles to individuals in a team, all team members can contribute to the increased synergy and ultimate success of a project. Tools to achieve this effect, as well as practical examples to demonstrate it, motivate participants to reuse style identification methods. http://tc.eserver.org/24391.html http://tc.eserver.org/24391.html Establishing and maintaining good relationships with internal customers is essential for technical writers. In our case, engineers are our internal customers and managing professional relationships with them can be challenging. At Rockwell Software, writers are matrixed into engineering organizations. This diffuses technical writing’s presence, but it gives us access to information we might not have if we were in a separate department. Given this organization, we have found that establishing personal relationships with engineers before focusing on work helps ensure our success. Finally, usability testing serves as a place where engineers and writers can focus on the success of their product as a whole. http://tc.eserver.org/24298.html http://tc.eserver.org/24298.html In a team interview, several members of the publications team, as well as the hiring manager, interview each candidate. Each team member interviews the candidate individually, looking for a specific type of information. The interviewing team meets afterward to share information about the candidate. Although it takes more time, having each interviewer concentrate on one or two aspects of the candidate allows interview team, as a whole, to learn more about a candidate. This process, in turn, helps the manager to make better hiring decisions. http://tc.eserver.org/24195.html http://tc.eserver.org/24195.html Networking—whether done formally or informally, alone or as part of a group—can give you a competitive edge in getting (and keeping!) business coming to you as a contractor or independent technical communicator. http://tc.eserver.org/24196.html http://tc.eserver.org/24196.html Many of us (myself included) get caught up in our day-to-day work and forget the value that comes with meeting people face to face. I was reminded of the importance of these meetings in January, when I attended the STC-James River Chapter 2004 Conference in Williamsburg, Virginia. The conference sessions covered everything from intercultural technical communication to XML migration strategies. For me, the conference was an opportunity to find out what was on the minds of technical communicators in the area. As it turned out, some of those concerns related to the theme for this issue. http://tc.eserver.org/23663.html http://tc.eserver.org/23663.html Independent contractors and consultants know the value of working cooperatively with other professionals to complete complex projects. 'Other professionals' includes subcontractors, other independent contractors and consultants, and business partners. The formation of these kinds of strategic relationships can help meet the demands of today’s diverse markets and clients. This paper outlines some of the basic issues that surround business relationships, including planning (estimating and bidding), formalizing project-based contractual relationships, and exploring more permanent partnership arrangements. http://tc.eserver.org/22879.html http://tc.eserver.org/22879.html The 'Hollywood Model' is one of several work trends that have emerged to satisfy the needs of the changing U.S. workplace in the last couple of decades. This paper will: examine some of the forces that have precipitated change in the U.S. workplace; explore emerging work trends especially relevant to technical communicators; and recommend a small set of key skills that technical communicators will need to develop in order to thrive in the changing workplace. http://tc.eserver.org/22437.html http://tc.eserver.org/22437.html Do you ever find yourself causally picking up the phone to call your subject matter expert over in India? No, neither do I, and at least half my subject experts are in India. Another group is in Egypt, a few are in Russia, one is in Japan, and some are on the eastern U.S. seaboard. (And yes, there are a few in Oregon too?but I walk down the hall to ask them questions.) So how do you get information when your developers are many time zones away? http://tc.eserver.org/22149.html http://tc.eserver.org/22149.html Discusses the creation of managed and sustainable workflow. http://tc.eserver.org/21829.html http://tc.eserver.org/21829.html Mavericks need not apply. In Web design, you have to collaborate. http://tc.eserver.org/20978.html http://tc.eserver.org/20978.html 'But I don't know anyone is a common response when I give people the advice to build their professional networks. What they really mean is 'I don't know anyone who can give me a job.' This protest and response is missing the point. Networking is not justabout finding work. It's about building a professional network of peers who keep in touch on a professional level, who can help each other out from time to time, share pertinent information, and keeping your mind in shape. http://tc.eserver.org/20979.html http://tc.eserver.org/20979.html Networking expands your resource base and enables you to make useful contacts in other companies, which, in turn, leads to your big break or an exciting new job. The prevailing attitude seems to be that it doesn’t really matter what industry you’re in, or at which level