http://tc.eserver.org/dir/Careers/Workplace/Collaboration A listing of the most recently indexed works about Careers and Workplace 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/Workplace/Collaboration 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/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/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/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/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/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/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/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/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/27384.html http://tc.eserver.org/27384.html Discusses making usability routine throughout your organization. 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/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/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/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/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/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/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/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/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/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.