within a company your position is, just go out there and do it, and the results will follow. It does work, doesn’t it? Well, not really. http://tc.eserver.org/20980.html http://tc.eserver.org/20980.html Enhance your competitive edge by highlighting the talents and skills that make you unique. Understand what sets you apart, learn to articulate this, and find ways to market yourself. http://tc.eserver.org/20765.html http://tc.eserver.org/20765.html Teams, like individuals, go through various developmental stages. Understanding these stages enables a team leader to know if the team is developing normally. Although the team leader’s role and level of involvement vary from stage to stage, there are strategies that the leader can use to spur the team’s growth at each stage. http://tc.eserver.org/20767.html http://tc.eserver.org/20767.html Learning how to communicate effectively when people problems arise is a key to your success as a manager. To make the process easier for yourself, you should learn to set clear expectations of your employees, make specific observations of their work and behavior, conduct timely communication with them when problems arise, listen closely when they respond, and schedule a follow-up meeting after the crisis has passed. http://tc.eserver.org/20755.html http://tc.eserver.org/20755.html Technical communication managers are faced with common responsibilities from company to company. Typically, they are responsible for resources (people and equipment), customer relations (internal and external), product, and administration. To successfully complete these responsibilities, a manager must have people, communication, planning, technical, statistical, and financial accounting skills. While focusing on the skills necessary to meet these responsibilities, managers may loose sight of key writing skills. Well-rounded managers must stay current with their teams. They must grow for their teams to grow. http://tc.eserver.org/20371.html http://tc.eserver.org/20371.html Thousands of message boards for individual companies have emerged over the last few years, creating a window on what some employees feel but never say publicly. Often the view through this window is rather ugly. http://tc.eserver.org/20270.html http://tc.eserver.org/20270.html Technical Communication educators and professionals share one important concern: the future. The most important way in which both parties can shape the future is by working together to support the future technical communications community: students. STC’s Academic Industry Committee has developed a faculty internship to support direct connections between the faculty members who prepare student technical communicators and the companies who will employ them. These and other Academic Industry Committee projects are designed to bring the best of two groups working in one valuable goal and profession more closely and cooperatively together. The future depends on our work – together. http://tc.eserver.org/19949.html http://tc.eserver.org/19949.html Technical communicators are accustomed to being thrown into the breech when their employers or clients confront severe business challenges. Rather than rush into the fray, we stand a better chance of tilting the business outcomes in our companies’ or clients’ favor if we remain disciplined under fire. A good way to achieve that discipline is to structure the communications team in a manner best suited to collaborative ventures and then implement those ventures in an orderly process called integrated strategic communication. This workshop begins with a brief explanation of how the Communications Department at Lockheed Martin Missiles and Fire Control - Orlando (LMMFC-O) uses integrated strategic communication to defend the company’s existing business base or seek new business in the fiercely competitive defense industry. Workshop participants will work in teams to complete practical hands-on exercises applying the process of integrated strategic communication to scenarios involving pressing business/technical communication challenges. http://tc.eserver.org/19869.html http://tc.eserver.org/19869.html Explore the total team approach to providing customer solutions in a large-team environment. Enjoy skits that dramatize team-building issues. Join in the discussion on approaches, alternatives, solutions, and results. http://tc.eserver.org/19870.html http://tc.eserver.org/19870.html We have had a very positive experience with a total team approach to accomplishing our business objectives. In our case, at the IBM Software Solutions Programming Laboratory (in Cary, NC, until March 1995, and now in Research Triangle Park), the business objectives are to produce successful software products. But the total team approach is not limited to a particular product or service. Total teams can help you improve the way multiple groups in your organization work together—to increase customer satisfaction through improved quality and speed of delivery, increase productivity, decreasc costs, and even improve morale. http://tc.eserver.org/19687.html http://tc.eserver.org/19687.html Technical writers live in a state of anxiety. They are charged with creating a work within a specific time period, but they depend on the cooperation of subject-matter experts (SMEs) over whom they have no control. http://tc.eserver.org/19688.html http://tc.eserver.org/19688.html Advances in communication technologies mean that colleagues from different parts of the world can work together in the same online space. In some cases, that space is an e-mail exchange, text messaging, or a shared corporate intranet site; in other cases, it is an electronic bulletin board or chat room related to a project. These shared online work spaces—or international virtual offices (IVOs)—provide a level of interaction that can reduce production costs and shorten production cycles. http://tc.eserver.org/19702.html http://tc.eserver.org/19702.html There is nothing more frustrating than being demeaned in the workplace, and nothing that can create an unproductive work environment any faster. People usually become resentful when they feel as though their efforts (or they themselves) are not respected. We have all been on the receiving end of brusque—or brash—criticism at work, and none of us wants to commit the same offense. Following are ten ways to avoid this behavior with your superiors, your team members, and your coworkers and promote a truly supportive network. http://tc.eserver.org/19553.html http://tc.eserver.org/19553.html In our present economic system, competition is viewed as a positive force. As children, our parents undoubtedly rewarded us for being the best, the fastest, the cleanest, or the smartest. As adults, we learn very quickly that only the best can be successful in a highly competitive world. While this competitive spirit can often help us to perform to our limits, when applied in its purest form within a work environment (i.e., when the competition is not of the friendly variety) it frequently results in hostilities that are counterproductive to producing good results. http://tc.eserver.org/19460.html http://tc.eserver.org/19460.html In an age of constantly changing technology, ServiceWare faced numerous challenges in attracting talented people and retaining valuable employees. Obstacles included the loss of information when an employee leaves, the cost of training a new employee, and a drop in production during the learning curve. By creating virtual teams, ServiceWare was able to increase its retention rate, boost morale, and increase production. The virtual team reality has produced stronger managers and more self-sufficient employees. The success of virtual teams emerged through creative problem solving and working together toward a goal. http://tc.eserver.org/19199.html http://tc.eserver.org/19199.html An hypothetical example of interpersonal communication issues which may arise in the workplace. Tad had sketched a layout to the wrong scale, so you called him in for what you thought would be a straightforward conversation. But instead of agreeing to make the changes, he stiffened a bit, then said, 'I've been working on this account for three years, and I know how these people work. They're going to futz around with this for a few days, and then tell you they want it the way I've done it. Believe me, it'll save a lot of time and money if we just go with it as is.' What can you do to get Tad's co-operation now, and to keep it in the future? And what might you have done differently to prevent this conflict? http://tc.eserver.org/19200.html http://tc.eserver.org/19200.html An hypothetical example of interpersonal communication issues which may arise in the workplace. http://tc.eserver.org/18934.html http://tc.eserver.org/18934.html It will always be easier to rally a group of people who work in the same building, but you can accomplish just as much (or more) with a motivated remote team. Getting team members motivated in the first place and holding their interest are your goals. Here are fifteen quick and useful tips to get you started. http://tc.eserver.org/18917.html http://tc.eserver.org/18917.html An increasingly popular technique for evaluating employees is prompting lawsuits charging discrimination at three big companies. At issue is the ranking of managers, professionals and sometimes lower-level employees from best to worst, or grading them on a bell curve, and then using that ranking to help determine pay and sometimes whether to fire someone. http://tc.eserver.org/18908.html http://tc.eserver.org/18908.html Technical communication consultants may find that marketing writing makes an excellent second line of business. Technology companies, marketing services firms, and advertising agencies often use freelancers to write marketing documents. They particularly need good writers who understand technology. This paper discusses the business of freelance marketing writing and how it differs from independent technical writing. Topics include the kinds of projects that marketing writers work on, how development cycles typically differ from those of technical documents, and how to effectively market yourself as a marketing writer. http://tc.eserver.org/18907.html http://tc.eserver.org/18907.html No matter what your current status—employee, looking for a job, or independent consultant—marketing yourself is necessary. Marketing is determining what your customers need and then showing how whatever you are selling meets those needs, i.e., provides benefits, and does it better than the competition. When you market yourself, you are basically doing the same thing. If you are an employee, how are you developing your skills so they continue to meet the changing needs of your employer? If you are looking for a job, how does what you bring to the table make you a better candidate than everyone else? If you are an independent, how do you benefit your clients so they turn to you over and over again? http://tc.eserver.org/18786.html http://tc.eserver.org/18786.html Working well with SMEs is essential to our success as technical communicators. This article recommends strategies to employ to improve your relationships with SMEs – seeking buy-in, increasing transparency and cross-functional teams, expressing expectations clearly, setting common goals and objectives, and making success a shared accountability. http://tc.eserver.org/18644.html http://tc.eserver.org/18644.html Technical language is important to professions like ours. It enables us to define precisely what we are talking about, so facilitating unambiguous communication within our profession, with other professions, and when appropriate, with consumers of our services. http://tc.eserver.org/18534.html http://tc.eserver.org/18534.html Advocates restructuring technical communication departments to eliminate 'silos'—isolated groups within the department—and develop 'channels'—a cooperative grouping of workers and teams through which information about a product can flow. http://tc.eserver.org/18536.html http://tc.eserver.org/18536.html Williams suggests ways that managers can use independent contractors as part of a comprehensive staffing plan. http://tc.eserver.org/15099.html http://tc.eserver.org/15099.html Lists fifteen rules for conscientious cell phone usage. http://tc.eserver.org/15105.html http://tc.eserver.org/15105.html Presents 22 rules for considerate behavior in the workplace. http://tc.eserver.org/15127.html http://tc.eserver.org/15127.html Offers some rules on business meeting etiquette. http://tc.eserver.org/15223.html http://tc.eserver.org/15223.html Offers seven tips for increasing the likelihood that messages you leave on voice-mail will elicit return calls. http://tc.eserver.org/15231.html http://tc.eserver.org/15231.html Offers suggestions to technical writers or project managers on how to successfully communicate design specifications to graphic designers. According to Petersen, an ideal design specification should include an introduction stating the purpose of the document and its audience, tender requirements, a list of elements that need designing, a list of document limitations, a list of necessary hardware and software, design suggestions, printing and distribution information, a list of people involved in the project, and design and project schedules. http://tc.eserver.org/14950.html http://tc.eserver.org/14950.html If you have all the work you can handle, your idea of networking might be showing up late to STC meetings, sitting in the back, and leaving before the speaker finishes talking. But, for the rest of us, networking requires a bigger investment of time and energy and a wider circle of contacts. As networking expert Kathy Condon points out, networking begins in our comfort zones-our neighborhoods, our offices, our STC groups. But to be effective, we have to search for other opportunities to meet people-groups and individuals beyond our usual contacts. Condon suggests attending meetings of professional and special interest organizations. Below, we've listed some groups to get you started. We include a Web address for each organization and a quote from their site. http://tc.eserver.org/14727.html http://tc.eserver.org/14727.html In the first article of a new section of Intercom devoted to students, Brown recounts her experience as a novice technical writer relying on a mentor for professional guidance. http://tc.eserver.org/14686.html http://tc.eserver.org/14686.html Brys discusses ways that technical communicators can lay foundations for good working relationships with subject matter experts. http://tc.eserver.org/14755.html http://tc.eserver.org/14755.html Von Haas examines techniques for helping new technical writers achieve success in the profession. http://tc.eserver.org/14499.html http://tc.eserver.org/14499.html One common myth in the corporate world is that technical publications and marketing departments are fundamentally at odds with each other. Some technical writers believe marketing publications are too adjective-laden and prone to hyperbole, while some marketing writers think tech publications are too dry and factual. Who's right? It's all a matter of perspective. Technical writers and marketing writers typically have different audiences and purposes for their publications. But once you get beyond the superficial differences, you'll see that both writing groups have more in common than is immediately apparent. Perhaps more important, both groups have a lot to offer each other. http://tc.eserver.org/14498.html http://tc.eserver.org/14498.html Cubicles aren't really physical walls--they're a state of mind. In effect, it's the belief that you've been compartmentalized and isolated that defines the cubicle. The four-sided, felt-lined livestock pens loved by evil office managers everywhere hides the truth: cubicles are all about being isolated and treated as part of the building infrastructure, whatever the physical location of your chair. http://tc.eserver.org/14497.html http://tc.eserver.org/14497.html Some of the more intractable problems we face on the job are the human ones. But cranky though Microsoft Word often seems, most of its blowups are at least predictable; humans are anything but. The worst problems can arise when you find yourself in a situation where power relationships come into play, which is often the case when you're managing another employee and responsible for their work and their on-the-job behavior. For a variety of reasons, technical communicators are often seen as 'difficult' or 'problem' employees--this means that co-workers tend to complain about us and insist that our managers correct our behavior. Unfortunately, we often work in high-stress environments that make it difficult for us to work calmly and difficult for colleagues to work with us peacefully. Many communicators complain that developers and other subject matter experts (SMEs) don't bother to understand what we do and thus, don't respect our work. As a result, they often consider meeting their own deadlines far more important than helping us do our work, and when we must ask them to provide the information we need to complete our documentation or to review draft documents, we don't get what we need. The result? We're forced to nag, and that can get us labeled as problems, not colleagues. http://tc.eserver.org/14500.html http://tc.eserver.org/14500.html Imagine the perfect technical writing experience. Engineers gladly line up at your door to explain how the product works. You enjoy ample time to finish the tasks on your documentation plan. Your manager gives you free rein to work at your own pace. Your customers rejoice at the usefulness of your document. A fairy tale? Perhaps. As a fledgling writer, though, that idyllic picture is my goal. To achieve even part of that goal, I've discovered a need to develop new work habits, behaviors, and processes. In addition to seeking the help of mentors within the technical writing community, my strategy involves looking to other functional areas within my company and learning from the approaches they use on their own tasks. I believe people new to the technical communication industry, as well as those who have toiled in the field for decades, can benefit from the examples of other functional areas. http://tc.eserver.org/14146.html http://tc.eserver.org/14146.html As a technical writer, are you finding yourself wishing for just a bit of respect from the engineers, SMEs (Subject Matter Experts), or other technical people you work with? Are you finding that these folks seem to stonewall you on every question you have or every goal you're trying to achieve? Are they obstreperous? Difficult? Or just plain unhelpful? When I hear technical writers complaining about--er, describing--such troubles when working in a team environment, my first reaction is to want to sit and observe how they actually interact with those seemingly impossible team members. In my experience, I've found that the problem isn't always with a surly SME or with an engineer who lacks communication skills. Certainly, there are cases where other team members just don't value any contribution other than their own; however, most often, I have found the problem is with the technical writer's approach to the team environment--and have found that the problem began from the very start of that writer's involvement with the team. http://tc.eserver.org/13932.html http://tc.eserver.org/13932.html The TECHWR-L mentoring program is designed to match students or people starting out in the profession with those interested in being a mentor. http://tc.eserver.org/13669.html http://tc.eserver.org/13669.html Remember that a successful project has a measurable and positive impact on the client's business objectives. Set a time period to measure the progress toward achieving those objectives, and plan to measure progress on a regular basis. If you find that there are adjustments that should be made, or additions that can improve the project's functionality, do them. http://tc.eserver.org/13491.html http://tc.eserver.org/13491.html An attempt to distill and disseminate key principles and practices relevant to managing scientific and technical information in environmental conflicts. http://tc.eserver.org/13077.html http://tc.eserver.org/13077.html Creating a mentoring program for technical writers requires quite a bit of coordination. http://tc.eserver.org/10219.html http://tc.eserver.org/10219.html We have discussed the advantages of attacking tough situations not all at once but in four phases: (1) minimal immediate response, aimed at buying time; (2) realistic preparation based on a complete scenario; (3) problem-solving discussion focused on reaching an agreement; and (4) follow-through to ensure that agreements are carried out. The main argument for this approach is simple: to be persuasive, you need good arguments; when you are surprised and upset, you can't think of your best arguments; therefore, whenever possible, give yourself time to calm down, think, and prepare properly. http://tc.eserver.org/10220.html http://tc.eserver.org/10220.html We discussed how to buy time when you are assaulted by an unpleasant surprise. Our argument was that few people respond well to challenging situations unless they have some time to prepare. Therefore, whenever you can, you should divide the task into four distinct phases: (1) minimal immediate response, (2) preparation, (3) problem-solving discussion, and (4) follow-through. Unfortunately, some situations don't let you postpone a full discussion. For such cases, you need the 'short method,' which condenses phases 1-3.